TimTalks: Automotive Leadership and Beyond
On each episode of TimTalks: Automotive Leadership and Beyond, Tim Cox, co-founder of CarNow, chats with the best minds in the car business to share as much usable and practical information as possible to help dealers achieve their goals in increasing profits, elevating customer service, and overall employee retention. "No one is smarter than everyone — let’s get better together!” – Tim Cox
TimTalks: Automotive Leadership and Beyond
People Over Everything: Leadership, Accountability, and Impact with Matt Lasher
In this episode of TimTalks: Automotive Leadership and Beyond, Tim Cox sits down with Matt Lasher, a seasoned leader from West Herr Automotive Group and President of streamline.auto.
They discuss prioritizing people over everything, navigating accountability, and how great leaders are measured by their impact on their team. They explore the nuances of individualized management, work-life balance, and authentic leadership. Matt also shares his unique approach to leadership: tending a garden with constant nurturing and adaptation.
Tune in for inspiring stories, valuable insights, and practical leadership lessons.
Connect with Matt Lasher on LinkedIn.
[00:00 – 00:17] – Introduction to TimTalks
Tim Cox opens the episode, reflecting on decades of experience in automotive and how leadership is the cornerstone of every great dealership.
[00:18 – 01:22] – Matt Lasher
Tim Cox introduces Matt Lasher as one of the best leaders in the industry.
[01:23 – 02:40] – Matt’s Personal Life
Matt introduces himself and shares about his life as a husband and father, reflecting on the importance of balance.
[02:41 – 04:10] – Matt’s Career Journey
Matt recounts his days working at Nissan North America, his dissatisfaction with corporate America, and his journey back to Buffalo, NY, where he joined West Herr Automotive.
[04:11 – 04:38] – Building West Herr Automotive
Matt discusses how West Herr has grown over 15 years.
[04:39 – 06:07] – The Importance of People
Tim agrees with Matt on the importance of people and the overall success they bring to a company.
[06:08 – 08:30] – Accountability in Leadership
The conversation shifts to accountability, where Matt advocates for big picture thinking.
[08:31 – 09:02] – Work-Life Balance
Matt reflects on the impact personal lives can have on employees’ performance, noting how leaders need to be aware.
[09:03 – 10:33] – People Over Everything
Matt shares his philosophy of “People Over Everything:” leaders must understand their team to guide them.
[10:34 – 13:50] – Being Hyper-Individualized
Matt discusses the importance of individualized management, noting that leaders can’t treat everyone the same.
[13:51 – 15:13] – Non-Linear Paths
Matt reflects on non-linear paths in sales and marketing, emphasizing long-term relationships over short-term metrics.
[15:14 – 18:27] – Vulnerability
Tim and Matt explore the concepts of vulnerability and being aware of personal biases.
[18:28 – 20:29] – Community Involvement
Matt reflects on the experiences automotive professionals share with their customers.
[20:30 – 22:59] – Authentic Leadership
Matt and Tim talk about the importance of authenticity in leadership and reflect on those they admire.
[23:00 – 24:37] – Just for Today
Tim encourages leaders to practice gratitude even just for a day.
[24:38 – 27:06] – Measuring Leaders
Tim notes that true leaders are measured not by what they do, but what their people do.
[27:07 – 28:25] – Hiring Talent
Tim and Matt discuss the insecurity leaders may feel when hiring talented people.
[28:26 – 30:26] – The Garden of Leadership
Matt compares leadership to a garden. Leaders must constantly tend to their team.
[30:27 – 32:03] – Closing
Tim ends the conversation emphasizing how leaders should be judged by what their people accomplish.
00;00;00;26 - 00;00;17;13
Speaker 1
In over three decades, I've learned that truly great car dealerships are only great because of one thing leadership. So I'm sitting down with the great men and women. Inspiring Automotive on Tim Talks automotive Leadership and beyond. Now.
00;00;17;15 - 00;00;18;22
Speaker 2
Ladies and gentlemen.
00;00;18;22 - 00;00;20;12
Speaker 1
Welcome to yet.
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Speaker 2
Another.
00;00;21;07 - 00;00;23;13
Speaker 1
Episode of Tim Talks.
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Speaker 2
Our new segment, our new.
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Speaker 1
Podcast, Leadership.
00;00;28;13 - 00;00;32;15
Speaker 2
And Beyond. And and again, say it almost every week.
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Speaker 1
But pretty excited because when I.
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Speaker 2
Have these, when I have the.
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Speaker 1
Privilege of.
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Speaker 2
Sitting down, with some of the best minds, the best, quite frankly, human beings in this.
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Speaker 1
Space, I learn, I grow. So I can't wait to unpack. In fact, I'm not.
00;00;47;24 - 00;00;49;09
Speaker 2
You know, I have my legal.
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Speaker 1
Pad here that that.
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Speaker 2
I take notes, because I want to be a better human and, you know, I've been watching this gentlemen.
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Speaker 1
For years.
00;00;57;06 - 00;00;58;08
Speaker 2
Now, quite frankly.
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Speaker 1
Because, he is one of the best car guys that I have seen.
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Speaker 2
And then what.
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Speaker 1
I have heard.
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Speaker 2
Firsthand from his.
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Speaker 1
People. One of the best leaders, that.
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Speaker 2
Are in the.
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Speaker 1
Space. So, I want to welcome a lot of you.
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Speaker 2
Probably know the one and only.
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Speaker 1
Matt Lasher.
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Speaker 2
From West Herr. So. Matt. Hey, man, thank you so much.
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Speaker 1
For,
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Speaker 2
For spending a few minutes with Tim Talks today, my friend.
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Speaker 3
Tim. Well, first off, I'm not sure I'm a deserving of any of those accolades that you just put out there. And second question running through my mind is, did you get any, legal cease and desist from Ted talks over there on the name of this thing you got any permission for? For this podcast?
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Speaker 2
I did, and they spelled Tim and Ted differently.
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Speaker 1
So I really.
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Speaker 2
Don't know. Maybe. But I'm from Kentucky, so maybe they don't spell it differently. No, I have not. I don't think.
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Speaker 1
We're we're.
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Speaker 2
Big enough.
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Speaker 1
To that they worry about us.
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Speaker 2
But.
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Speaker 1
No, but a good question. Very good question. Okay.
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Speaker 3
I'm excited. I'm excited to talk today. So thank you for having me on the show. It's awesome.
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Speaker 2
Awesome. So so, Matt.
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Speaker 1
Let's, tell a little bit, for those are the, those.
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Speaker 2
Listeners that don't know.
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Speaker 1
You, tell us a little bit about your story.
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Speaker 2
How when did you get in the car business? How long you been in it, what your present role is kind of what cranks you, as we say in Kentucky, even though I'm sitting in Atlanta. What cranks your tractor.
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Speaker 1
Like like, take us through before we start.
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Speaker 2
Unpacking. You know, West Herr and and the, you know, in the leadership aspect.
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Speaker 3
Yeah, sure. I, you know, because my thing is sort of people over everything. I'll start, you know, maybe with the people side. So I'm a I'm a husband and I'm a dad. I got four kids, 12 to 5. So that consumes my life right now. And I love it. And blessed to be able to be a father.
00;02;37;04 - 00;02;55;07
Speaker 3
And that's a big, big part of my life today. But my car business journey, sort of started long ago, outside of. I went to University of Colorado, but recruited to go work at Nissan North America and the Consumer Affairs department. So one 800 Nissan is where I sort of cut my teeth dealing with upset customers in the service department.
00;02;55;10 - 00;03;13;28
Speaker 3
I had the northeast region. I was out in LA working 6 to 3 every day, strolling in and my flip flops put my work shoes on in the cubicle and then leaving the office to go golf every day after work. But, you know, listen, I didn't really, I wasn't that inspired by corporate America. I didn't really want to be any of my bosses as I spent some time there.
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Speaker 3
So I think after about, you know, 4 or 5 years at Nissan doing various sales and marketing roles, decided to leave, and I was selling t shirts out of the trunk of my car, and I was playing poker online to pay my bills, between LA, Vegas and San Francisco. And then. But the car business has a funny way of bringing you back to things.
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Speaker 3
So, I had an opportunity in Buffalo, New York, where I grew up, to, to come sell cars and and learn about the retail side. So I moved moved home with my fiancé at the time. No kids. I remember vividly of January 15th, 2009. It snowed every day for the first two weeks. I was back in Buffalo, and I had just moved from the beach in San Francisco, and I was like, what?
00;03;54;03 - 00;04;13;02
Speaker 3
What did I do here? What happened? I'm trying to figure out how to jumpstart these Nissan verses and things in a lot. And, it was a it was a welcome, you know, a rude awakening back to reality or something. But now I really enjoyed selling cars. Probably most fun that job ever had. But I've been a Westerner now, 15 years, I think we've almost doubled in size.
00;04;13;02 - 00;04;38;24
Speaker 3
We have 40 stores, over 3,100 employees. I've created the marketing and advertising teams, in the last 12 years or so. And, you know, it's been a wild ride. We've seen a lot of different things from a lot of of manufacturers and technology evolution and, you know, things of that nature. But, you know, the one thing that's just always true, really, about probably any businesses is it's about the people and the quality of the people.
00;04;38;26 - 00;04;42;27
Speaker 3
And the difficulties maybe in that truth.
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Speaker 1
Yeah. It's so true.
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Speaker 2
And I want to unpack. You said something and and.
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Speaker 1
It really hit home.
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Speaker 2
And it.
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Speaker 1
Sound it's it's it encompasses what I have heard,
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Speaker 2
About you and quite frankly, what I've.
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Speaker 1
Heard about, West Herr.
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Speaker 2
Just in general, you know, guys, we.
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Speaker 1
We live.
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Speaker 2
And.
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Speaker 1
Look.
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Speaker 2
Obviously not continent. And you look, there's a lot of incredible people out there, but, you know, social media.
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Speaker 1
That there's a lot of people that portray that they are.
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Speaker 2
Something.
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Speaker 1
Whether it's.
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Speaker 2
Speaking in a, you know, on social media, and we do.
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Speaker 1
That, but, but, but.
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Speaker 2
When.
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Speaker 1
The rubber meets the road.
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Speaker 2
You talk to somebody that's.
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Speaker 1
That's work for that.
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Speaker 2
Person. Then like, oh, I, I mean, they're like completely.
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Speaker 1
Completely opposite.
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Speaker 2
You know. And I think that's extremely important.
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Speaker 1
I think there is a I don't think if you've listened.
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Speaker 2
To any of.
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Speaker 1
These podcasts, there is a, a, a.
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Speaker 2
Ongoing theme.
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Speaker 1
That all of these, guests that we've had.
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Speaker 2
On have a passion for.
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Speaker 1
Their people they care about. They're people. They're going to.
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Speaker 2
Create an environment where their people can strive. And we've unpacked that. But when you talk.
00;05;52;06 - 00;06;01;09
Speaker 1
About people over everything, which which I love that, I absolutely love it, how do you. Because you still have to hold people accountable, right? People still.
00;06;01;09 - 00;06;02;03
Speaker 2
Have GMs.
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Speaker 1
And all the way to they have to be accountable for.
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Speaker 2
Their numbers and their objectives and everything else.
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Speaker 1
And what.
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Speaker 2
Do you I mean, what does your lens.
00;06;10;09 - 00;06;10;29
Speaker 1
Look like.
00;06;10;29 - 00;06;11;12
Speaker 2
When.
00;06;11;19 - 00;06;16;04
Speaker 1
Yes, people over. How can you have people over everything but yet still hold people.
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Speaker 2
Accountable on a.
00;06;16;25 - 00;06;17;22
Speaker 1
Daily basis?
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Speaker 2
And, you know, unfortunately sometimes had to make some tough decisions because they're.
00;06;22;28 - 00;06;25;22
Speaker 1
Still people, right? Walk us through that a little bit.
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Speaker 3
Yeah. I mean, I think I think there's a lot in what you're saying there. Accountability. And what that even means is a, fascinating subject that we could probably talk just about that and sort of the hypocrisy that exists within accountability. You know, one simple example, maybe for some that aren't that close to, you know, the retail side of the business.
00;06;46;01 - 00;07;11;09
Speaker 3
So Covid comes right, scares the whole world, shut everything down and supply chain issues, all sorts of things. Well, the automotive, retail space, you know, experienced a windfall. And in terms of profitability in general, consumer purchases, made a little closer to home. And some things that, you know, frankly, the car business did nothing except just ride a wave.
00;07;11;10 - 00;07;32;06
Speaker 3
Right. And so, you know, we're sort of coming out of that bubble now as inventories come back to Earth and, and whatever. But, you know, the pattern of managing people in a car dealership typically is month over month or year over year. So we're looking at these data points, whether it's market share or profitability, your bottom line, you know, profit of the store, CSI, certain measures.
00;07;32;08 - 00;07;53;26
Speaker 3
But year over year things are so challenging because there's so much noise between last year and this year. Right. So for example, a dealership might be looking at their statement this month or for for, let's call it August or whatever, and maybe their profitability is down 50% year over year. That's pretty scary, right. To have something like that down 50% year over year.
00;07;53;28 - 00;08;19;15
Speaker 3
But if you lose the context of the bigger picture, compare it to 17 or 16, 15 or whatever. You'll realize that, oh, it's probably you're probably doing quite well relative to a, a different point of view. So I think the danger we have in holding people accountable in retail is we are so month to month driven. There's so much pressure on directors, leaders, owners, people for monthly results.
00;08;19;17 - 00;08;37;02
Speaker 3
Right. Monthly execution, that sometimes I think that can distort what we feel like we're supposed to do. And the reason I say that is we're all human beings, and we all have this arc that we live in our lives, like today. With me, I have four kids I mentioned at the beginning, that's a really important thing in my life.
00;08;37;09 - 00;09;02;12
Speaker 3
One of my kids has special needs that impacts the strain and my availability, my mental bandwidth. Professionally, at times it just does. So if we recognize that, oh, does Matt still have an ability to contribute right in certain ways? Maybe it's not bell to bell because I can't give this place what maybe I did as a 27 year old with no kids or 28 year old with no kids.
00;09;02;14 - 00;09;23;12
Speaker 3
I gave this place something different than right. I was sort of in a different era of my life. So I think when you take this people over everything philosophy and apply it real world, first off, you got to know about your people, like, just start with that, like what's going on in their life, like, are they happily married or are they going through a divorce because that's going to impact you?
00;09;23;14 - 00;09;48;04
Speaker 3
Are they healthy or do they have health challenges because that's going to impact their ability to do what you expect of them that day? Do they have any addictions, drugs, gambling, whatever that are causing behaviors to exhibit themselves professionally, that they need help for human beings or we're all, you know, broken creatures, right. And I think some of us have varying degrees of faith and, you know, wherever you sit on, that doesn't really matter, I guess.
00;09;48;04 - 00;10;06;14
Speaker 3
But I think if we're all honest, like, nobody really knows what they're doing, even you. Right? You know, Timmy built in a monstrously successful company, and you're trying to figure out as you go, how can I be a better person? How can I be a better leader? How can I, you know, you know, be a better you know, guider of my baby grand kid.
00;10;06;17 - 00;10;09;01
Speaker 3
Now, you know what I'm saying? So, like, thank.
00;10;09;02 - 00;10;09;21
Speaker 2
Ladies and gentlemen.
00;10;09;21 - 00;10;12;06
Speaker 1
I did let the cat out of the bag.
00;10;12;08 - 00;10;13;02
Speaker 2
I am officially.
00;10;13;02 - 00;10;13;08
Speaker 1
A.
00;10;13;08 - 00;10;15;14
Speaker 2
Grandpa. I am a grandpa.
00;10;15;14 - 00;10;17;28
Speaker 1
I don't care, I try to.
00;10;17;29 - 00;10;18;11
Speaker 2
Sneak.
00;10;18;11 - 00;10;19;26
Speaker 1
Away. The baby is.
00;10;19;26 - 00;10;23;14
Speaker 2
Like, 30 minutes from this office right now, and I try to sneak.
00;10;23;14 - 00;10;23;28
Speaker 1
Away for.
00;10;23;28 - 00;10;26;11
Speaker 2
A lunchtime hug and squeeze. So anyway.
00;10;26;11 - 00;10;26;28
Speaker 1
Yeah, it's the.
00;10;26;28 - 00;10;30;25
Speaker 2
Greatest thing in the world. But, yeah, Tim's a grandpa. Thank you for that. Matt.
00;10;30;27 - 00;10;55;12
Speaker 3
And yeah sorry to drop the news, but, you know, look, I just think, number one, know your people. And and so I learned this and sort of experience this. Scott Bilas is our president and CEO, okay? And he talks about as a manager in our company, the thing that you need to do every day, more than anything when you're driving into work is you need to be going through the Rolodex of your people that are on your team and thinking about what's going on in their lives, not about what their performance was last month.
00;10;55;13 - 00;11;16;17
Speaker 3
You need to understand acutely what's going on in their lives and how that could be perceived as invasive. It doesn't have to be invasive and gossipy. It could be, you know, about their life as much as they're willing to share. But if you're available to them, if you are genuinely concerned, genuinely interested in them, and it doesn't have to be all problems, it could be a really passionate hobby that they have.
00;11;16;23 - 00;11;37;27
Speaker 3
We had a technician at West Herr that, was a former military person, and he was, he joined a rowing club to to raise awareness and advocate for mental health of veterans. They, did this thing where they wrote rowed Across the Atlantic Ocean. We ended up sponsoring the boat. So we were kind of, like, involved a little bit just to, like, participate.
00;11;38;00 - 00;11;56;08
Speaker 3
So they rowed across the ocean right now, here's a guy he was a he's a technician at West Western. I could get on him for like not being available to turn enough hours. Right. But instead he's being sort of being embraced for a thing that's very substantial in his life. Now, it turns out they they go on this harrowing journey.
00;11;56;08 - 00;12;13;25
Speaker 3
And actually we produced a documentary about it. Scott did produce a documentary. They had an accident at sea. They got lost at sea. They ended up getting picked up by a freight freight liner in the middle of the ocean. Nobody knew where they were. Like survival story. They all four people in the boat survived, but barely. Wild, right?
00;12;13;25 - 00;12;35;12
Speaker 3
But like, my point here, I guess, is people are going on all sorts of different journeys in their lives, and whether they're a young intern or like impressionable first job out of college type person or somebody that's, you know, a seasoned vet, that's maybe seen a few more things. You know, we're all, you know, evolving here, ebbs and flows.
00;12;35;12 - 00;13;01;29
Speaker 3
And I think, I think that's an important thing to know and just use as a reference point, because if you broad brush your management style to every single person, it will not work. You will alienate people, you'll marginalize your people formers, you'll manage to the average, you know, you just won't get the best out of your team. It has to be a hyper individualized understanding, and so that sometimes is like leading with exception.
00;13;02;00 - 00;13;30;09
Speaker 3
You know what my number two performing salesperson volume wise in the company, we have 480 salespeople. I'm not going to hold that person to the same standards of like, do these checklist items in CRM or whatever, that a brand new person that doesn't know anything, needs to follow, right? Because they've chosen and proven over time that they're able to follow up with their customers, they're able to build relationships with their people, they're able to be effective in their job.
00;13;30;12 - 00;13;47;12
Speaker 3
And so that person has earned the right to work a little differently than somebody that's learning. Right. So I think that there's there's a lot of subtlety in all of that. I think, as I've gotten a little older, a little more gray hair. Tim, you know, I think accountability is a is a tricky one for me.
00;13;47;12 - 00;14;13;13
Speaker 3
Like, I think, you know, we're in the marketing space a lot, you know, you know, you and I have talked a lot about chat and technology and this and that. And, in the marketing world, vendors are always trying to be, acknowledging their efforts, right? Their contributions towards a sale or whatever. But when you look at, like, the fact that a purchase of a car is not a linear process, it's sort of a ethereal, like all over the place.
00;14;13;13 - 00;14;34;16
Speaker 3
Sometimes illogical thing is influenced by a lot of factors. It's not just the chat button on the website, right? It's how pleasant was the greeter when they walked into the dealership? How thorough was the salesperson? Perhaps when they wanted to look at cars or multiple cars or this or that? How comfortable did they feel with the management team when they're about to make that financial decision?
00;14;34;23 - 00;14;50;16
Speaker 3
Or how clean was the facility? You know, when they showed up? They like all these different factors, right? Encourage and contribute towards, you know, ultimately a purchase that's not cleanly tied to a report ever. It never will be. It's like a pot of gold at the end of the rainbow.
00;14;50;16 - 00;14;52;12
Speaker 1
I didn't Google Analytics or GA4.
00;14;52;15 - 00;15;12;13
Speaker 3
It's not in GA. Right. And so it gets down to sometimes like what do you believe? What do you really believe? You know what is true, right. And I think we don't always know if we're not in the arena and you're not with the people. Right? So like, I'm trying to be very vulnerable sometimes we have 3100 employees.
00;15;12;15 - 00;15;33;18
Speaker 3
I don't know them all. I don't I wish, I wish I did I wish I knew how to like know them. All right. Right. I know some and I'm impressed by the people that I know and their character and their drive and their determination and their care of the customer and their concern and their belief in West Herr as an entity.
00;15;33;20 - 00;15;59;13
Speaker 3
But there's a lot of people I don't know. And so ultimately, you have to be vulnerable in that truth. You have to delegate and trust people that do know those people. Are they doing appropriate engagement and character assignments and characterizations and are we giving people an opportunity to learn to make mistakes, to grow, to change paths? What if you're a service advisor and you're kind of burned out with the service advising thing?
00;15;59;13 - 00;16;13;26
Speaker 3
And but you know what? You just had a baby and you want to make a little more money. Well, maybe you could transition to a sales role. And, you know, maybe you find that rewarding, right? Various things like that. But if you don't talk to your people, you don't know your people. How would you ever know, right?
00;16;13;26 - 00;16;36;09
Speaker 3
How? It's because it's very, very easy. And I would just sort of speak vulnerably from from an executive position. It's very easy to be like Ivory Tower. You know, it all. But the more I age in this world here, the more I experience the human condition, the more the less I know. Like, it's just shades of gray. There's no exact yes or no.
00;16;36;09 - 00;16;58;11
Speaker 3
Right or wrong, like the moral compass is even questionable. I'll tell you a quick little tangent on my kid. He loves the descendants. Okay, the descendants four has a soundtrack. There's this song about right or right or wrong is not always so clear. It's now black and white. For example, Robin Hood steals from the rich to give to the poor.
00;16;58;13 - 00;17;26;27
Speaker 3
So in that case, is stealing. Okay, if you live in a black and white world, stealing is not okay. If you live in a gray world. Stealing might be okay if it's going from a powerful person who won't share to a person that has less, there's like decisions there right to to be made. And I think the same is true with managing and accountable, you know, circling back to this idea of accountability for people, it's not always clear.
00;17;26;29 - 00;17;46;27
Speaker 3
And leaders are imperfect people. We're going to make imperfect decisions. We have our biases. You know, maybe, Tim, I love you. Maybe you're like in the in club, you and I just vibe. We got the same political beliefs or religious beliefs or whatever, you know. And so you're in you're like, I don't have to be concerned about you because you like, you think like I do whatever.
00;17;46;29 - 00;18;07;27
Speaker 3
And this person over here on the other side, different religion or different, you know, values or not, monetarily driven perhaps, or some different thing or whatever. And like, maybe I'm suspicious of the other, right. Like human beings, we have these nuances to us. I've worked real, real hard to try to at least identify or be aware of my biases.
00;18;07;29 - 00;18;08;24
Speaker 3
00;18;08;26 - 00;18;09;24
Speaker 1
It's hard.
00;18;09;26 - 00;18;11;15
Speaker 3
It's hard. It's it's.
00;18;11;17 - 00;18;13;20
Speaker 1
It really is working with people that are, like.
00;18;13;21 - 00;18;31;27
Speaker 3
Painful. It's a painful reality, you know, why are you built the way that you're built and the computer program that operates your brain, you know how it works. So, yeah, it's been an interesting journey. I would just say, like, evolving. And it's a great blessing to be around the amount of people that we get to interact with, not only employees, but customers as well.
00;18;31;27 - 00;18;53;25
Speaker 3
The car business is a wonderful sort of experience of life because people are interesting. Things are happening to people. Not all good, not all bad, you know, but we're involved in the health issues, were involved in the money issues, were involved in the celebrations of life, were involved in the new homes, were involved in the, you know, nonprofit organizations that are doing impactful work in the community.
00;18;54;00 - 00;19;20;20
Speaker 3
Just yesterday, I was at a ribbon cutting event for Scott, you know, a building for an organization called Best Self that's focused on, you know, children and the, trauma that many children in our world face with respect to unstable homes, abusive homes, things of that nature. And, you know, like, we're able to help that organization continue to be a little stronger, and do the work that's really, really meaningful stuff, you know?
00;19;20;20 - 00;19;47;28
Speaker 3
And so I think, I mean, obviously anybody in the car business, there's some individual gain, some self gain, selfish gain, but there's macro, you know, bigger than self kind of stuff going on every day. And I think our, our dealer owners and principals are some of the most generous philanthropic people out there. Not every, you know, dealer, principal, whatever, but they have the means and the ability and the power and the network and the leverage to do some amazing, amazing work.
00;19;48;01 - 00;19;51;01
Speaker 3
So it's a great business, right? I mean, I think you guys.
00;19;51;07 - 00;19;54;26
Speaker 1
You know, I would argue, you know, obviously the car.
00;19;54;26 - 00;19;57;20
Speaker 2
Business, you know, car guys and gals, you know, have.
00;19;57;20 - 00;20;02;20
Speaker 1
Had a bad rap for decades. But I would also argue that the dealerships.
00;20;02;20 - 00;20;09;18
Speaker 2
In every single community are the center point. They're the ones sponsoring the kids baseball teams. They're the ones, you know, that are reaching out.
00;20;09;18 - 00;20;11;03
Speaker 1
That that, that give the cars.
00;20;11;03 - 00;20;12;04
Speaker 2
For the homecoming.
00;20;12;04 - 00;20;13;06
Speaker 1
You know, the convertibles for the.
00;20;13;06 - 00;20;16;25
Speaker 2
Homecoming. They are the ones, you know, and again.
00;20;17;02 - 00;20;18;01
Speaker 1
Like, guys.
00;20;18;03 - 00;20;19;09
Speaker 2
Sometimes on these.
00;20;19;09 - 00;20;20;15
Speaker 1
Podcasts, I say that saying.
00;20;20;15 - 00;20;23;28
Speaker 2
Some of the same things over and over and over again and, but.
00;20;23;28 - 00;20;25;24
Speaker 1
But success leaves.
00;20;25;24 - 00;20;27;27
Speaker 2
Close, ladies and gentlemen.
00;20;27;29 - 00;20;30;11
Speaker 1
This conversation, although there's.
00;20;30;11 - 00;20;31;21
Speaker 2
There's multiple.
00;20;31;27 - 00;20;32;26
Speaker 1
Nuggets that are.
00;20;32;26 - 00;20;33;09
Speaker 2
Unique.
00;20;33;09 - 00;20;33;23
Speaker 1
To West.
00;20;33;23 - 00;20;35;14
Speaker 2
Her and that are unique. I love.
00;20;35;14 - 00;20;35;23
Speaker 1
People.
00;20;35;23 - 00;20;36;13
Speaker 2
Over everything.
00;20;36;13 - 00;20;40;23
Speaker 1
I love that the I've love this obviously this this,
00;20;40;25 - 00;20;42;17
Speaker 2
Conversation has been incredible.
00;20;42;19 - 00;20;45;10
Speaker 1
But the the philanthropic the the the.
00;20;45;10 - 00;20;47;16
Speaker 2
The getting involved in finding out.
00;20;47;18 - 00;20;48;00
Speaker 1
About.
00;20;48;00 - 00;20;54;10
Speaker 2
Your team, does that sound familiar? I mean, we don't we don't bring, you know, even even training your people. I mean.
00;20;54;16 - 00;20;55;27
Speaker 1
You have, Josh.
00;20;55;27 - 00;20;57;24
Speaker 2
Allen behind you. And I know that.
00;20;57;24 - 00;21;00;12
Speaker 1
I think you, you created a relationship with.
00;21;00;12 - 00;21;00;28
Speaker 2
Him as he.
00;21;00;28 - 00;21;02;18
Speaker 1
Was a rookie, right? Yeah.
00;21;02;23 - 00;21;04;22
Speaker 2
So now he does a lot of marketing and some.
00;21;04;22 - 00;21;09;12
Speaker 1
Cool stuff for you. But but I would argue that, the coach treats Josh.
00;21;09;12 - 00;21;11;28
Speaker 2
Allen a little different than he does a non drafted.
00;21;11;28 - 00;21;13;08
Speaker 1
Free agent.
00;21;13;11 - 00;21;30;23
Speaker 3
Probably no doubt. But but Scott but but I've watched Josh evolve even as a player. Just a comment on him as a human being, not a player as a human being. You know, he's had the ability, the remarkable ability to take on the pressures of the world, like the scrutiny of the NFL and celebrity, his name and all that stuff.
00;21;30;23 - 00;21;58;11
Speaker 3
And he handles it with grace. He's 28. He's a kid. He's a kid, you know? But his leadership style is rooted in relationship. He plays video games with the dudes on the team. He's meeting the new receiver, bringing them over to his house like he's invested in the people before the game, you know, I got a ton of respect for him just as a human being and always will root for him and hope he has all the success in the world.
00;21;58;14 - 00;22;14;02
Speaker 3
You know, because money can change you, you know, power, celebrity can change you. And at the surface, I can tell you that, you know, he's he's not been seemingly impacted by any of that. And I don't exactly know how he does that. But you think he was raised right. And, you know, a testament to his parents.
00;22;14;04 - 00;22;15;26
Speaker 1
That's thing that you have.
00;22;15;26 - 00;22;16;25
Speaker 2
For our team. I don't know.
00;22;16;25 - 00;22;20;03
Speaker 1
What it is, but even I've got gosh, I think I've got five.
00;22;20;03 - 00;22;21;07
Speaker 2
Or six people in Detroit.
00;22;21;12 - 00;22;22;21
Speaker 1
That are bills fans.
00;22;22;21 - 00;22;25;06
Speaker 2
And every car now event.
00;22;25;09 - 00;22;27;25
Speaker 1
They have, they've got a Bills Mafia slack.
00;22;27;25 - 00;22;29;02
Speaker 2
Channel. I mean, they.
00;22;29;07 - 00;22;29;28
Speaker 1
They're not.
00;22;30;01 - 00;22;31;12
Speaker 3
Even traveling with.
00;22;31;15 - 00;22;32;14
Speaker 1
H. And our air.
00;22;32;14 - 00;22;33;16
Speaker 2
Won't let me dive.
00;22;33;16 - 00;22;33;27
Speaker 1
Through.
00;22;34;00 - 00;22;34;26
Speaker 2
The let them dive through.
00;22;34;26 - 00;22;37;29
Speaker 1
Tables. But, you know, it's it's,
00;22;38;02 - 00;22;40;08
Speaker 2
It's an incredible human. And I do cheer for him.
00;22;40;16 - 00;22;41;01
Speaker 1
Especially.
00;22;41;05 - 00;22;47;20
Speaker 2
When he's up against Patrick Mahomes, because I can't handle when Patrick does this. I want to, I want to I want to vomit a little bit. And I do.
00;22;47;20 - 00;22;48;08
Speaker 1
Have.
00;22;48;10 - 00;22;49;26
Speaker 2
Some friends that are Kansas City.
00;22;49;26 - 00;22;51;00
Speaker 1
Fans, but that's a that's a.
00;22;51;00 - 00;22;52;14
Speaker 2
Whole other conversation.
00;22;52;16 - 00;23;00;11
Speaker 1
Guys. I just, you know, a I really believe that if we would just.
00;23;00;11 - 00;23;02;11
Speaker 2
Take some of these things, most of.
00;23;02;11 - 00;23;02;24
Speaker 1
Us car.
00;23;02;24 - 00;23;04;28
Speaker 2
People are 900 miles an hour and we talk.
00;23;04;28 - 00;23;07;00
Speaker 1
About this before. I've talked about it a thousand times.
00;23;07;00 - 00;23;10;18
Speaker 2
Wake up every morning, ladies and gentlemen. Gratitude, I'm saying, and not just.
00;23;10;18 - 00;23;10;27
Speaker 1
But as.
00;23;10;27 - 00;23;13;12
Speaker 2
You look around and a lot of us have done okay, and we have these.
00;23;13;12 - 00;23;13;24
Speaker 1
Beautiful.
00;23;13;24 - 00;23;18;11
Speaker 2
Houses and, you know, there's food in the refrigerator. But, man, thank you that I can.
00;23;18;14 - 00;23;20;29
Speaker 1
Breathe, that I can walk, that I could talk.
00;23;20;29 - 00;23;23;04
Speaker 2
My dad, you know, obviously not going through.
00;23;23;06 - 00;23;23;13
Speaker 1
All.
00;23;23;13 - 00;23;42;05
Speaker 2
This stuff, but my dad can't, you know, he's in a wheelchair. Yeah. Get up on his stuff. I mean, and, you know, you think about these kind of things, and it sets the tone differently. And I think that, you know, back to your point of knowing everyone. Sometimes I have to reset because me personally and again, I'm taking notes and I'm learning and trying to get better, even even through this conversation.
00;23;42;07 - 00;23;47;09
Speaker 2
You know, I'm so 900 miles an hour. We got to get to even now, trying to hit our number for the month, trying to hit our number for the month.
00;23;47;09 - 00;23;47;26
Speaker 1
What are we doing?
00;23;47;26 - 00;23;55;02
Speaker 2
What are we doing? You know, if somebody would walk in here and say, hey, I need some help with something, I would almost have to pause. And there's three.
00;23;55;02 - 00;23;55;14
Speaker 1
Words that.
00;23;55;14 - 00;24;00;04
Speaker 2
I've said on this probably 50 times in those words, ladies and gentlemen, just for today. And that's.
00;24;00;04 - 00;24;03;03
Speaker 1
Exactly what.
00;24;03;06 - 00;24;03;28
Speaker 2
We are talking.
00;24;03;28 - 00;24;04;18
Speaker 1
About, just for.
00;24;04;18 - 00;24;05;26
Speaker 2
Today. Let me treat.
00;24;05;26 - 00;24;06;26
Speaker 1
People as though they're.
00;24;06;26 - 00;24;08;11
Speaker 2
More important than me.
00;24;08;14 - 00;24;18;08
Speaker 1
Just today, I can handle today. And if we take that mindset, then these.
00;24;18;11 - 00;24;18;26
Speaker 2
You know.
00;24;18;26 - 00;24;25;16
Speaker 1
The the the people over everything just today, you know, today I'm going to wake up and it's going to be people.
00;24;25;16 - 00;24;27;15
Speaker 2
Over everything. Today. I don't know if I can.
00;24;27;15 - 00;24;31;16
Speaker 1
Handle it a week. It's a lot. I don't know if I got a month, but I got today.
00;24;31;19 - 00;24;32;13
Speaker 2
And what it.
00;24;32;15 - 00;24;36;00
Speaker 1
Is is those days add up.
00;24;36;02 - 00;24;39;03
Speaker 2
And something that I haven't said on here.
00;24;39;05 - 00;24;42;07
Speaker 1
Before, but I truly believe, and I think I.
00;24;42;07 - 00;24;47;21
Speaker 2
Heard it, someone this is not a Tim original. Maybe it is, but my brain moves too fast. I can't remember it. But this.
00;24;47;21 - 00;24;51;01
Speaker 1
Is so powerful and it goes back to what you're.
00;24;51;01 - 00;24;52;01
Speaker 2
Doing there.
00;24;52;04 - 00;24;52;29
Speaker 1
It goes back to the.
00;24;52;29 - 00;24;54;15
Speaker 2
Josh Allen story. And there's.
00;24;54;15 - 00;24;55;07
Speaker 1
So, so.
00;24;55;07 - 00;24;55;15
Speaker 2
Many.
00;24;55;15 - 00;24;56;11
Speaker 1
Other great leaders.
00;24;56;17 - 00;24;59;00
Speaker 2
But listen and come in close for this.
00;24;59;02 - 00;25;00;13
Speaker 1
And maybe write this down.
00;25;00;13 - 00;25;01;02
Speaker 2
Put this up.
00;25;01;02 - 00;25;01;26
Speaker 1
Because this is good.
00;25;02;03 - 00;25;03;05
Speaker 2
As we say in Kentucky.
00;25;03;05 - 00;25;10;07
Speaker 1
This dog hunt. A leader since this is a leadership podcast, a leader.
00;25;10;09 - 00;25;11;08
Speaker 2
Should not be.
00;25;11;08 - 00;25;12;11
Speaker 1
Judged.
00;25;12;14 - 00;25;12;29
Speaker 2
On what.
00;25;12;29 - 00;25;23;22
Speaker 1
They do, but a leader should be judged on what people do because of them. I'm going to say that again, a leader.
00;25;23;22 - 00;25;24;24
Speaker 2
Should not be.
00;25;24;24 - 00;25;25;15
Speaker 1
Judged.
00;25;25;15 - 00;25;26;12
Speaker 2
On what.
00;25;26;14 - 00;25;32;28
Speaker 1
They do, but what they're people do because of them.
00;25;33;00 - 00;25;36;21
Speaker 2
Guys, listen, I am that's powerful.
00;25;36;24 - 00;25;58;16
Speaker 3
What are you doing to me? What you're describing there, Tim, is sort of the difference between a manager and a leader, right? I think I'll say it that way. Managers are sort of measured in man, you know, towards what they're doing often, you know, leaders, there's a vulnerability and true leadership, I think, in allowing people to shine, allowing people to grow, perhaps they grow beyond you.
00;25;58;16 - 00;26;17;07
Speaker 3
Perhaps they are more capable and more more powerful. They may. And so I think that there is some level of vulnerability. You need to have to be a really, really true, authentic leader. You know, the benefit of like, being in the marketing space I have been in a long time is what's what's true is that authenticity wins over time.
00;26;17;10 - 00;26;38;07
Speaker 3
You can't you can you can Don Draper it and try to package it up or whatever. And but if you if your team isn't true, truly committed, it's not really going to matter what's on the billboard. It's not gonna matter. Josh Allen's throwing the football or whatever. People are going to find other ways to to, you know, get their cars sold in their borders service, you know, and, authenticity always wins.
00;26;38;07 - 00;27;02;15
Speaker 3
And I think you got to be a vulnerable, true, truly invested leader of your people. So if you get satisfaction out of them achieving some of their goals and dreams, you will be a better leader, right? If you were out for yourself and you're trying to accumulate power or authority or respect or loyalty, some of these things can be artificially created through money and power plants.
00;27;02;15 - 00;27;06;24
Speaker 3
Things of that nature doesn't mean you're necessarily a leader.
00;27;06;26 - 00;27;07;14
Speaker 1
100%.
00;27;07;14 - 00;27;10;22
Speaker 2
And I do think as we begin to land the plane, I.
00;27;10;22 - 00;27;11;18
Speaker 1
Really believe.
00;27;11;18 - 00;27;15;22
Speaker 2
And I'm not saying, you know, I'm not con I'm not throwing stones. I'm not. I'm just saying.
00;27;15;22 - 00;27;24;06
Speaker 1
But I see it. And a lot of leaders refuse to hire people that they think.
00;27;24;06 - 00;27;25;18
Speaker 2
They might be better than them.
00;27;25;21 - 00;27;28;08
Speaker 1
Right? They refuse to buy because the backstab.
00;27;28;08 - 00;27;32;18
Speaker 2
The insecurity, you know, and, you know, I might not put him, man, I want to I want to.
00;27;32;20 - 00;27;37;18
Speaker 1
I want to I want to be the dumb, dumb person. But look, I want people better at certain steps so I.
00;27;37;18 - 00;27;40;25
Speaker 2
Can learn from them and put them in place. It's like Maxwell.
00;27;40;25 - 00;27;41;18
Speaker 1
Says, it's the law of.
00;27;41;18 - 00;27;43;20
Speaker 2
Attraction. Well, there's 21 irrefutable.
00;27;43;20 - 00;27;44;18
Speaker 1
Laws of leadership. But the.
00;27;44;18 - 00;27;45;13
Speaker 2
Law of Attraction is my.
00;27;45;13 - 00;27;46;20
Speaker 1
Favorite. What the heck.
00;27;46;20 - 00;27;47;21
Speaker 2
Is going on at West Herr?
00;27;47;21 - 00;27;48;04
Speaker 1
What the heck.
00;27;48;04 - 00;27;52;04
Speaker 2
Is going on a car now and then? The law of duplication, hiring the people.
00;27;52;05 - 00;27;55;09
Speaker 1
You know, you know, as a, as a, you.
00;27;55;09 - 00;27;56;09
Speaker 2
Know, a moth to.
00;27;56;10 - 00;27;56;27
Speaker 1
To light.
00;27;56;27 - 00;28;03;10
Speaker 2
There. There's something going on here. Let me come check it out. And then duplicating them and recreating, that.
00;28;03;10 - 00;28;04;20
Speaker 1
Leadership and therefore.
00;28;04;20 - 00;28;05;25
Speaker 2
Everybody's working smart.
00;28;05;25 - 00;28;07;01
Speaker 1
Everybody everybody.
00;28;07;02 - 00;28;07;25
Speaker 2
You know, you know.
00;28;07;25 - 00;28;08;25
Speaker 1
Culture is a word.
00;28;08;25 - 00;28;09;26
Speaker 2
That's thrown out a.
00;28;09;26 - 00;28;11;08
Speaker 1
Lot these days.
00;28;11;10 - 00;28;12;05
Speaker 2
But,
00;28;12;07 - 00;28;15;07
Speaker 1
But I would argue that that the culture at West Herr.
00;28;15;07 - 00;28;15;23
Speaker 2
Although not.
00;28;15;23 - 00;28;21;21
Speaker 1
Perfect, although the culture is perfect, although that not perfect.
00;28;21;23 - 00;28;22;25
Speaker 2
Is a testament of what.
00;28;22;25 - 00;28;23;12
Speaker 1
People are at least.
00;28;23;12 - 00;28;23;27
Speaker 2
Trying to.
00;28;23;27 - 00;28;24;16
Speaker 1
Do. Right?
00;28;24;18 - 00;28;48;07
Speaker 3
You know, I'll say I'll say, you know, short term versus long term, you know, thinking here on people, I think it's, the, the way I sort of judge people is more by and character and, and do I believe in them. Right. My short term results can ebb and flow. But I'm willing from a short term perspective to maybe lose out or not maximize the ROI of their individual pay plan if they're a good person.
00;28;48;07 - 00;29;17;06
Speaker 3
Meaning I will reward the good people, want the good people to stick around even if they're going through a season, a low season of their life or trough you want them stay right. If you're corporations and publicly held companies are soulless, bloodsucking creatures, they have to operate by a different thing capitalism in the exacting returns on investment, and a return on capital, car dealers are in the position to invest in people and be patient.
00;29;17;06 - 00;29;41;25
Speaker 3
As these people bloom around you. Plant a seed in the garden. It doesn't bear fruit immediately. You have to tend to the soil. You have to tend to the plant. You have to tend to it multiple seasons over time. You know, in gardens like life are never finished works. They're they're in process always. Right. And I think that's what we have, with our team at West Herr, we have a garden.
00;29;41;27 - 00;30;03;29
Speaker 3
You might disagree with the flower that got planted in that corner of the garden, or the decision that was made to clear out that row of bushes or whatever, you know, because we're all just trying to navigate, do the best we can. But I think every person, regardless of their leadership and stature, adds value regardless of their short term accomplishments to dollars, adds value, right?
00;30;04;02 - 00;30;27;07
Speaker 3
And if they got something going on in their life, they may maybe need help if they can't be pleasant in front of a customer. My guess is something's going on in their life. Yeah, see, they're not being seen. They're not feeling loved. They're struggling. Whatever. Like you got to solve that puzzle first before you can get them to greet a customer pleasantly with a smile.
00;30;27;10 - 00;30;28;14
Speaker 2
Ladies and gentlemen.
00;30;28;16 - 00;30;30;05
Speaker 1
Probably.
00;30;30;07 - 00;30;38;03
Speaker 2
I'm sure this one. If you know you're in your car on your commute, you are going to want to listen to this. We're going to get this one out.
00;30;38;05 - 00;30;38;20
Speaker 1
Rob.
00;30;38;20 - 00;30;41;04
Speaker 2
Paul team producing this.
00;30;41;07 - 00;30;41;16
Speaker 1
This.
00;30;41;16 - 00;30;43;24
Speaker 2
Has been incredible, as I knew it would.
00;30;43;24 - 00;30;45;29
Speaker 1
Probably be. Matt.
00;30;45;29 - 00;30;47;21
Speaker 2
Thank you so much. I've written that down.
00;30;47;21 - 00;30;48;06
Speaker 1
People over.
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Speaker 2
Everything.
00;30;49;03 - 00;30;52;00
Speaker 1
Hopefully, people will take to heart.
00;30;52;00 - 00;30;53;21
Speaker 2
And not just listen to a podcast.
00;30;53;21 - 00;30;54;29
Speaker 1
But they'll they'll take 1 or 2.
00;30;54;29 - 00;30;57;01
Speaker 2
Things. That was.
00;30;57;01 - 00;30;57;20
Speaker 1
Said today.
00;30;57;20 - 00;30;57;29
Speaker 2
And through.
00;30;57;29 - 00;30;59;07
Speaker 1
These, this series.
00;30;59;09 - 00;31;00;21
Speaker 2
And look.
00;31;00;23 - 00;31;01;22
Speaker 1
I say it all the time.
00;31;01;22 - 00;31;06;08
Speaker 2
No one smarter than everyone. Let's just continue to get better together. I love the garden analogy.
00;31;06;08 - 00;31;06;19
Speaker 1
You're right.
00;31;06;19 - 00;31;14;22
Speaker 2
It's never done. You're constantly pruning, pulling weeds. You know, tilling, you know, watering all the above. And that's and that quite frankly, that's life.
00;31;14;25 - 00;31;15;10
Speaker 1
So,
00;31;15;17 - 00;31;24;03
Speaker 2
Matt, thank you, brother. Thank you so much for the time. This has been phenomenal. Listen, guys, we are going to come back next week.
00;31;24;03 - 00;31;24;18
Speaker 1
With yet.
00;31;24;18 - 00;31;25;09
Speaker 2
Another.
00;31;25;09 - 00;31;27;18
Speaker 1
Podcast, but we're so thankful for you for.
00;31;27;18 - 00;31;28;27
Speaker 2
Taking the time and.
00;31;28;27 - 00;31;29;18
Speaker 1
Hopefully.
00;31;29;24 - 00;31;30;17
Speaker 2
We made.
00;31;30;17 - 00;31;30;23
Speaker 1
A.
00;31;30;23 - 00;31;31;27
Speaker 2
Difference.
00;31;31;29 - 00;31;32;11
Speaker 1
Today.
00;31;32;11 - 00;31;34;11
Speaker 2
Hopefully you can take something and make.
00;31;34;16 - 00;31;35;17
Speaker 1
Your story, your.
00;31;35;17 - 00;31;37;13
Speaker 2
Company, your organization better.
00;31;37;13 - 00;31;39;09
Speaker 1
Because as we just said.
00;31;39;11 - 00;31;40;02
Speaker 2
You know, a.
00;31;40;02 - 00;31;40;14
Speaker 1
Leader.
00;31;40;14 - 00;31;40;29
Speaker 2
Should not.
00;31;40;29 - 00;31;46;25
Speaker 1
Be judged on what they do, but what people do because of them.
00;31;46;28 - 00;31;47;19
Speaker 2
This has been Tim.
00;31;47;19 - 00;31;48;04
Speaker 1
Cox.
00;31;48;09 - 00;31;51;10
Speaker 2
Our amazing guest, Matt Lasher, and we.
00;31;51;10 - 00;31;54;19
Speaker 1
Will see you soon.
00;31;54;22 - 00;32;02;14
Unknown
And I.
00;32;02;16 - 00;32;02;29
Unknown
Do.