Ep 140: Why Daily Feedback is Valuable with David Boyd

0:00That's the real magic of this push format. It's consumable. It creates consistency. And what I always tell, you know, my audience is consistency wins. You're listening to the Limitless Leadership Podcast, the podcast designed to help automotive repair shops learn how to lead, coach, train, and manage their team better by sharing proven techniques and thought-provoking interviews from industry leaders. Are you ready to transform your leadership skills by tapping into unrecognized potential?

0:28To achieve limitless results. Let's get ready for liftoff. It's time to go from great to greater. Here's today's episode. Welcome back to another episode of the Limitless Leadership Podcast. Joining you from the 2025 Apex Show in Las Vegas, Nevada, I'm joined by a friend of mine, uh, a guest of the show. He is the founder and CEO of an incredible company called Call Inbound.

1:00Our guest today is my friend David Boyd. David, thanks for being here. Thank you very much. It's really fun to be here. Uh, well, David, if you would, man, go ahead and share with the audience who you are, what you do, and how you do it. Promotive is the recruiting engine dedicated to helping modern automotive shops hire better and grow stronger. With deep aftermarket experience, they know shop operations, the technician talent market, and how transformative the right hire can be.

1:22Promotive runs a full hands-on recruiting process. They find active and passive talent, screen candidates with intention, and guide everyone through a clean, professional hiring experience. The result is a pipeline of candidates who are aligned, prepared, and ready to contribute. Shops work with Promotive because they deliver consistency, clarity, and real results. They take on the heavy lifting so shops can stay focused on customers, operations, and growth.

1:45If your shop needs to hire or wants to build a better recruiting pipeline, visit gopromotive.com, start a search, schedule a conversation, and see why so many shops trust Promotive to find the right technicians. Great. Well, my, my name's David Boyd. I, uh, own and operate Call Inbound. We're a, a voice communication company. VoIP is a common term, uh, voice over IP. So I do voice communication.

2:08Um, I'm an engineer by training. Um, I, spent— I grew up, I grew up in corporate America as a process engineer. That's what originally got me involved in technology. I fell in love with technology and in the early 2000s I found myself affected by the economy. So I had a choice to make and decided to go into business for myself, got involved in voice communication, and about 10 years ago now started Call Inbound.

2:39Okay, excellent. So started Call Inbound about 10 years ago, you said? Yeah, just, just over, yeah, almost 10 years ago now. Okay. And then something about your company that's different from other VoIPs, if you will, is your team is from the industry, correct? Yeah. So I, you know, I got involved in— we focus exclusively at Call Inbound, exclusively on independent automotive repair.

3:03So collectively the automotive aftermarket. But really, you know, the heavy focus is the independent automotive repair industry. So, uh, we, you know, I, I got involved through a friend of mine, brought me into his organization while I was building Call Inbound, and I was helping with operations and, you know, process and systems in his multi-shop operation out of Minneapolis. Um, and then I got involved in his coaching organization.

3:30So I have a great background in, in the coaching side of this and how the 20 groups work. Yeah. Really enjoyed that and began to get connected with many more shop owners, really began to specialize. And then as I grew my company, I was pulling in people from industry. So, you know, somebody who's a former technician and somebody who's a former GM of an MSO, general manager of a multi-shop operation, could be careful sometimes with the acronyms.

3:56Those TLAs will get you. Those are three-letter acronyms. Yeah. Never mind the FLAs, the four-letter acronyms. Those are frightening and confusing. That's right. So, yeah. Very good. Um, so let me ask you this, David, because, uh, what we know is there are many opportunities as it pertains to, uh, answering the phones, uh, converting caller to guest. Um, just, I mean, beginning with the phone greeting, like what we know is that, well, and, and correct me if I'm wrong, these are the stats that I share in my own coaching, which I don't get too much into operational performance-based coaching as a leadership coach.

4:27I'm really focused on the soft skills, but I know enough to be dangerous. And, and I do help with some operational and performance-based things time to time. And what I share is based on a $650 ARO, failure to convert just one phone call per day totals over $175,000 per year. And the reality is many shops are failing to convert multiple phone calls per day.

4:49It's not just a one, a, a one-time thing. So we're talking about a seven-figure opportunity here depending on where you're, you know, uh, depending on your shop. Right. Yeah. So I, from an analytics standpoint, that's where I'm involved in. And, uh, You're, you know, you're involved in kind of the end-user development and the training and the coaching. How do we improve the performance of the service advisor, the individual contributor?

5:12And I'm looking at the data, right? And one of the key metrics is, did we ask for the appointment? So that's the one that will make an owner's head pop. Yeah. The fact that we have a conversation for a period of time with maybe somebody who has never been in to visit with us. I love the term you use as guest. Yes, that's, that's perfect.

5:33So maybe somebody who's never been in and we don't invite them. So that's a problem because we can draw a lot of conclusions on what could have happened had we just simply asked them to come in and see us. When somebody calls and says, I have a problem, my vehicle, we want to establish credibility. We want to help them understand we can fix their problem, avoid other characteristics like diagnosing over the phone, which can increase fear for the guest.

5:58Or quote over the phone, you know, send the— those types of things which can establish false expectations. So there is a good way to do it and a not so good way to do it. But it does really come back to these opportunities or missed opportunities where we fail to ask somebody to come in and see us. And that leads to real lost dollars.

6:19This episode is brought to you by Limitless Leadership, because great teams don't happen by accident. They're led on purpose. If you're tired of wearing all the hats, putting out fires, and wondering why your team won't step up, Limitless Leadership is for you. They help leaders transition from player to coach who develop people and multiply impact through in-person or online leadership training like the Limitless Leadership Blueprint or their Roots to Results coaching method.

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7:08They're choosing what aligns, what works, and what lasts. Tectonic 2026 is where shop owners, advisors, and technicians come together to sharpen what actually moves the needle. Better leadership, better execution, and a healthier team culture. Whether you're leading the shop, Managing the front counter or turning wrenches in the bay, there's a place for you here. Tektonik is happening April 9th through the 11th in Houston, Texas.

7:29Tickets are on sale now, and Limitless Leadership Podcast listeners can get $500 off standard pricing with code LIMITLESS500. Go to tekmetric.com/tektonik. That's T-E-K-T-O-N-I-C, or use the link in the show notes. Let me ask you this, David, because what we know is that knowledge without action is just information, right? And one thing among many, one amazing thing among many that, that you guys offer is, um, I'm, I'm gonna say that I'm probably gonna do, do a discredit here, but it's a daily, it's a daily data dump.

8:00So, yeah. So every day, um, Call Inbound will send an email with the data, um, from the previous, previous day. Correct. And it's bite-sized information. It's data. Now, so that's the knowledge that you're getting, but, but we've gotta take action based on that, on that knowledge. Otherwise it's just information. Can you speak to, uh, what the data looks like in terms of the bite-sized chunks, if you will?

8:24And also, uh, what are some ways that Call Inbound, uh, collaborates with the shop owner to help them understand that you've gotta take action based on what we're sending you? Right. So, uh, we'll take a step back to how we started. We've been doing AI call analysis and AI, AI is phenomenal if it's used appropriately in the industry, right? You see and hear about AI everywhere.

8:44AI AI, sorry, real quick, David, AI is, is really an ally if we understand how to leverage it. And I think a lot of us tend to be scared of, of AI cuz we don't know what we don't know and we're trying to learn. But AI is an incredible ally if we know how to use it. Correct. That's okay. Sorry. That, no, it's, it, it, but it, it, it's valid because if, if we don't know how to use it or we think, hey, I've got this, this great AI tool, but it's not consumable, then it just fails.

9:09Yeah. Right. Yeah. And that's, that's in, in a way what happened at the, the onset when I began to develop AI tools, I thought, okay, well, we have the ability to go through a call, you know, pull that into a system, do all the transcription and analysis and the summarization and all of these things and put this into a nice dashboard. And hey, we have nice charts and all of these numbers and graphs and all of this stuff.

9:33And it's really great. And it sells well because an owner looks at that and it's like, oh, I need this. I need that, that sexy dashboard look. The problem is they don't go and use it. So that led to our new iteration now, um, which is, uh, much more of a push model. You talked about the email. Yep. And that is really our third iteration of fine-tuning the, the actual, uh, execution of AI in the, in the shop setting in real life.

10:02Okay. So it's not a, a, a dashboard that has all the charts and graphs and bells and whistles and looks really cool. It's a push model that is delivered to you daily in a consumable format. Okay. That's the key. So I'm going to send that email to you. It's going to have a top call. It will have a coachable call. It has another list of calls in there if you wanted to see that.

10:24But there's a quick summary, there's a score. And then if you want to drill into that, you click the detail and now that gives you a deeper analysis. And we have, you know, various process areas and functional components that we're analyzing. It'll tell you like a green checkmark or red X if it was hit or missed by the advisor. So it gives you that visual reinforcement.

10:44But the whole idea, John, what, what I find is super important is that whether we're sending it to the owner or an area manager or store manager, it needs to be delivered to them in a consumable format. Once that happens, now they look at it. So what we commonly hear is like, yes, I see this daily and maybe they're not doing something with it every day.

11:03And that's fine because tomorrow morning they're going to get another email with new information on that. And then they can take action on that the next day. If we're able to help facilitate, you know, 3 or 4 constructive conversations with the service advisor on a weekly basis, now we're going to begin to elevate the level of water in the harbor, right? So that's the real magic of this push format.

11:25It's consumable, it creates consistency. And what I always tell, you know, my audience is consistency wins. Preach. Consistency wins. I like the fact that you're talking about Um, the, you know, the, the daily, the daily dump essentially is an opportunity for people to be aware. They're, they're able to be aware of what's, of what's happening and what's not happening. So they're not, let me back up for a second.

11:48So they're, they're able to be aware of it, so now they can take action on it. And it's an opportunity for that team member to be more engaged in the processes that we understand are currently opportunities that are being lost. Um, Let me ask you this, David. W-whenever I do, which is not often, but whenever I do, uh, phone skills training or coaching, uh, one of the things that we talk about is menu priced items.

12:10So when someone is calling and asking for the price of an oil change or an alignment, these are menu priced items. So for the most part, you can provide a price over the phone with a menu priced item. I'm not gonna suggest that that's the best practice, but if someone calls and asks for the price of a menu priced item, now it's an opportunity for us to share what our differentiating unique factors are.

12:29Correct. Right. So, when someone calls 4 different shops and they're asking for the price of an alignment, and the first 3 shops say, yeah, our alignments are $79.99. Right. Okay, great. Click. Yeah, our alignments are, uh, $99.99. Okay, great. Click. They call a third shop. Our alignments are, uh, $119.99. Okay, great. Click. They call, they call your shop, David Boyd Automotive, and what you say is, uh, absolutely, uh, with our alignments, we're gonna put your vehicle on the latest laser-guided Hunter alignment machine.

12:56Which means we can get your vehicle more accurately aligned than anyone else in town and get your, get your vehicle, uh, outta here quicker than anyone else in town, right? And, and, uh, for your alignment, uh, the, your total investment would be, uh, $129.99. Um, I have availability on this day or this day at this time and this time. Which of these work best for you?

13:12The whole reason I'm bringing this up is because every one of these shops that they're calling probably has a Hunter alignment machine with lasers. But the fact that you're saying it like these are the differentiating factors, you can even say,, it's gonna be put on, on the rack, uh, by a master certified ASE technician, right? Um, we're giving the differentiating factors. Let me ask you this.

13:34What are the differentiating unique factors that Call Inbound offers that perhaps others don't? It's great. And what, what you're talking about is value versus feature, right? Okay. Yeah, that's right. When, when somebody's calling the shop with their, you know, their concern about their vehicle, uh, they're either gonna ask a price question or, you know, do you do XYZ? And yeah, people will say, yeah, we have this feature, we have this feature.

13:56So I don't talk about features of what we do. My digital communication platform has 100 different features, and I will absolutely bore you to death if I try to go through and tell you what all those features are. Try me. Yeah, well, how much time do you have? So what I want to do is communicate to you that I understand who you are and what you do, and I also want to help you understand that I am part of the industry.

14:21I work in the industry. I have very extensive operational systems experience in automotive repair. That gains trust, right? Exactly. So, and if we talk about like, no trust, which is, you know, a common moniker around, you know, developing this relationship, I want to help communicate to you that we are part of the industry. We work together and if I'm able to help you understand that I— sorry, I lost my train of thought there for a second.

14:55I hope you can edit that out. Yeah, we can do it. So yeah, folks, if you're listening, I'd encourage you to tune in and watch this episode. We are, as I shared, at the 2025 APEX show in Las Vegas, Nevada, and we are currently experiencing some technical difficulties. And so we're trying to work that through while we're all going live. Are we good to go, Braxton?

15:16Excellent. Okay, I, I saw you hitting the buttons over there. Your, your screen is going and, uh, her actions over here, right? Yeah, plus it's day 3. I mean, we're like, we, we've been doing this for— everyone's tired, um, but hey, we're gonna— the show must go on, right? Show must go on. So let's come back to, uh, uh, center here and we'll talk about, you know, what, what's, what's the unique and differentiating factors about Call-Inbound.

15:38So Being part of the industry is really important. My team is from the industry. So I think we talked a little bit about, you know, the importance of having the people that are on my technical support team and my implementation team. They're from the industry. My account manager, the gal who heads up our, you know, our client success department, you know, was manager of a multi-shop operation out west.

16:03So the reason that's important is because one, we understand the industry, and two, we understand the significance when there's an issue, something that you need to have handled, or a question that you have that's top of mind. It's important for us to address that in the context of how does this affect you as an independent automotive repair shop owner. It's also— I got to assume that it's also one of the reasons why when you do send the daily email, it's not just boatloads of information because You all understand the environment of a shop.

16:35It's a, it's a grind. It's a long, long hours, uh, grueling, um, like a lot of things going on, right? A lot of moving pieces are happening and it feels like we're trying to multitask and humans simply are not designed to multitask, not effectively anyway. And so you're able to send just a quick daily email with bite-sized chunks instead of just, you know, a massive amount of content, um, uh, behind it.

16:59It's important. And the analysis that goes behind that, like the analysis that we do, is relevant to the particular process, right? So the appointment setting process, the sales process, it's relevant to the way that it normally works in the, you know, the typical shop environment. And it's customizable as well. So if you have something that you do differently, then we have the ability to adapt.

17:22That's huge. Of course, that is huge. I love hearing that. Um, let me ask you this. It's a leadership podcast and, and I want to always tie things into leadership. Um, that's what we're here for. That's what we're here to, to learn more and, and grow, grow through. How can we utilize this resource, Call Inbound? And by the way, we can, we can get resources at the click of a mouse, but it's up to us to be resourceful, right?

17:45How can we utilize this resource to grow and develop as leaders within our shop? I think it's important to have a Like if we look at training and development of our service advisors, it's an important function of a shop owner or manager. As, as a leader in the shop environment, I need to have information available and context available in order to have a constructive conversation with my advisor.

18:07Right. Who is— who's the individual contributor that I'm trying to train and develop? The call handling process is a piece of overall leadership and training development, right? So if I only give feedback to my service advisor when a problem has arisen and I've happened to go out and listen to that phone call— most shops are recording calls at this point— if I don't have a regular method or rhythm to go in and review those calls, then the only time in many cases when I'm going to listen to a call and provide any feedback is when something has gone wrong.

18:39That's right. So now this becomes a, a reprimand. It becomes You know, we say we want to, we want to turn this from a company beating into a company meeting, right? We want to, we want to have the ability to have a rhythm in place so that it's a familiar process. There are many things with, with, and you certainly run into this with call review and coaching that you do where listening to myself on a recording is, is painful, right?

19:07Painful, right? The first few times I listen to my own voice on a recording, I'm like, I sound like that? What? So we have to get over that part before we can have any real constructive training and development happen. So if we're, if we're driving this rhythm now, this is how I use, uh, these as tools to, you know, drive training as a leader in my shop.

19:27Yeah, I, I love that you shared that, and, and great point, by the way. For a lot of folks who have never heard themselves on a recording, the first, the first time that they do, it is, uh, I mean, you start getting a little sweaty. It's like, yeah, geez, this is how— this is painful. Um, but this also allows you to create a culture of coachability in your shop.

19:46So you're being proactive with the, with the training, right? And the subsequent coaching, and you're receiving it as feedback. It's not criticism, condemnation, and judgment like it could be received if you are coaching in the moment without some kind of— without a resource like this. Right. Um, now, um, everyone knows every day we're gonna have information, new knowledge that, that we can take.

20:06And be coached on it. And this is an opportunity for growth and development. I make sure that when, when I'm working with my audience on the emails that we send, that they understand, you know, we highlight and flag a top call and we highlight and flag a coachable call. A coachable call is not a bad call, but there's something in there that is an opportunity.

20:25Maybe I use the word unfortunately, or I said something like company policy prohibits or something of the sort. It doesn't. It doesn't put the whole call into the ditch. I might have even gotten the appointment out of that, but there's something that we want to use to train and coach around the way that that call was conducted that's gonna elevate the overall customer experience because this is really about the customer calling the shop that needs help with their vehicle.

20:51We want to make sure that they have a consistent experience, that they're not confused or frightened when they get off the phone, and understanding our audience because something that's very familiar to me as a service advisor is quite unfamiliar to the, to the customer who's calling. Sure. It could be, you know, a young person. I think about my, my, you know, teenage kids who are driving and I tell them, you need to— that's, you know, your vehicle.

21:15You call the shop, you set the appointment. Right. And they haven't done— they're uncomfortable with this empowerment. Right. So but the first time they do that, I'm thinking like, what is their experience with the service advisor? What are they asking for? How are they asking for it? Like my kid, right? So But that, that translates to many other people's experience as well.

21:35So what are we doing to empower the service advisor and train them and help them put themselves, you know, in some way into the, into the customer's shoes so that they know what that experience is like? I have a very unique perspective. I'm not a technician. I've not been a service advisor. I work operationally in the industry. So a lot of my experiences as a customer of the automotive repair process.

21:58Yeah, right. So I always learn something every time I call to schedule service for my own vehicle. And now I use that and adapt that into this call analysis that we do. I would venture to guess, David, now maybe I'm biased because I'm actually very similar to you. I'm more of a, you know, I don't know automotive like our, like our audience does.

22:16But I'd imagine that this gives you the opportunity to see things from a different perspective that perhaps a lot of industry folks might be missing. Sure. Maybe it's a— maybe it's a blind spot for them. And so you're able to see things differently and, and, and move, move accordingly. Let me ask you, David, the first question I ask every guest on this podcast is always, what does leadership mean to you?

22:41How would you answer that question? This is— I love the question. I'm glad that you ask everybody this. I've heard certain— some of your podcasts and have heard some great answers. What leadership means to me is it's really two-part. It's what is my role as a leader? And then how do I, how do I subject myself to leadership? I look at both of those from the perspective of servant leadership.

23:06And I know that that's a term that has been mentioned on your podcast before. Servant leadership is, is important to me. And it takes on a, it takes on a wide variety. Sometimes you hear in, you know, a religious sense, service. Servant leadership in a professional sense, servant leadership. But it really is— it's a mindset to me that as a servant leader, I want to subject myself to authority and I mean subject myself to someone else's leadership.

23:35I have mentors in my life who are trusted that I submit myself to them. Yeah. And I look for characteristics in their leadership and then I try to adapt and adopt those characteristics in the way that I lead people. And that, that servant leadership is profound because if, if I look at leading somebody in an authoritarian, you are going to get in line because I'm the boss, it doesn't matter if it's my wife or my child or my employee, that creates a barrier.

24:10Sure. Because now they're, they're feeling subjected to the demand and the command. So if I will demonstrate that, one, we're in this together, I'm going to lead you down this path and I'm going to show you that not only am I asking you to go down the path, but I'm going to go down the path with you and demonstrate that through my actions and my words, even if a mistake is made.

24:35And I think the biggest opportunity as leaders that we have is how are we going to perform, respond, and react when mistakes happen? Yeah. And how am I going to develop somebody that is under my authority or under my leadership? And how does the conversation happen? How are we— you know, reprimand can happen in a lot of different ways. Leadership isn't always about reprimand, right?

25:02It's about growing together. And I try to, you know, internalize that and I make mistakes. I think another characteristic of a good leader, and I see these mentors do it in that are part of my life, but if I make a mistake, do I own that to my kids, right? If I make a mistake in parenting, I chew them out for something or lose my cool with my wife.

25:27How do I respond to that? And do I demonstrate my leadership through my own personal accountability? Things are often caught, not taught. You know, I can relate to— it's funny because just the this morning I was on an, uh, did another interview. We were talking about kids and, and right now our kids are, 3 of them are teenagers. Yeah. And, and suddenly when they became teenagers, I knew nothing.

25:47Like, I don't, I, I'm not smart anymore. Dad doesn't know anything. And, and I'm like, man, I thought I was, I thought I knew some things and now my kids know, you know, suddenly I don't know anything. Anyway, all that to say this, my hope and prayer, quite frankly, is that the, the things that my wife Jeanvier and I are doing, um, it's, Sometimes it feels like we're telling them over and over and over and over again.

26:09The good news is I know they're catching, I know they're catching it. Yeah. May, may, may not, may not look evident right now, but I know they're catching it. Um, here's a question for you. Yeah. How does it feel to have listened to, to this podcast multiple times before and, and you've heard a lot of great answers to that question that I just asked, but you come in here and just drop the mic with one of the best answers that question has ever had.

26:34Well, thank you for that. That was strong, man. I love that. It's, it's not rehearsed, I promise. I just, it's, it, that's, that, it's the core of my belief system. Yeah. Um, I, uh, I, I think I have an emotional perspective or emotional response when I, when I think about leadership because I've had so many great leaders in my life and, um, I'm getting emotional.

26:56Yeah. Is that okay on your show? Absolutely, man. Yeah. I appreciate that. Hey, we, we connect through authenticity, humility, and vulnerability, David. I mean, yeah. So, yeah, man, I, I speak from the heart. Yeah. Like, this is what I love and appreciate about you. So one, one of the, the most significant things that, you know, I, I look at my whole experience as being a dad, like how many profound mistakes have I ever made?

27:17Yeah. And to have my, uh, I'll take a deep breath here if you don't mind. I like, go for it. So, have my now 21-year-old son reach out to me and say, hey, you know, you do this with your men's group. You've done that for a lot of years. I've seen how important that has been. And that, you know, that's my mentor group, right?

27:38I submit myself to their authority and, you know, their, their influence in my life as mentors. And, yeah, you know, at 21, he says to me, I want that in my life. Oh. Goosebumps, right, man? And it was, it was, uh, it was profound. So, uh, you, you know what made me think of that was where you said it's caught, not taught.

28:00I didn't, I didn't tell my kids, go out and, or, you know, my oldest son in this case, I didn't tell him, go out and, you know, find a group of trusted men that you could be transparent with. Um, he saw that in my life and, and how important that has been to me over the years and he on his own decided, hey, that's something I want.

28:17I saw my dad do that. And how many, how many dads, you know, listening here, or moms for that matter, too, are, you know, proud that they're— that their kids have, have seen the, the, the good and the bad. Yes. And they, they're making decisions now as they go into that season of life as adults. And, you know, we can step back and say, boy, I mean, I joke with my wife about it because I'm like, My, my kids make me look like a good parent.

28:46You're a good parent, David. I appreciate that. And, and I, I feel like, you know, as, as a parent, I don't know if you go through this. I, you know, we talk about this as parents. I just, I, I feel like I focus on all the mistakes I've made as a parent, all the mistakes I've made as a husband. We're, we're, we're good people.

29:06Yeah. So I think that's, that's super important and we need to give ourselves that latitude and permission to say, I've done this well and I see what, you know, how this is playing out in my employees' lives and my wife and, and in my children. I love that aspect about, you know, and thanks so much for asking the question, what does leadership mean to me?

29:29Yeah, that's the, that's the full picture. David, thank you so much for sharing that. Thank you for expressing some vulnerability and embracing the opportunity to really talk about how impactful mentors and coaches have been in your own life. You know, I share on occasion, one of the most rewarding things about being a coach in this incredible industry is how the benefits received often extend beyond the workplace.

29:56So it's not just becoming a better leader at work, it's also being a better husband, a better wife, a better parent. It's I've had folks who have literally on, on calls broken down and talked about how this coaching has saved their marriage. This coaching has, has helped repair their relationship with their grown children. Yes. And, and, and I want to say this too, um, as a coach who has a coach, because I think everyone should have a coach.

30:23Um, I have my own coach. I have my own counselor. If, if you listen to this podcast before, you already know that, cuz I talk about this often. I, I mainly because I'm, I wanna be very open and honest about how people are never going to have it figured out. This, this phrase of fake it till you make it— if you're going to say anything like that, say face it till you make it.

30:39But the reality is we're never going to make it, and we're always going to be lifelong learners. We're always going to have opportunities to grow and develop as people. But you can't grow and develop as people if you don't have people that you trust in your life who you're willing to submit to their authority and allow them to speak truth into your life.

30:54And it's so important to have a coach, to work with a counselor. Counseling is not a bad thing. If there's there's gyms on every corner. So we're highlighting the fact that we can go get in great physical shape, but for whatever reason, mental health and improving the greatest asset that we own, which is our mind, for whatever reason is still somewhat of a taboo topic.

31:14It blows my mind. And so being able to share, being able to hear how impactful coaching, counseling, mentoring, has been for you, I think is, is, is huge. I'm gonna segue into the second question I ask every guest on this episode, on this podcast, which is what is the greatest advice that you've ever received from a coach or a mentor? My business coach a number of years ago, actually shortly after I started, uh, my company Call Inbound, he, um, I, I, I felt like I was struggling.

31:44I was, you know, I was trying to, you know, just hit the street and sell. And I mean, th— this is, It's a professional coaching type of example. There are lots of personal coaching examples as well. But in the, in the professional sense, what my business coach told me was, from this moment on, you're no longer selling phone service. You're selling yourself.

32:04You're selling David Boyd. And this was super important because if I, if I'm selling phone service now, I'm competing with 1,000 other companies that are, you know, all doing the same thing and they're racing to the bottom on low-cost providership and things of this sort. And they're not selling value. And that was a turning point about a year and a half into my new company.

32:25Yeah, I needed to make a decision. Was I, was I going to make it? And he, he put the hammer down. He said, you are no longer selling phone service. I don't even want to hear that thought from you anymore. You are selling David Boyd and you are selling what you bring to the table. And it changed me, right? So from that moment on, I, I, I began to talk different.

32:47I began to think different. Yeah. And I, the, my company is what it is today because I stopped selling phone service all those years ago. It took a perspective shift that your coach shared with you. And with perspective, the way that we view things drives the way that we do things. Shop owners, if you're listening, think about what David just shared with you.

33:08What he said is that you're not selling automotive repair service. You're selling who you are. It's your core values. Core is Latin for heart. Your core values represent who you are. So if you're listening and you don't have core values, this is an opportunity to create core values for your company, for your business, so that you can sell yourself. You can serve guests based on who you are, and you're doing it through the vessel of automotive repair.

33:37That's right. If you have core values, and they're— make sure they're not just hanging on the wall. It truly is who you are, not who you aspire to be. Those are aspirational. Aspirational core values is, well, I, you know, we want to be, we want to be, uh, uh, humble and honest and, and have integrity and be— we want to be fun.

33:56And I'll use this fun example, uh, uh, fun as an example. Let's just say that you're— maybe you're an introvert and maybe you're, uh, not necessarily known as quote unquote the life of the party. Yeah. I mean, I'm not saying you're not a fun guy, but if fun is not something that really describes who you are, that's not a core value. Core value is who you are.

34:16So remember that the service you're providing— there's a difference between service and serving and selling. The service you're providing, it's that they're purchasing because of you, of how you made them feel. They're not purchasing— they're not coming back to you because you fixed their brakes. Right. You're just doing that through the vessel of automotive repair. Well, David, as we begin to wrap up, let me ask you this.

34:40You shared what Call Inbound is. You shared a little bit about how Call Inbound can benefit the shops. If someone is interested and someone wants to get to know who you are and learn more about, about Call Inbound, how can our audience get in touch with you? Yeah. So first, you can, you know, see like the capabilities and how we bring value to the independent automotive repair shop owner.

35:04Checking this out on callinbound.com. Okay. If somebody wants, they can certainly reach out to me directly, david@callinbound.com. Happy to talk with somebody. You know, we can meet up, exchange emails, have a phone call, meet up at APEX 2026. That's it. And, you know, I'm out in the industry all the time, so I love making sure that we have the opportunity to connect with, you know, fellow shop owners in the, in the business.

35:33Folks, reach out to David, uh, get in touch with Call Inbound, uh, go to callinbound.com. I promise you, you will not be disappointed. David Boyd, thank you for joining us on the Limitless Leadership Podcast, my friend. It's been a real pleasure. Thank you. Likewise. And thank you for tuning in to another episode of the Limitless Leadership Podcast. As you know, every episode we look to transform our leadership skills by tapping into unrecognized potential to achieve limitless results.

35:56So thanks again, everyone. Have a great day. Don't forget to smile today. Tell your loved ones how much they mean to you. I'm Josh Parnell reminding you to keep leading well.