The Service Department

What have you learned from turning businesses around? T . . Well, there's a lot of parts to that. So I would say that the way that my progression with that went, especially when I was younger, is I was lucky in a sense. The t And that was that I was doing it on commission. And if I didn't fix the business, I didn't get paid. So But it's If your advice doesn't work, you're not giving a refund, right? But if your stuff doesn't work and you're on commission, you are giving a refund in the sense that I left home, I flew to Dallas, I've been there for weeks on end, I've spent months doing t Like, And your skins in the game. Yeah. You have t And you also become very aware of the hardest t Like, And I was It's a huge difference. Like, and, And so I remember And then I started batting 100 where I wasn't, Even if they started slow, I still was making money. But then the thing that I kind of And what happens, right, is you go in and you do this assessment and you just listen and you just let everybody kind of d Then you devise a plan. You got to trick the people into the plan. So you got to do a little bit of a sleight of hand because if you come in and you're When you're trying to create order, if you do it wrong, you create more chaos. So you have more turnover, more, And so then you do a sleight of hand, you get it going and you fix it. And then what happens is the same people then end up believing that it was their idea in a weird way. And there's very little, They t So you can'tell people like, hey, these are the n And I think to some degree, they think No choice but to not believe that it's possible. Yeah, it's just way easier because whatever that is, if I can't imagine it, then I must be so off. I don't even want touch it, right? It's too big of a suspension of belief for them. So then what happens though is when it does happen and the results are huge, if you do it right, they believe it was their idea. They're trying in the process to make the manager look good and gain confidence. There's a lot of t But if you just came out and told them, they would want to fight it or they wouldn't understand. It would confuse them. So at the end of the day, the t So when I'll interview people for potential coaches, I'll ask them, what's the recipe to turn somet Because we'll get managers that the ideal candidate for us is somebody that goes somewhere for five years, fixes it, gets bored, goes and fixes another one. Or some of these public companies have guys that go in and fix and I will ask them, so if you're baking a cake and you're fixing somet And most of the time people say it's the people but it's not the people. It's the systems and the psychology. Most of what we do is psychology. It's not the people. The people are going to have the psychology imposed on them but it's not the people. If we do it right, they don't really have a choice. They're just coming along in their own self-interest because we made it worth their w So I would say that it's psychology. The other t If a business is breaking even, a very small amount of people, if a business is making money, that's where you can have the biggest impact because they have systems, they have people and we can come in and just fine tune that to the degree where it scales really fast. But to go from losing to breaking even is I've never given c And so whenever we're looking at stores like that, we always ass And no one gets there by accident. These people misunderstand culture, they t