"You're In Charge" with Glenn Pasch
"You're In Charge" with Glenn Pasch

Episode 121 · 2 weeks ago

The Key to Employee Retention with Andrew Street

ABOUT THIS EPISODE

Employee Retention is even more important to businesses in the coming years. With labor shortages, and competition for employees grows, retaining your top talent should be the focus of every leader.  

Andrew Street, CEO and Founder of Dealer OMG shares how he uses connection and understanding to make his team feel part of the vision of the company. Through listening and planning, Andrew has built a thriving business and he shares his process in this episode.  

Tactical and very honest. Enjoy  

About Andrew: I work with dealerships to help account for every single dollar spent on digital advertising. The result; our baseline costs per vehicle sold and a gold mine of data illustrating what works well and what doesn't work for a dealership's advertising.  

Social Profile: https://www.linkedin.com/in/streetandrew/ 

Contact: andrew@dealeromg.com  

About Glenn Pasch: "Everyone finds themselves in charge at some point in their lives. Yet many of us lack the skills to generate consistent results. My goal is to help you learn the skills to adapt and grow in your personal and business life.”  

Glenn Pasch is CEO of PCG Digital, a full service digital marketing agency that specializes in helping businesses create and deliver customers raving, recommending & returning for more. He is author of 2 books including "The Power of Connected Marketing" and has spoken and educated audiences throughout the US and internationally.     

Let’s Connect: Linkedin: https://www.linkedin.com/in/glennpasch/​ 

Personal Website http://glennpasch.com/​ 

Company website: https://pcgdigital.com/

Support for this episode comes from PCGdigital. It is anywhere from difficult to impossible to manage every aspect of thechanging digital landscape. Rather than trying to do it yourself, why not leaveit to an award winning team of Digital Marketing Specialists who have mastered at allconnect to your message with more potential customers with PCG digital. Go to PCGdigitalcom for more information. So what is it like to really run a business, to be in that leadership chair? It can be very similar to leadinga team where you're worried about you know, your employees or your team members.But today I brought founder and CEO and Drew Street. He owns andruns an agency called dealer OMG, dealer online marketing group, and at firstI was talking to him about how he built his culture and was scaling hisbusiness, but the conversation evolved into what we both want for our employees andour struggles or challenges as we've both grown our businesses, and he was reallyopen and vulnerable about what he had hoped, some of the mistakes he's made,some of the successes he's made, things he's learned as a leader howto let go of things. It was a really intimate and wonderful conversation.Even at one point he said, Oh, I forgot the people are listening tothis. So really this episode is you being a fly on the wallwith two owners talking about the challenges of growing their businesses, the similarities,some of the struggles, how we shared and helped each other. So Ihope you really enjoy this episode. I know I did. So let's diveinto today's episode of you're in charge now what with Andrew Street and myself talkingabout leading our companies. All right, so first off, Andrew, thankyou for joining me today and and one of the things I wanted to chatwith you about it's as a fellow business owner and leader. You had yourcompany for a while and it's grown and one of the things that I feelleaders of companies miss on is that idea of how do I grow my businessand maintain that culture what I wanted it to be in that initial phase.But for you, how would you be? You know, either from your experienceor recommended to someone else, how do you really grow your business andmaintain that culture of what you started the company to be? I love thisconversation and it's not the the answers not simple and it's certain something that everybodyin a leadership roller it's trying to grow an organization or lead a team andhire and fire and drive culture, is probably a student of in in alot of capacities and it's I mean the cool thing is that there's so manyresources out there to pick up this information, whether it's just youtube or podcast likeright tuning in and listening and having a platform where people can have theseconversations, or like implementing with consultants, with traction or with entrepreneurs organization ordifferent things, where there's just countless resources. But it sounds I think the questionslike around how to keep the culture. It's easy to say, okay,here's the chart, here's who's who's who's boss, and but to createa culture that's your culture and it resonates with you, you know, startswith you know, the business owner, and then that's something that you cankind of communicate and it can can have a feel across the company. Iimagine you can relate. It's tough to keep too, especially as like weused to have an office in Austin and everybody ID want to hire. It'seither you got to move to Austin or you living on and that's my poolof people. And then with everybody not being able to go to the office. We had a freeze come through. We're in Austin. We had afree has come through Texas. All the pipes exploded. So we're perfect,we're remote and I don't see a future where we're going to get back intoan office at the same a hundred percent of people in the same office capacity. So it's like, okay, now what can we do to and II'm probably mistaken, but I like to think that our culture is better nowthan it was when we had an office. HMM okay. So so let's thinkabout that. Let's let's break this down into two pieces. So whenyou had everyone there and you made everyone...

...come before the pipes blue and weall got pushed to remote as well, walk will give it. Give mea few tactical things that you did as you grew your business in that location. Right, so we had everybody there. What were some of the things thatyou said? We have to continue to do acts in order to feellike we were maintaining this culture as we grew, because even if you wentfrom twenty employees to forty whatever can, even if it's in one building,it's getting further away from those two or three people that started everything. Sohow? What? Will Give me some tactical things that you did to keepit going? I don't think I did. Culture to me was having it feellike a fun place to work and when we interview have kind of fun, Quirky questions and have cool posters on the wall and hey, a pingpong table and we've got a stack in the refrigerator that nobody ever drinks,but it looks like a fun place. And we go and so many people, especially like born after one thousand nine hundred and eighty nine. When we'reinterviewing them, they're like what's the work culture? Like I'm like, God, you know, we you know, we used to have a foosball table, but we don't have room for it anymore. But now we go tohappy hours. And it was not it wasn't very me and I didn't knowwhat I was doing. I just thought having cool stuff right, paying fora great happy hour where we go to top golf. I don't like golfreally, you know. But then, like I'm starting to realize it's somuch of this the people. It's like just caring about the staff and nowlike and we had that while we were all together and it was kind ofwe didn't have leadership roles. It was kind of everybody did at operations ingraphic design and all the stuff that an agency does. But since we've movedout, I've spent a lot of time focusing on that culture, on howto communicate that with our team, on relationships and now, like when I'mtaking when we're having like our all hands meetings, I'm taking notes on thepeople of what they're up to in their lives and what's valuable to them andthat their dad's is getting a pacemaker put in in January and you know,maybe they need to go to New Mexico and January to check on that.And let me remind me to follow up on that, not an insincere calendarand minder way, but just so I have a feel for how everybody's doingoutside of their daytoday operations. So that's a long way to answer your questionabout but I think it's I think it. I think that spot on and Ithink we we all fell into the we want to try and be Google. You know where we'll get people because we have the ping pong table andwe have will buy lunch and will. But the more I've gotten past that, because we had a ping pong table, I think everyone got a ping pongtable. We were probably Google sent everyone a ping punk table. Ithink what I hope the audience doesn't miss is your pivot to what really Ithink culture is. Culture is driven by the frontline people and it's knowing whatthe people are. You can't force culture, but it is that collaboration. Ithink when people feel heard, field respected, feel involved. I thinkwhat you said when everybody didn't have a title and everybody was working together,that was the culture of collaboration versus the foosball and we tend to want tobuy our way into culture versus really getting to the point up saying I knowmy people, I listen to my people, I respect my people. That,I think, is more important for companies moving forward than it is I'mbuying a free lunch. Yeah, and it's it's figure out to like whatGlenn, like what you value with your people, to and like what yousee in that starts to resonate with like you the way you interview, theway you hire, the people you hire the people you keep on. Thenare aligned with that and you've communicated that this is what you value. Andlike for us, it's like I want to see people who give a damn, people who really can't Yep and the simple as that. And then it'slike the next step is like that, that person's growing. They didn't youknow, maybe they graduated college, and now you know if this kind offlatlined and they're not doing anything, joining organizations, reading books, listening toPODCASTS, watching Youtube instructions for how to improve their graphic design or, youknow, whatever it is, it's not...

...a great fit. And then,like, if somebody is sort of innovative to it's like Hey, what ifwe did this? HMM. I love it when somebody brings something new tothe table. And then now, just like now, when we're interviewing people, we can kind of get a sense for do they want to have avoice, do they want to grow? And then, you know, withthat you can sort of align your benefits packages and stuff like that with itto say, everybody's got a two thousand dollar continuing education bonus or stipend,and here's some resources for where you could go to maybe learn more whether it'sa digital dealer type of conference for our industry with automotive, or it's,you know, a graphic design conference or digital marketing conference, or it's somethingthat's applicable to our business but makes them better at their profession and kind ofup skills them along the way and kind of push that on people. Youneed to take this and then same with like paid time off and profit sharing. Has Been Challenging to roll out, but it's been great. So everymonth now we're moving to where. Here's where we are. Here's where we'retrying to get to. That's the next thing that we're at base camp everybeginning of the month and then, if this will share the profits with everybody. If we don't, will do some partial share. If we hemmerge business, then we're all going to be kind of connected at the hip right.Well, what I like about that again is we're focusing on people, aspeople were, presenting our environment very clearly, and I think that's something really importantfor those listening, be it if you're in the the very top chairor even you're running a team. What are your expectations? What what isthe daytoday? What do you what? What type of personality do you needand you want to bring and to your point you're saying I want people whoare motivated to learn, self educate their active I look for that as well. That's one of our key components, is challenging them to be the oneswho do the deep dive research and bring new ideas to us. Same forus. If you're going to go, if we're going to invest in youto go to a conference and learn, come back and present to the restof the team and say here's what, something new that we learned or,more importantly, hey, we are doing this already and someone's out here sayingthis is the next big thing going on. So I think everyone, I thinkeveryone wants to feel that that that they matter, and I think ofcourse that gets harder and harder to do as you scale two hundreds or thousands. But if that message still resonates down to the person who's running a team, because again, if even if you have a thousand employees, they're allbucketed down into smaller teams, but if that message is coming down to eachindividual's leading team of those people matter. Know your people, know it's importantto your people. I think that's where that idea of creating an environed arementthat's attractive to people, to who want to come work for you. Ithink that that's much better, as they said, than just buying your wayto happiness. Yeah, it's it's tricky to and it's taken a lot ofyou know, for one trial and air. HMM, you know, it could. I bet you can relate. Where when we first so we runa marketing firm and the first thing you know, the first hires we hadwere people that we could afford. They're fresh out of college. They're nottoo different than me when I got out of college that was willing just todo anything to get experience and if I had a little bit of money topay rent, great, and we quickly established ourselves as kind of like theJohn Stewart for people's careers, where if you work for us for a while, you're going to get some great insights, you're going to learn a lot andthen you're going to have a great stepping stone to a real career fromus. Yeah, soon as you get beefed up, you're going to beready and you're going to be worth a lot more money to somebody else thenwe're able to pay. So just took time to grow past that face towhere you know, for one, we have growth opportunities, but then alsojust like an ability to compensate people their growth as they're growing, instead ofus just growing them and then letting them, you know, of all their careerto the next level, which is great, but it's tough to continueto start over at square one or once we got the ORG chart figured out, once you get clarity on how many...

...divisions you have in your company andwho's possible for what, even if you are the top guy, if you'rea smaller organization, you're going to fill four of those seats and some ofthose are below other people, and one of those is you're the head ofsome department and you're the head guy. So it's just kind of getting it'sbeen just getting clear on what roles we need to fill, how many peoplewe have to fill those and then, you know, once we hit acertain threshold, to fill that with a specific person instead of, you know, person that's that's doing multiple roles, no one. I think that's importantfor those of you listening again. You know, even running a team,if you're not really clear on what you need, you can either hire toomany or you don't hire the right people or, to your point, itbecomes a you know, they stay with you for a year, two andit's the equivalent of going and getting a degree and now I can go leave. And we had that very same thing early on. You know, ourcompany's been around for almost fifteen years, but when I joined maybe twelve yearsago, those first few years a lot of people who would tom get theirskills and then go somewhere else because they could get more money than we canafford, and we became known as the place to go train and that wasnot great for us until we built our pipeline enough until we could afford to, as you said, reward them to stay versus saying, well, Ican't match that offer, you have to go. But I think that's reallyimportant, but especially for everyone who's running a team, if you're trying togrow your team as well, be very clear with what your budget is,because the last thing you want to do is train a salesperson to do somethingreally well and then they just go down the block and get more money andnow you have to start all over again. So it is a it's very importantto understand what what what ability you have to compensate your people beyond theirinitial, you know, entry level salary right and like, like what I'mworking on now is just sort of like what is what does the summit looklike? And like what are the bait base camps along the way and camps, and what is everybody's role in that journey? And can we articulate that? Can we bring everybody's you know, get people as invested as possible inthis journey outside of just here's your experience, here's your compensation, you know,here's your role, here's who's here's what we expect of you, here'sour monitoring it, but here's, you know, the North Star and here'show we're getting there. Instead of Hey, if we get new clients, that'sgreat because the bosses get more money. If we lose clients, it's notgreat because the bosses lose money. It's we're all in this together andas we have setbacks, were all going to have setbacks. If when weget victories, we're all celebrating those victories, because it's more of a gustalt thanthen just owner of a company hiring people and making them push that,you know, push that ship out to see, but it's actually got aplace it's trying to go to and everybody's got a roll on the boat andif you know, they don't feel like they do. Try to have aplatform where people can have these conversations of you know, hey, I feellike I've stalled out or I'm burnt out, which is real, which is superreal right now trying to, you know, work with humans psychological issuelike problems and family problems and burn out of what we're asking people to doand being stuck at home. Yeah, that's that's one of the things couldbecause we've been, I think now I can't remember when we all went home, but we made the official decision. Then we send everyone home and,you know, basically a been fully remote. Into your point earlier. I'm notsure we're going to get back to a position where we would ever haveeveryone in. One of the positive aspects of going remote was the change inthought process to say that people didn't have to be all in the office.It expanded our Labor Pool where we could hire people in another state remotely andyou'd find more qualified or a higher level or higher quality of people who wantedto work for you. But wasn't they weren't going to move and being ableto offer them that partnership. But it has been very tough. To yourpoint of that blending and blurring of the lines of really sitting with our teamin the in the beginning and ongoing to...

...tell people, make sure you're takinglunch, finish your day at five or whatever time you know, do yourwork, because we all could just work around the clock if we wanted to, and that blurring of the lines from both parts, from leaderships view ondown, or to the employee. That's where that burnout because there's no delineationbetween that. It's very hard when you're I think it's very it's a learnedskill for many of us because we're put in this position. But to reallybe able to work at home or work remotely, it's not as easy aseveryone thinks it is. Yeah, and it's not. Hey, I canyou know as a it's got to be more stressful for the boss because it'sharder to measure what people are putting in and all that stuff. It's not. It's not easy as as an employee or an employeer working remote. Youlose a few things, you gain a few things, but I can imagineas far as like you're talking about taking breaks and vacations, like, didyou see issues where people stop taking vacations when everybody kind of came in andstarted just working from home? You know, that's a good question. I thinklooking back, there were always people in our company who just never tookvacations or they would postpone. Are they carry over some time and you'd haveto say please, go take time off. But some of them would say,you know, and in their own personal lives they'd say, well,I'm not married or I'm not in a relationship, so what am I goingto do? Just sit at home? You know, I might as wellwork, and I had I understood that. But for most part people took theirvacations. I think it's it's not so much to time off. Ithink our company we've been very earnest about saying when you're off, other peoplewill cover for you. Take your time. It was more this hearing that well, I'm done with dinner, I'll go back and finish a few things, or on the weekend I'll finish a little things are I'll start. Soit became this working more hours or never feeling like five o'clock. I couldbe done or six clock I'd be done. There's always this nagging thing because Icould see my desk, where before I'd have to go to the officeand all my all my stuff was there. So I think that was more ofthan taking time off. Is that? Like I notice the same thing whereit's okay, everyone's going to work remote. Now everyone's going to bebasically taking a break a lot and and but it took six or eight monthsto realize, like hey, nobody staken it was single. Nobody's taken avacation. People cancel their vacations. It's also because people didn't know what wasgoing on. Yeah, well, yeah, but for that to like kind oflike okay, we identify this, like okay, we're going to movetowards an unlimited pteo program with guard rails, like obviously you need to get permission, you to do it so far in advance and you know, atsome point leadership has the right to fire people if this gets abused. Butyou need to take these vacations. And I listened to more podcast where youinterview to lady who owned an agency out of Silicon Valley right works with Imean you're familiar with it. But like she works with just kind of likeholistically the culture and the Organization for at a people level, and it wasit was great, like it was a great conversation, because I'm still tryingto figure this out for myself, where if it's just like I was listeningto I was working a couple nights ago and it's just like take I forgotshe call it like micro breaks or micro micro droves breaks like that's great,because it's easy to be like, okay, I've got a trip planned in twoand a half months, I'm just going to just wither my soul awayuntil I get to that, instead of like having a way to clear yourhead and take a break and step back from the computer, where, likeI've always noticed, like it's hot, it's hard to take that break andgo walk outside because it doesn't feel busy right. But staring at my laptop, looking at my internal chats and emails, add camp and reports and all thisstuff like that feels busy. That's working right. When you kind oflike lose sight of what what the the purpose of your work is and whatthe value you're bringing into your organization is.

It's not that you're cutting out fromthe organization by taking that walk. It's you're yeah, you're missing abig picture by just feeling busy, like you feel busy while you're looking ata laptop. Yeah, they and her name was Janet fouts and she andand I agree. It was a great episode. What? What? What? When you just mentioned that, what reminded me is more of my people, instead of taking vacations like a week, like you were saying. That's whenI thought they could, but more people took three day weekends, youknow, took Fridays off. You know, for our company every year in thesummer's we it just became natural because in New Jersey, where our officeis, the Jersey traffic around the beaches and things like that very crazy.So we used to always let everyone out by one o'clock, you know,so you worked a little bit extra during the week and you're out at oneo'clock. But we found a lot of people taking those Fridays off anyway andthese little micro vacations of just going away to get out. But to yourpoint, it is taking that time. Now I've it's interesting being home.My two sons were home from school, you know, remote for a while. So every day around that time I was purposely got out to go havelunch with them and that became my break. Let Me Cook Lunch for you andsit down and talk to you. Then I'd go back. And toyour point, we can, and I think that goes back to that ideaof being busy. We can always find something, we can feel like we'redoing something, but did you really accomplish anything? Now I went back tomy desk and I sat there and I felt busy but I didn't really doanything. Versus taking that break, Coming Act with a clearer head and sayingyes, okay, let's go. And I think that to your point,I think that's really important for all workers, everyone, whether you're in a businessor not, you know, inside a physical location or not. It'srespecting that time for your mental mental health to be able to walk away fromwork for a little bit. It's yeah, it's tricky and with you know,and then hat like you know, kind of with the the theme ofthe you know, the podcast, but leadership that you're running here. It'slike and how can you, as the organization's leader or as somebody just likein leadership, have those conversations, encourage those breaks without feeling like you're losingcontrol or your I don't know they're like. And what what that podcast sounded liketo when you were interviewing hers, like she was super vote very vulnerablewith emotions and burnout and all the stuff that she experienced ring an agency.And it's like, okay, is that an opportunity for us and leadership tohave that vulnerability with our team and with your personal burnout and with you know, I don't have the answer for solving burn up, but here's what worksfor me. It's not writing and grinding out, grinding you guys working lateand then, yeah, having a cocktail to row, you know, washdown the day and look out with an episode of be watching. Now we'rewatching succession. Oh yeah, that's something light and fun for you. Yeah, but to your point, what's interesting and I think that's important is whenwe first started going remote, I did a Webinar about how to work fromhome and I gave them some advice and said find a location and say that'seven if it's you're you know, if you're living in an apartment and you'redining room table, put your stuff away at night, like pack it awayso you don't see it. If you have a space that you can dedicate. That's that. And then try to stick to the schedule that you didin the office. If you came in at thirty and you left it thirtyor came in at nine and left the five. Do that there and youtook lunch at a certain Tun a lot of them in the beginning started doingsome zoom lunches just so they could see, because a lot of them used toall eat together and then go walk around the building for a little bitoutside to get a little exercise. But to your point, I had tobe hyper aware, is the leader, to make sure I was respectful ofthat time, and I think that's something. To your point of modeling, youknow, non burnout behavior is not sending emails at nine o'clock at night, even if you think, well, they will get it to tomorrow.Now your employees going my boss just sent me something at nine o'clock at night. They need something, or on the weekends. So again, if you'repushing out of one side of your mouth...

...to say I respect your time andyou need this time off, then why am I calling you and said Imean outside of an emergency, I mean emergencies, an emergency or client reallyneed something. But I think being respectful of that time is modeling that goodbehavior. And for yourself to say you don't need me at be you know, don't call me if father don't call me on the weekends. Unless theHouse is burning down, don't call me on the weekend. I think that'swhere that modeling, that behavior. But you have you have to commit toit or else everything just gets blurred and you know there's only so much gasin the tank before you burn out. Yeah, and like respecting people's Squarefootage of their homes. You know it's I like that you came up withthat for your team and then, you know, as things look more permanentand it's it's kind of neat with having somebody who zoom calls that our customerssee our faces more than they used to. Yes, in office we travel alittle bit go visit clients, but it's not really structured like our ourfirms are really structured that way, where we're traveling a ton to customers.But now it's we can show them our faces and everybody on my team hastheir camera on every time we talk and we're not in our pajamas and overtime. Hey the background behind you, like hey, sometimes I've got, youknow, a jacket laying on the couch. I'm going to clean that off.But not everybody has that luxury of, you know, having a an additionalbedroom or that office or whatever it is it to have that space,if they're in the studio apartment where they can't walk away from their desk andthen close the door MMM and be like okay, I think I'm done today. Instead, you're sitting at your desk and you just kind of turn thisway and that's like the end of your day and you're no longer looking atthis laptop, you look at that TV. So just noticing that me and like, you know, especially for people that live close to me, islike, you know, can we meet for coffee you want here and workfor here from here for a bit? I've got some ideas I'm going torun by you and I don't know, just break something into a healthier patternfor people's lives while they're working at home. Yeah, so what we did waswe've now downsized our office space, be just because we didn't need alot, but over the last year and we're just moving into a new one. We just old people. We are going to. Office will be open, someone will be there three days a week. We tried everything, youknow, scheduling teams to come in on certain days, and it just didn'twork. So we just said we're going to someone will be there three daysa week. If you would like to come in to take a break fromto your point looking at your four walls, or if a few of the teammembers want to come in and collaborate, the office is open. And itwas amazing how many people took advantage of it. Not every week,not every day, but so many people were very happy that they could comesomewhere to get out of their house, even if they had a room.I mean I have a separate bedroom that I've converted into the office, butI look around sometimes and say I need to go into the office a coupletimes just to break that monotony. See other people laugh. Joke, becausewe still need that connection beside zoom. So I agree with you. It'sencouraging that, especially if there are around your office, if it's still openand you can do that, just finding that flexibility. Whatever you're you knowyour structure is, but I think it's really important because it goes back towhat you talked about initially in culture is having that as a leader, havingthat empathy, that ear, that heart to listen, to be aware andto be willing to say, I don't have all the answer. Sirs.Right, we'll try some things and if it works, great, if itdoesn't, all right, that's okay. No, we tried something. Ithink that also is people want to work for someone who's at the top,who's very confident but also willing to say, not quite sure, we'll have tofigure this out together. Yeah, it's kind of like the adage oflike I well, I know what I would do, but what would youdo? HMM, that's a good idea, like what else could you do,and the like. Get it more of a dialog than like, Hey, here's a big decision to make, with right seemingly big decision to make, you need to do it. It's like, okay, help me thinkit through, or like, you know, listen, let's be an power tobe able to make that decision to and say, Hey, here's aissue, here's what I'm going to here's...

...what they're going to do. Areyou cool of that kind of direction? Than Hey, let's escalate any issuethat has that red flag on it right well, I think. I thinkthere is a change in the way leaders are running organizations, or at leastin my circle. They feel more the they know they have to make adecision sometime, meaning eventually you have to be the person who makes the judgmentcall. We can talk about it till we're blue in the face, buteventually someone has to say, okay, this is the direction we're going.But they're much more open to asking for input or delegating something out to agroup of people to come up with some solutions and then bring it to thetable and now we can all look at this. I think that's also asyou grow as a leader. It's the only way you can grow your businessis letting go of certain things because you can't run everything, or else youknow you're never going to be able to grow in Your Business or you haveyour business grow if everything has to run for you, every decision has torun through you. You have to be involved in everything. Again, goesback to the bandwidth. There's only so much. So talk to me alittle bit about that. As you grown your business, how has it beenin your you know, personal like journey yourself letting go of things as thatwas that easy for you to let go of things and trust other people tohandle it fully? What was that like? It's a good question. So,like my core competency, like my initial my we're like what getting outof college like? What my focus was was design, like graphic design,and business to a degree. Like I really focused on design until I realizedit wasn't there wasn't a lot of climbing to do with that role and Iwasn't that great. I wasn't that good at design either, and I waslike working at a billboard, kempting, like seeing all the salespeople get thewinds and the losses and getting beat up and kind of come you know,there's much more camaraderie and feeling there, where it's like, okay, we'lltry to get into sales more. And I'm sorry, what was the questionexactly? I so so. So the question was. I know you gotthe Glamor of sales. Now as you've evolved as a leader, you know, with your own company or another business, when you the more you scale up, the more you move up, the more you have to let gofor other people to do and for some people that's comfortable. They're like okay, I trust you. Other people don't want to let go of it becausethey think, well, if I let go of this, I may notbe needed anymore because someone else would do it. So for you, asyou've scaled, I mean obviously running a company, you've had to let goof some things and let other people own them, run them and do them. It was that easy for you to do or was that a struggle?Okay, that's where I was going with a design part. The design partwas only hard part is to really give people. You know, I've givena lot of like we've got good design good designers now. But yes,it's been surprisingly easy as we've been able to get people who have a lotof talent and that and like, for some reason, like in the lasttwo years, it's really been like really having a chiseled in organ chart wherewe've got the you know, it's a role between the ideation and implementation.It's like the Clo and the CEO type of role. MMM, underneath thatjust having a marketing team for our internal marketing. We have a sales team, we have a customer success team, we have a development team that's developingproduct and then we have the admin and just having that really clear and thenwho's under each one and then having not. So my job for a long timewas kind of jumping and each department where I thought I could fill inand reactively when people needed, you know, some more experience to jump in.Okay, I want to look at that with you. Look at thatwith you. Where now it's like, okay, there's a leader of thatdepartment and Right now my my department's marketing, our internal marketing. So if youhave questions about our internal marketing, on the person. But if youhave questions about, you know, product development that we're doing, there's aclear org chart for it and I'm not the best suited for that conversation.I'm how you know, I can make myself available. But so many moreinsane with our customer success team. If we're having an issue with a withan inventory feel, blahblout, you know, all the stuff. With these agencies, there's a team of people who are really in tune with that conversation, with that relationship, with that piece...

...of technology to be able to managethat with that team. And you know, initially I just kind of jump aroundand kind of be confused on try to learn it, you know,but doubt to be able to have that clarity on here's our departments, hereis who's in charge of that department and here's the one I'm in charge of. That's really helped to get a lot of the ore, you know,methodical growth where we're not losing the wheels, aren't falling off and, as weyou know, hopefully continue to grow. I know what seats we need tofill right you have currently that we can keep adding to, and Iknow what seats would be our next strategic hire, what that person needs tolook like. Right's you're externally now when I think that's that again, reallyimportant for those of you listening is as you move up, it's really importantto empower the teams and then get out of their way. It's not easy, trust me, I've done the same thing. I feel I think sometimesI'm helping and really on the on the bottleneck, because now I have peoplearound me who've been working with us for between five and ten years. Wehave a large group of people who've been working long enough that they can lookat me and say it's you and get out of the way, where youknow newer people are not going to say that but it is important for allof us as leaders to understand that if we want to grow, we can'tcreate dependencies. If we're creating everything has to go through US or every decisionhas to go through us. Those folks are dependent on us. There it'slimited versus allowing them to fail and then fixing it. or to your point, and I it took me a long time to get to that point.I'd say it, but in action I just want to fix a problem tillpeople would say, Glenn, that's my role, let me do it.You know, tell people to come to me, don't go around me orelse again, you're creating the Mommy Daddy complex. If I don't get whatI want from manager x, I'll just come over to Andrew, and Andrewwill listen to me and and it. Maybe he'll give it. And Iused to say, did you go talk to them first? Well, no, well, that's your report. Go Talk to them and see what happens. They're so you're right. It's delineating that, but then it's respecting itin the moment of work the Org Chart. Before you come on my desk,work the Org Chart. I think that's really important to build trust inyour team that you have their back right and and you're not the resource foreverything I got. I always say I hire people way smarter than me tohandle that. I know what I'm good at. That's why I hired thesefolks to do that. Yeah, and you start to learn what you're actuallygood at. It's like when you get somebody on your team that's better atyou than design. Find better at you than sales, better at management,better at, you know, abstract thinking about your pricing, which is youknow, all these things, it's like you know, it's easy to tryto come in and perfect it. Well, great leaders, I think, reallyI think people who are secure in their themselves. Like you said,I know what I'm good at. I think great leaders applaud the fact that, wow, I have somebody who's really great at sales, who I don'thave to worry about that, versus feeling that that's a threat to you somehow, that you you should know everything or you should be the best and everything, instead of I know how to do this. You know my good friendDamn more from President of vistades. You say, as a leader his jobis to remove obstacles from his team, get things out of their way sothey can run and do see, instead of trying to do everybody's job.He's looking at all the things that I should be removing and, to yourpoint, I can start thinking about what I'm good at so I can bringthat strategy and that skill to the team versus worrying about what everybody else isdoing. That's just not helpful. Yeah, it's too like as it sounds likeas him, as the owner, it's like, are you more ofan operational type of owner or more of a idiation person? Come up withninety five bad ideas and one good idea and work in those bigger relationships andkind of the company culture and Strategic Direction. But where it sounds like he theVista Dash, he's more maybe in the operations of the day to dayof the business. It's good to have both, like we've got both withmy I've got a business partner, Keith,...

...who's great with operations. He doesn'twant to come to the table with a bunch of bad ideas but liketo have, you know, organization where we can have, you know,two people or just have relinquishing a lot of responsibilities that you're not good at, even if not exactly the way you would want to do it because,like, because it's your baby, you know, and if you were doingthe business development for your agency and you had a particular way of talking aboutthe way you best work with your customers, and now somebody else is having thatconversation about how you best service your customers and it's not the way youdid it. It's saying here's traditionally what are our value has been for acustom it sounds like you're thinking of it more of a demo than a pitch. Here's I've always done this pitch, and it's not because it's closed morebusiness, but it's because that's what I think our value is and it's alwayshas been. It's so, you know, you're looking at a little bit differentway, which isn't bad. Let's look at both scenarios and see likeis a room for both. Should we start to move more in that direction? Right, right. But those are collaborations and that's the interesting thing.When you were saying with your business partner, that's the way my brother and Iwork. He's definitely the idea, million ideas, moving a million milesan now or and I'm more the builder operations team, but by being together. He's made me more able to trust my ideas and go and quicker andI've been able to maybe slow him down just a Smidge, you know,sort of the gas break type of thing where it he understands it, wejust pause for a second. It may save us some time down, butnot holding him back from ideas and I think to your point is really understandingwhat you're good at and allowing that to live without being threatened by anyone else'sgreatness or skill, in a sort of and looking at it how, together, like the avengers, how we sort of make such a phenomenal team ifwe all just do what we're really good at. I think that's where again, I think that's where people going back to earlier conversation, where it started, this idea of a culture, or if there's a culture where everybody isvalued, in my skill is valued and if my skill is valuable, Ihave a place where I can grow and then eventually take responsibility and own it. I think that's where you attract great talent. Yeah, I completely agree, and it's like I listen to an interview with quest love. WHO's thedrummer? We Yep, I don't know where this was but it was likeit's so simple. He's like, you know, how did you guys becomesuch a good band? How are you guys have such longevity? You guysbeen a band for thirty years, and he's just like keep showing it.He's like, every Tuesday and Thursday at thirty am, we meet for practiceand if you're not there, will notice, if you're late, will notice,and it's such it seems super obvious for running a business, but it'slike just keep showing up. Everybody needs to show up. Continue to showup, you know, not just physically and with your camera, but likebe don't be hungover, don't be, you know, completely checked out.If you've got, you know, stuff going on, find a way toto take time off to deal with that instead of being completely checked out whileyou're trying to be present. Let's see that word that you just said.It was one of my words for this coming year. You know, inmy year review, one of the words for next year is presence, beingpresent, and that means, to your point, ready to work, availablewholeheartedly in the moment. I always say be present where your feed are.So if I'm in this conversation with you, nothing else matters. I blocked outtime. This hour is for us and I think if people focus onthat and to your point with quest love saying hey, thirty, be here, be present, be ready. We know what we're coming here to do, so be ready to do it and leave everything else outside. You know, whatever their time frame is for practice. If it's two hours, you're thatstuff will be there when you leave. But be here, and I thinkthat, to your point, is when we're ready to work, let'swork. When we're ready to have a meeting, be prepared for this meeting, when we're ready to go talk to...

...a client, we're on our game. Where at that? That's the time to play the game right. We'replaying. It's game time. I think that's really important. But setting thatexpectation for your team as I think that's why successful companies continue to evolve andgrow and retain is I think they do keep it simple. This is whowe are, this is how we do it. If you're willing to dothat, great, if you're not, you may not be able to beon our team, and that's okay too. You can go be on someone else'steam, but our team we need you here, present and ready,not hungover, like you said, not looking all where's my stuff ready?And I think that's super important for for businesses, in for leaders because ifyou set those expectations and you deliver on them and you hold them accountable andyou don't waiver, you start building a great foundation to build on. Yeah, yeah, and then it yeah, it opens up the opportunity to forpeople to find where they shine with in a station, within a you know, in this case, within a business. But it's like, you know,we've had people that have kind of pivoted out of rolls as a youknow, instead of being a Unicorn who's good at everything. It's like you'rereally good at talking people off of ledges. When somebody tells you this sucks,you suck. You are okay with being like, Oh my God,I'm so glad we're having this conversation. By the time we get off thiscall right that this resolved and by the end of the day, I wantto have some of these things fixed, you know, and to be ableto have like, you know, it's like like leadership. It's like inelementary school when you play football and the like in and recess. I guessI think you d come in and do you like wait for I'm going togive you direction on what you're going to do, like there is there apregnant pause, and if nobody jumps in, you say, okay, I'm goingto do a button hook. It's going to look like this. Right, we're going to hit me when I come back. He's going to gostraight out and if he's not cut, you know. You know, areyou going to be the quarterback or the receiver, or could you be either? And like so it's kind of an opportunity for people to be either.And if you know, if all of a sudden they jump into the huddlein this analogy that I'm not sure if it's working well, but it's likethat, that person can you know. Okay, cool. It sounds likeyou've got some ability to run a small team and to have some direction andcome up with ideas with them and facilitate what a each person is doing.Are you interested in doing that with your career? Yeah, it's fun.I mean this whole thing is it's a crazy game that we're learning now,and I think I I agree with you. I mean this, this conversation hasgone in so many directions and I hope you all are listening, becausewhat I want people to get a take away from this is we're two ownersof businesses and we're all still figuring it out and learning and testing and trying. But what I hope you heard is our goal for our teams is growthand retention and respect and, you know, understanding them as human beings and whatthey're doing externally so that we can all succeed together as a team,and I think that's really, really truly important. So so as we wrapup. So First, Andrew, this was this was great. I lovethis conversation. This was this was a really good one. God, Itotally forgot people were listening. Now that that's even better. That's even better. So at the end of every episode I ask three or four random questions. I call them the one so you answer with the one thing that comesto mind and then we'll wrap up. So first thing, what are youreading, listening to or watching that's inspiring you that you would share with theaudience? I'm listening to the long way around, I think, right now. Is audiobook on Captain James Cook. I've been traveling a bit and I'veseen all these different things that are named after cook. He's got like theCook Straight in New Zealand and Hawhy and an Alaska. I don't know.It's like that's like the he's that's inspiring just to hear it here. Yeah, I'm not going to give the long answer. Yeah, no, that'sperfect lesson and then we'll hook it all up in the show notes to let'ssee what will saying that you traveled. Where's one place that you would liketo go that you haven't been to, assuming all the restrictions are lifted andyou can go wherever you want? I want to go to Iceland and Iwant my wife to want to go Iceland...

...and we'll go together. That soundsdid she got to push? She doesn't planting yet. It's a beach itshe likes to be. She's okay. What's one piece of advice that yougot in your journey that stuck with you? That thought was that you said thatthat was really good advice. If you are that busy, you're notcharging enough. Hmm, is what somebody told me a long time ago.And there's a consultant. We paid a lot of money to you, butit's like this is before we were in focused on our vertical. That we'reserving, but it's just like, okay, you're right. Is like you needto have prospects that say no because you're too expensive. It was goodadvice. Oh, I like that one. That's a good one. Okay,if I brought all of your friends, your wife, close friends, family, people you work with and I said describe you in one word,what's the one word they would use? God, hopefully affable. Okay,that one I haven't gotten yet. That's a good one. I like thatone. I've gotten a lot of them. That one I did get. Okay, last question before we wrap up. We talked about a lot of things. So if you hoped that the audience took one thing away from ourconversation, just one, one thing that you said, my hope you gotthis, what would it be? I don't know. If if you arelike if you're going to get entrepreneurial and want to start your own thing andrun your own business, and it's just get started and continually look for resources. HMM, this podcast or there's just it's been a you know, it'sa long journey and there's countless resources that are paid and free to help greatlove it. Yeah, yeah, continually listen it's not easy and you're right. There's a lot of resources out there. There's you know, I think Ican't remember what I was watching, where someone said listen, there's nothingnew. Whatever you think you're doing, someone else has done it or aversion of it, so go find what they did. There's enough books.There's videos now and podcasts and conversations that you can go find ways to helpyou learn how to do whatever it is you're trying to accomplish. So lovethat. So Great. So let's tell everyone, please. How did theycontact you? Connect with you? This is someone that folks you should connectwith. So where do they find you on social or how do they connectwith you? And we'll link everything up in the show notes as well.Sure you could. I can be reached on email. It's Andrew at dealerOm gcom stands for Dealer Online Marketing Group. or You could connect me on Linkedin, just Andrew Street and the company's called Dealer Omg. And Right.Yeah, Glynn, dude, this is great. I love this platform,I love the topics, I love that you're doing this. I appreciate that. That's really, really, really means a lot of yeah, these area lot of fun and and so, for the audience, you know thedrill at the end of every episode. Please make sure you subscribe on AppleOr, if you are an android user, over on spotify, you can jumpover to the Youtube Channel to watch Andrew and myself have this conversation.Please make sure you share it out. I'm sure there's a lot of peopleyou know that could benefit from what Andrew just was chatting about. I knowthere's a lot of places for you to consume content. The fact that youspend time with Andrew and me means the world and, as I say atthe end of every episode, you're in charge. But if you ever feellike now, what now? What do I do? Well, we're hereweekly to bring you tips and strategies and hopefully, if you laughs, tohelp you build the skills to be better professionally and personally. Thank you somuch. See you next episode, Andrew. I look forward to seeing you inperson this year as we cross paths. Go to see you my friend.All right, take care,.

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