Why Employees Disengage and How Leaders Reconnect Them [RR 1103]

0:01This is the Automotive Repair Podcast Network. Hey everybody, Carm Capriato, Remarkable Results Radio. So happy that you are here. You know, is what we do is we continue to raise the profession one shop, one leader, one conversation at a time here on the podcast, 11 years strong. Boy, today I happen to have a two-timer. You know what that means? He's been on once.

0:31Now he's coming back for 2 times. Second time, Dr. JJ Peterson. We did an incredible episode the last time. It was episode 1073, Defining Roles, the 4 Defining Roles of Your Business from Business Story Brand, Victim, Villain, Hero, and Guide. And the question is, is what do you think you are? What do you think your people on the counter are? What do you think your customers are?

0:54And Dr. JJ did an incredible job setting that up. So if you're into StoryBrand at all, you'll appreciate how he attacks this. And I think it just may change your life. Hey, don't forget our smartphone app at arpn.app. It's the Ultimate Professional Automotive Repair playlist. You can read show notes, link with our sponsor partners, get all shows in our entire network. And get on that, type in 1073, 1073, and listen to Dr.

1:26JJ's episode. Hey, look, we are gonna give a high five to NAPA Autocare and NAPA Trax. Hey, take your NAPA Autocare center to the next level with the NAPA Autocare Gold Certified Program. Increase car count, build trust with customers, and stand out as one of the best. Talk to your local NAPA representative today. Hey, for over 30 years, NapaTracs has made selecting the right shop management system easy by offering the best, most comprehensive SMS in the industry.

1:57We'll prove to you that Tracs is the single best shop management system in the business. Find NapaTracs on the web at napatracs.com. Hey, welcome back, Dr. JJ. Welcome, sir. Thanks for having me. Excited to see you again. All right, well, here's what we're gonna talk about. The premise of this episode is how to motivate your team using StoryBrand approach, where you view your team as the heroes and you are the guide.

2:31JJ Peterson, StoryBrand framework helped thousands of organizations in their— clarify their messaging in order to grow their business. He holds a PhD in communication and has spent the last 20 years practicing teaching communication theory. And I got one more thing. At the core of everything JJ does is the belief that clear values-aligned communication has the power to transform not just businesses, but people.

3:01All right. Question number 1, sir. People don't wake up waiting to be motivated. They wake up wanting to matter. How does StoryBrand help leaders make people feel that they matter? This is actually something that I'm very passionate about because I just read a statistic recently that said that about 80% of the workforce in America identifies as disengaged. And what we mean by that disengaged is like not caring about their job, not enjoying their job, not giving their best at their job, and not enjoying life, like they're stressed out.

3:40So there's different levels, but really when you put all the different pieces together, it really comes about somewhere between 80% and 90% of people identify right now as disengaged from their job. When people identify as disengaged, not only does it hurt the company, right? Like we're seeing a lot of turnover, we're not getting the best out of our people, But on top of that, then they're taking that all home with them.

4:03I mean, there's another thing that I was talking to somebody that they were doing some research around the idea that the way your boss shows up for you has a stronger impact on your mental health than even a therapist. And so my thinking behind that, and often that is negative, and my thinking behind that is, well, what if the boss has the ability to show up and negatively impact the way that I think about my life when it comes to even depression and engagement and all those things, then what if the converse can be true?

4:37What if actually when our boss shows up in a way that motivates us, that lets us be seen and understood and values us and creates a safe environment, and I'm gonna talk about what that means in a second, what if actually we could have a more positive impact on people? What if we actually could, we spend more time at work than we spend with our families.

4:57But what if we could show up as leaders in a way that motivated and empowered people to not only do better at work, but become more engaged and then live their lives that impacts everything else in their life? So I'm very, very passionate about this. I could kind of go on and on about this, but I really believe that when we talk specifically about story and how to understand how to use a story mentality to impact and motivate people, Go back in, you know, a little bit of what we talked about in the last episode, just for anybody who hasn't listened, but there really are 4 characters in every story: the hero, the villain, the

5:37victim, and the guide. And everybody typically starts out as a victim. Something happens to them. And if you stay a victim, then basically a good story will never be written about you. I mean, there are real victims in the world, but if you don't overcome and move forward, The only reason a victim exists in a story is to draw energy from the hero and villain.

6:00They make the hero look good and the villain look bad. Then you come to a point where you decide something bad has happened to me, and I get to decide how I move forward. A hero chooses to redeem the pain and overcome it and move forward. A villain chooses to revenge the pain, cause other pain for others. The way I think about it is a villain is a victim who just gave up on healing.

6:25That's kind of where those 2 things go. Often hero and villain have a backstory of pain. One chooses to redeem, one chooses to revenge. And then there's the guide. The guide shows up to help the hero win. Now, understanding that a lot of people are feeling disengaged, unmotivated, and unwilling to move. When you live in that space, oftentimes people are living in the victim mindset.

6:54So things have been hard, things have been overwhelming. They don't know if they can move forward and they're stuck. They're feeling stuck and overwhelmed. As a leader, we need to understand that when people are in that space, it is often coming from a backstory of pain. Some kind of frustration has caused a problem in them. And we have to approach that, I think, with a generous spirit instead of going, well, they're just lazy, or they're mean, right?

7:27Oftentimes they turn into villains, and so they're just mean, and we start having limiting beliefs about our employees. But what if, first off, we could show up and say, as leaders, what if I viewed this person that is on a hero's journey? They have experienced probably some hardship or pain or struggle back in their life, They either have chosen then to stay in that mentality or they've chosen to revenge the pain.

7:53And so they become an asshole. Sorry for the language. And we have to just understand if we show up first off in a more gracious approach of saying, okay, let's pause it for a minute instead of just saying this guy's a jerk or this person is lazy. What is actually some backstory to them and show up with a little bit of understanding, and grace.

8:15And then we say, how can we actually move them forward and recognize that in our organization, they are actually the hero of the story? If we show up and try to be the hero of the story, we are not going to motivate our people to move forward. Okay. We as leaders. Leaders, yes. Because if I show up as a leader, and what I mean, well, one, if I show up as a victim myself, nobody's following me.

8:42If I show up as a villain myself, everybody's gonna hope that I die. That's what happens to villains in movies. We all want 'em to die. But how do I show up as a leader? I actually wanna show up as a guide because the guide is the strongest character in the story. And I know a bit of this is repeat from last time, but a guide is really the person who shows up to help the hero win.

9:02So if we view our employees as actually the heroes of the story, What we are doing is we are showing up and saying, this person outside of me is living a story. They actually are trying to pay for their family's mortgage. They're trying to get ahead in their career. They're trying to find meaning and connection in this space. They are living that story.

9:26They don't care about the profits. They don't care about you meeting your goals. That's your story. Their story is they're trying to survive. They're trying to thrive. They're trying to get ahead. And if we can show up first off with a mentality of we're not the hero of the story and they don't think of us as the hero, they think of themselves as the hero.

9:47So we have to identify what is it that they're wanting out of life, and we have to lean into that to help them overcome the obstacles that are getting in the way of them moving ahead in their life. Are you an EPC Autocare Center ready to elevate your shop? Then it's time to step into the premier tier NAPA Autocare Gold Certified program.

10:10Gold Certified centers are recognized as the best of the best, delivering a consistent, trusted customer experience nationwide. Now, that consistency means more repeat business, more referrals, and more opportunities to grow your car count. Now, when you're Gold Certified, you unlock advanced resources maximizing technology, boosting your local marketing presence, and keeping your team fully trained on the latest trends and tools. In short, Gold Certified status separates you from the rest.

10:41So what does it take to be Gold? To qualify, your shop must be a NAPA Autocare Center for at least 1 year, have been open for 2 years or more, employ an ASE Master Technician or hold ASE Blue Seal status, co-brand with the Pro Image Program, Maintain a 4-star rating or higher on Google, Yelp, or NAPA CSI. Use digital vehicle inspections. Offer NAPA consumer financing.

11:06Purchase $7,500 or more in NAPA parts monthly. And participate in a NAPA Business Development Group. It's a true partnership, and in return, NAPA rewards Gold Certified Shops with premium benefits like free priority placement on the NAPAonline.com locator, annual marketing funds, enhanced warranties, rebates, training opportunities, and a whole lot more. Are you ready to take your shop to the Gold level? Well, contact your local NAPA sales representative today to see if you qualify and start your journey to Gold Certified.

11:43Increase car count, build trust with customers, and stand out as one of the best. Talk to your local NAPA representative today. Let's face it, your shop management system is the single most important tool in your shop, period. NAPAtrax was built from the ground up to make your business more profitable and efficient. We provide an extensive set of tools to increase and track profitability in real time.

12:09NAPAtrax offers the industry's best post-sale support, hands down, and we train your people on-site Yep, on-site, and we offer remote refresher training 10 times a week, and customer support is open 6 days a week. Give us a call, visit the website, or join our Facebook community today to learn more. We'll prove to you that Tracks is the single best shop management system in the business.

12:33NAPA Tracks is always customized and tailored for you, whether you're a one-man shop or a large multi-bay or multi-location company. After all, it's your shop, so it's your choice. Visit us on the web at napatracs.com. That's N-A-P-A-T-R-A-C-S dot com. You know what I have to say? If I'm a specialist, a technician in the bays that can cop an attitude, no doubt I'm probably thinking that I'm the one who makes you successful.

13:05I'm the one who does all the work. And that can create an attitude, a non-motivational attitude if ownership, if leadership isn't the guide to get them in perspective. And maybe that's the wrong word here. No, it isn't. So let's kind of role-play this for a second because this kind of can feel a little bit like, oh, pie in the sky kind of thinking.

13:29And well, if we just did this, so let's just play this out for a second. If I am your boss or the owner, and you are in the pit and you are working your butt off. If I begin and I start thinking, and I'm just going to ask you, Carm, so what is it that that person in the pit, what do they want?

13:47Like just in terms of the job and the career and all of those things, what is it that they want out of this job? Like if you're in the pit, what do you want out of this job? JJ, I want to feel good about all the things that I do to continue to learn, to do the job in the timeframe allowed. Make minimal mistakes, work with my team members, but all of this doesn't necessarily happen to me or for me.

14:13Yeah. Why don't you want to make mistakes? Why do you want to work with your team? What is that the end goal for you? I just want to be proud that the profession that I've chosen and the work that I give to you, it's recognized to the point where I could take it internally and bring it home. Yeah. So here's how then maybe I can show up to speak to you.

14:35But let's say you want that, but also you've kind of been a little mouthy lately and you've been like, you've copped an attitude. Well, I can be that. Yes, I can cop an attitude, JJ. Yes, I can. And I, as the leader, want to address that attitude. There are 2 ways to do this. Okay? I can come at you and say, hey, Carm, I want you to know everybody's noticed that you are copping an attitude and you're creating a lot of problems in here and I need you to knock it off, right?

15:09If I approach you in that way, A, you're gonna get defensive. You're gonna back away from me. You're going to put up a wall. You're gonna, all of a sudden the story is about I am being attacked and I need to defend. So now either you position yourself, I just put you in a position, Carm, most likely to become a villain or a victim because you're either going to go, that wasn't me, that was them.

15:32They're doing all this stuff. Or you start being mean back and going, you know what? You're the jerk, da da da. So I have just set you up. When I come at you with my story and I come at you with my story, I've set you up from the beginning right there to be either a villain or a victim. Now, because I need to be the hero of this story, I'm going, hey, you're causing me a problem.

15:52I need this to be fixed. However, if I actually start with who you are and your story, and I come to you and I go, hey, Carm, I know you want to do a good job in this place, and I know you wanna be proud of the work that's happened, and I know that you actually care about the people on this team.

16:12So I'm grounding the narrative, everything I'm about to say, I'm grounding in it your story. So I know this about you. And then I say, but here's something that's getting in the way of that. Here's the problem. Because this is story framework, is a good story starts with a character who wants something and then encounters a problem. That's how story narrative works.

16:34So if I say, here's, I know what you want. You're real proud of your job. You like your team members and wanna do well for them, and you wanna be able to carry this all home for your family. You could say literally, here's the problem. Or here's what's getting in the way. When you are confronted with something, it feels like you are just defending yourself and copying an attitude.

16:57And when that happens, it actually gets in the way of you being proud of the work you're doing, 'cause you're actually, you spend way more energy fighting than you do doing the work. You're actually creating problems for the team and creating conflict, which I know you don't wanna do. And It also then gives you more stress to carry home. All I've done with that conversation, instead of coming in and going, Carm, quit being a jerk and let's actually get your stuff together, I ground it in your narrative.

17:25Your narrative is you want peace, you want move ahead, you want pride. Here's what's getting in the way of what you want. And when that happens, you don't get what you want. It's not, here's what I want, here's what the company wants. What that does is when you show up as a guide to help them achieve what they're doing, it grounds everything in their story and it becomes much more motivational because you are positioning them as the hero of the story.

17:53I, as your boss, am literally just showing up to help you win. Here's what you wanna win in, which here's the problem that's getting in the way of you winning, and here's what happens when that changes and you get to win. Versus do what I want you to do. When we show up as guides, which always guides in a story always start with empathy.

18:15They start with empathy. I get it. It's hard. This is overwhelming. But then you lean into your authority. When I said earlier, people need to feel safe, what I don't mean by that is we need to give everybody hugs and we need to capitulate and all of that. A good guide, when they show up, they show up with empathy first and authority second.

18:37In a movie, you will never see a guide like a Yoda or a Gandalf or somebody like that go, I know you're frustrated. Let's just hug it out. They don't do that. They don't jump— Mr. Miyagi with Karate Kid did not go, hey, you're right, buddy. Gimme a hug. No. It was like, I get it, but suck it up. Like, guides are not weak.

19:01Guides are not even just like incredibly sensitive souls. But what they do is they show up with an understanding of where their heroes are, and then they give them a clear path forward to win with authority. And you don't back down from your authority because when you are a guide, you don't actually show up with anything to prove. That's a big piece about being a guide.

19:25When you're playing a guide in a movie, Yoda doesn't have anything to prove. Gandalf doesn't have anything to prove. So when they show up in the story, they're not trying to puff up their chest. They're not trying to prove anything. They're just showing up with their authority and saying, you know, if we go to a movie context, you wanna be a Jedi?

19:46This is what it takes to be a Jedi. They're not saying, I want you to be a Jedi. They're saying, if you wanna be a Jedi, this is what's gotta happen. And that's where all of this story framework for me matters. Because if you see yourself as a leader, as a guide, that you're there to show up with empathy and authority to help them win, what we always have to start with in communication is not what we want.

20:10We have to start with what they want and ground everything we're about to say in them. So take a just completely different example that's even outside of this context. I was working with a company the other day. They were trying to communicate internally about, well, they were frustrated because all they needed was for everybody to fill out a form that said what equipment they have.

20:33And they needed to know the, like, serial numbers. They needed to know the software, how old it was, what additional, like, if they had earphones or anything or microphone that were part of the company. And they couldn't get the people to fill this out, fill out the form. Now, the emails they were sending out were, hey, we need you to fill out the form by Friday because we need to know what everybody has.

20:55Well, why do I care about that? That I have to take a half hour out of my time to inventory everything I have so you can get this? What we did is we just changed that email to say, hey, I know that you guys need equipment to get your job done in the right way. And we also know a lot of it is out of touch, out of date, and not working.

21:17We don't have the latest things that you need to actually complete your job. What we're looking for is a completed inventory list of everything so we can know what we need to replace so you can do your job better. The truth is, for the company, that is true, but also they're working through their taxes of what they need to write off, right?

21:35So, but I don't care what the company needs to write off and the taxes you owe. What I care about, do I have the latest equipment and are you going to get me better equipment because I don't have good stuff? Yeah. So ground that story. So when they change the email to, we need you to fill this out by Friday for tax purposes, instead they said, hey, we know you need equipment to get your job done.

21:57You don't have everything that's up to date. We need a list of everything so we can know what to replace so you can get your job, keep going with your job. Now we've grounded, but it's what they wanted. It's what the employee wanted, not the company. The company could not be the hero in that situation. Wow. Okay. I love this. I lean into empathy and I use authority and I don't back down on it.

22:19But in order to have empathy as a leader, I've got to know their story. So my job is to know that. Now, if I've got a really big company, then my general managers need to know their story. But if I'm a gregarious owner with 60 employees and I'm always out in the field with them, then it's also my job to know that.

22:41Yes, absolutely. And if you don't know what's going on, like, in their lives and what their goals are and what they're hoping to, like, are they doing this because they're just trying to fulfill a paycheck or are they looking for advancement? Like, let's say you hire somebody who's like, you're really excited about this hire. You fought for them because they are quality, they fit your culture, All of those kind of things.

23:06Well, you just won that story. If you got that person to work for you, in your story, essentially in many ways, that story's done. But if you don't realize this person who is ambitious and wants to move ahead and has ways to, like, has other, like they could leave and go somewhere else for more money or more opportunity, you have to realize as part of their story, They want to see that there's advancement.

23:32They want to see, so it, with them, you might not have these like problem conversations, but you might say, hey, I know that you are somebody who wants to just kind of keep growing in your career. So in order to grow in your career, here's actually the things you need to do in order to grow in your career. And when you grow in your career, let me show you the pathway that's there.

23:56There is a pathway for you to move forward. We cannot assume that people know that. We cannot assume that they can read our minds or the story we have in our own heads. We have to lean into the story they're living. So an incredible employee who's maybe even just an 18-year-old kid who you're like, I wanna keep him the rest of his life, if that kid's that incredible, he's not gonna stick around 5 years if you don't invite him into a story where he can see himself continuing to grow.

24:23And you have to be really clear, here's how you're gonna grow. Here's how you move up. This is where the company's going. So they see that there's safety in the future. Wow. My mind is already Swiss cheesed, Dr. JJ. Um, by the way, let's stop for one moment. If you're watching the video, you see the graphic and the, the logo behind him, badasssofty.com, badasssofty.com.

24:47That's how you can go and follow this guy, Dr. JJ Peterson. You mentioned the word culture a while back. Can culture exist without a story? I think story is a part of building a good culture. I used to study theology and there was this guy named Dietrich Bonhoeffer. He said a lot of people look for community as a value, and he would say community is a wish dream because nobody actually knows what community means and everybody has different ideas.

25:15I would say a lot of people, culture is what I would call a wish dream. They go, we wanna create a good culture. We wanna build a good culture, or they even say, we have a great culture. Culture doesn't mean just like everybody likes each other. It doesn't mean we have good perks like snacks in the break room. That's pieces of culture, but culture is really where you build with intention the kind of story you wanna live together, to be honest.

25:45And so it includes communicating your values. Making sure everybody knows the role that they play in the story. It's showing up as a guide, not another hero, or not a victim, or not a villain, but helping other people win. When you create a good story with your culture, I think that's when people stick around. It's when they find meaning. It's when they connect, when they work harder, when more things are achieved.

26:11And so, to me, the question, can you have a good culture without story? I think story is a piece of creating good culture. And so when you understand, I need to invite everybody here into a story, and part of that story is explaining our values, explaining very clearly what your role is in the company, explaining what success looks like for you and for the company, being a good guide who shows up with honesty and empathy, and the showing up and going, like, somebody not being able to make decisions, That is not being a guide, right?

26:50If somebody comes to you and is like, hey, I need help with this, and you go, well, I don't know what to do. Okay, how is that creating a sense of safety for the people who work for you? Now, you don't need to lie about it or anything, but you need to be able to have a point of view and move things forward.

27:05So, when you create a strong culture, what you're doing is you're actually creating a strong story for everybody to live in. Got it. Okay. So, advice for us as a leader, when the employee, the team member stops believing in our story, how do we know? How do we fix that? Oh, wow. That's such a really good question. Now, I will be honest, there may be times that you need to exit people who are getting in the way of the story.

27:35So, let's just say, you know, like, I think if somebody is actually creating more problems and not willing to grow with the story and all that, I do believe there is a time to say, okay, it's time for you to go. But I think more often than not, it really is on the leader to continue reminding people of why we're doing what we're doing, bringing it back to the values of— they have to believe in what— the story we're living, right?

28:02So when I say values, what I mean is like, you know, what makes us show up? So like, why do we exist? We exist, you know, not just to like fix cars, but do we exist to actually make people's life easier? Do we exist to make people feel seen and understood when they come in? You know, there's things like that that we actually wanna attach to the overall brand.

28:27And we have to remind people that they're living for something bigger than us, bigger than this moment, because when those hard times come, If they're just living for a paycheck and they run into struggle, which they will, then they'll go, well, this is not worth the paycheck. But if you've not continually reminded them of the greater purpose and the higher calling, not exaggerated, not like, you know, fake, but really we exist to do this, we're living this story.

28:55When those hard times come, then we can go, well, this was hard, but it's worth it because we're a part of something bigger. So you have to, as a leader, continue to remind people why they're there, why they're showing up, that what it takes to win and create that clear pathway for them to understand what story they're living in. So another question, and I think you may have answered it about 10 minutes ago, people don't wake up wanting to be motivated.

29:23They wake up wanting to matter. So how does StoryBrand help leaders make people feel that they matter. And you had said earlier that you would sit down with me and do lean into empathy and little authority. But on top of all of that, shouldn't I be paying attention to the attitudes and the performance and the smiles and the person walking around with a good posture and smiles and eye contact?

29:52Aren't I? Isn't that all part of the culture, the motivation, and the story? You mean as the leader, do you need to be paying attention to that or the worker? What do you, which, which, what were you asking there? No, the leader. Literally, I'm the conductor making sure that all the positive attitudes are right and the motivation that we're living our story.

30:10And I gotta be watching for this stuff. Yeah. You know, when it comes to that idea of when you said you matter, I think there's actually 2 pieces to this in the story. Why does the company matter and why does your role in the company matter? And being able to be really clear about that. I think a lot of times when it comes to, say, for-profit organizations, we say things like, well, we're not feeding starving children.

30:39And so we diminish the power of the impact we have in the world. And the reality is, very honestly, with car stuff, Recently, I had 3 cars. So we have 3 cars, 3 drivers. All 3 cars had something go wrong within a week. My entire life was actually turned upside down because of that. Also in that, I am not educated when it comes to cars.

31:06And so I don't know if I'm getting ripped off. I don't know. So it's added like multiple levels of stress. Like for me, it's money I wasn't expecting to spend. We actually had to rent a car because we couldn't get everybody where they need to be. We had to invite other people in and ask for help. And I have no idea if what they're telling me is true or false.

31:25Do I actually really need an air filter to be replaced today, or are you actually charging me more because you can? I don't know. So that's me as the customer, right? When I can find a place, which over my life I have found a few places, mechanics and shops that I trust, The impact that has on my life as a car owner is not inconsequential.

31:48It's actually a huge deal, and I will tell everybody about that, and it takes so much stress. In fact, the minute something goes wrong, I go, well, I can just call Carm. You know, I can, I know who I can call. That is impactful, and we have to remind ourselves and the people who we work with why this business matters and why professionalism matters.

32:10And why customer service matters and why speed matters. It's not just the bottom line here. It's because we're making a difference in people's lives. So we have to connect why the company matters to a higher calling without being like, we know we're not feeding starving children. We get that. But are we making a difference in the lives of every single person who walks through these doors?

32:33Absolutely. So we have to connect to that higher calling. But then even within that, if I don't know what success looks like for me as an individual within that story, I'm not gonna feel like I matter. I'm inconsequential. If I'm not being, quite honestly, rewarded for the work, the hard work I'm putting in, I don't feel like I matter. If people don't see me as a human being, I don't feel like I matter.

33:02So as a leader, those 2 things you have to continue to remember, and whether you own the shop or you're a line leader or whatever, you have to remember, why do we exist as a company? What story are we living as a group? Also, what story is this person living as an individual? And if I, as an employee, can't latch onto those 2 things, I'll stick around for a while, but I won't stay.

33:28I'm not gonna be there long 'cause I'll find a place where I can find meaning and I will find a place where I can personally find purpose 'cause that's ultimately what people are looking for. Wow. Is it an art to hold people accountable but, and still manage and keep motivation high? It's an art. Yes. Yes. 'Cause we're human. Like I get up every day and I am tired sometimes and angry and cranky, and then now I'm supposed to be like, carry this other person with me.

33:59Like 100%. Here's the thing though about it is I was listening to a psychologist who was working with parents, actually. It's a parent psychologist. And they were saying that basically trust, safety, and connection with your kids actually cannot be built, even your spouse, cannot be built without moments of repair. The mistakes you make with people are much less important than the repair that follows.

34:29And so in these moments where you're like, man, I did show up and I didn't feel like I had the time to really sit down and understand where they're coming from or explain everything, I just said, shut up and get back to work. Because in the moment we were on emergency and I was like, and that's how I showed up as a leader is I go, you know what?

34:47Don't talk to me. Shut up and do what I told you. Have I ever said it that to somebody before? I don't know if I said it that way, but I've definitely made them feel that way. What's more important than what happens in that moment is the moment that happens later as a leader, is that you come back and repair that because it is, it's a nuance.

35:05There are times where if somebody is putting me or somebody else in danger in the moment, we're not gonna sit down and talk about feelings. I'm gonna yell at them and be like, get away from the fire. You know, like, so there is a nuance to where There's moments that it calls for very direct communication that sometimes can be abrupt, and there are moments that cause— that call for more nuance and more empathy and more discussion.

35:34And we're not always gonna get it right, but when we show up as leaders and say, okay, hey, I feel like I missed the mark on this point. Can we just pause for a second and go, hey, that was not my best moment. I am so sorry. And that actually is more meaningful than the moment that created that repair. And so, and will have a longer impact.

35:56So I think, yes, it's very nuanced. And even in the nuance, we're gonna get it wrong. And when we do, when we show up with a mindset of repair versus like trying to prove why I was right in what I did, it's gonna go much further. Be humble before you are proud. Which is what you basically did in the repair moment. And I love this as an incredible takeaway here at the end of this episode, the repair piece.

36:25You're not there to fix anything. You're there to repair the damage you've done, but you have to realize you did it. And there's a lot of people that say, this is how I am. Get out of my way. Boom, boom, boom, freight train. And this is the toxicity that ends up becoming not a good thing inside of a business and how people are just showing up for work to, for a paycheck.

36:47They're not showing up for work to have a purpose and live in a culture and enjoy what they do. And so much of it, and I don't think we stop to realize how much we as the leaders have so much to do with this. Yes, it really is. And I think if we can kind of step into that, again, not being perfect, not understand, but taking those small steps forward to try Because we do have a bigger impact than we think.

37:13I think it goes beyond the workplace. But the other thing too is when you show up this way, you will get more out of your people. Your customers will be served better. You will have less turnover. This isn't just about being good humans, which it could be, and that would be wonderful. Let's— what if we just were better humans and treated each other better?

37:33Fantastic. But bottom line here, You want more out of your employees, you wanna grow, you want customers to talk about how great you are, you have to show up in a way that communicates that you as a leader are a guide and you're there to help your team win. They're the heroes of the story. You don't need to call 'em heroes. They don't need to know that, but you as a leader need to think that way.

37:57This is great. Thank you so much. We were discussing motivation. We went to 110 different places 'cause you can do that. You do that very well. I can sit and listen to you all day long. Unbelievable. Well, you pull it outta me. Oh my God. Yes. I am a magnet. Absolutely. So if our listener is appreciating this and you've been motivated, your brain's firing on all synapses, boop, boop.

38:24It's all white glowing inside your gray matter. Then as you know, when you come on and listen to our podcast, you listen to learn just one thing. But please implement that one thing that you're going to take away. And I would believe that in today's episode, you may have to rewind this and listen a couple of more times because there was so much here that can make you a much better guide and lift the spirits and the attitude of the heroes that work for you.

38:57Did I say that pretty good? You did great. You did great. Oh, that's great. Dr. JJ Peterson from badasssoftie.com, all about StoryBrand. Thank you for being here, man. Thanks for having me. Thanks for being on board to listen and learn from the premier automotive repair business podcast, Remarkable Results Radio. Get your episodic education on the ARPN listening app at automotiverepairpodcastnetwork.com. Also enjoy the podcast on our Carm Capriato YouTube channel.

39:29CARM is all for advancing the professional automotive service industry. Until next time!