Frameworks that Free You with Glenn Pasch

August 17, 2022
Glenn Pasch has seen a lot. Now he works directly with dealerships to build structure and processes. He views the world as a puzzle to be solved for the customer’s sake, and believes that as you ask the right questions and design the right roles, everything will click into place. The more guardrails you have, the faster you can run, and the better you can perform.
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Glenn Pasch has seen a lot.

Now he works directly with dealerships to build structure and processes. He views the world as a puzzle to be solved for the customer’s sake, and believes that as you ask the right questions and design the right roles, everything will click into place. The more guardrails you have, the faster you can run, and the better you can perform.

What we talk about in this episode:

0:00 Intro with Michael Cirillo, Paul J Daly and Kyle Mountsier.

3:48 According to Glenn, asking the right questions makes you a better leader.

“I think that a lot of people get stuck in the classroom. So think of it that way. You're stuck in listening to a podcast, or you read a book and you get stuck with a bunch of ideas that are written down. And if you're not asking the right questions of okay, well, what do I do with this information or this data, then it just sits there. And then, you know, people get frustrated that nothing's changing. And so I think that the essence of a good leader is not to tell people what to do. It's to ask them the question, so they end up finding the path I want them to go on. But they find the path themselves. And so my best trait, or I think one of the best traits of good leaders is asking questions that you may already know the answer to, but it's not my idea. It's yours.”

9:44 Retail automotive is a personality driven business. But we can fall into the false belief that a great personality outweighs structure. Glenn understands personality on top of structure lets a person execute more quickly.

20:42 Glenn talks about building job descriptions and duties so that someone else can fulfill that role if needed, especially when they’re promoted. He says that too often we write job descriptions based around a person currently in the position.

23:48 Kyle compares this type of collaboration and structure to jazz music, and how all the musicians have to understand each other and where they are in the song. It’s intricate, but it's next-level music. It’s the same in the dealership where there is structure and understanding.

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SPEAKERS

Glenn Pasch, Kyle Mountsier, Paul Daly, Michael Cirillo


Paul Daly  00:00

So Glenn Pasch is one of the very few people in the automotive industry that actually has been to my house.


00:12

This is Auto Collabs.


Paul Daly  00:14

Kyle, you're one of them. Right, I Cirilo. We'll see what happens. But Glenn, in typical fashion, was going on vacation somewhere in I think it was Niagara Falls, New York, and he sent me a text like, hey, we'd love to stop by and say hi, cuz he's always thinking that that person personal relationship building, came over with his wife, his sons had a beautiful evening. And, you know, Glenn is just the same person, regardless of where he is, and professional life, personal life. And he's obviously someone I would trust to be in my house with my family,


00:42

which I think


Kyle Mountsier  00:43

I think Glenn when I was leaving the dealership when he found out and we had, you know, we knew each other beforehand, but I think he was like, the third person after my mom and one other person that called me and was like, oh, man, I'm excited for you can't wait to see what you do. I'm here, let me know, I've started businesses, I'd be glad to help if anything goes crazy. Like there. It's not just me, but there's a lot of other people in automotive that are here for you. And so he's just and he's done that a few times. It's normally random calls and when you're least expecting it, and then He never asks anything. It's just a bunch of give. And that's, he's he does that throughout automotive, which is incredible.


Michael Cirillo  01:24

I am indebted to him, because he's the first guy who gave me a shot.


Paul Daly  01:35

Really? What do you mean by that?


Kyle Mountsier  01:36

He's like, he's like, so Paul. And Kyle.


01:39

That's a cool story. moderates that room on clubhouse.


Michael Cirillo  01:42

Yeah, the moderator. No. So let's go back. I'll spare the details. And I'll just get to the TLDR version of it. But basically, when I was overcoming my demons and said, I need to meet other successful people, and I need to know them. I wrote his and his brother's name down in the in a book. And took took a shot. And they were putting on a conference called metaphor, Auto Con, Auto Con 2011, or something like that. And I man, I was so freaking nervous. And I applied. And they were like, never heard of this guy before. But let's give them a chance. And


Paul Daly  02:20

you literally have known Glenn for 12 years. Yeah, 11 years.


Michael Cirillo  02:23

Yeah. And but it just validates everything that you guys were saying. And I wanted to just get that in there and say, it's absolutely true. He he's never looking for anything in return. But when you ask him a question, he immediately has an answer. And I think that's just so unique. And I And and so just always grateful for anytime we get the chance, the chance to chat with him.


Paul Daly  02:45

Well, hope you enjoy our conversation with Glenn. Glenn, thank you so much for spending some time with us today. I hope we can get through this interview without breaking down and laughter or referring to ourselves in the third person.


Kyle Mountsier  03:07

I hope we can't make it through it actually.


Paul Daly  03:11

We all know what's going on here. That's got to happen. But Glenn, thanks for joining us today. We appreciate it.


Glenn Pasch  03:17

No, thanks for having me. This is gonna be fun. Okay, so


Paul Daly  03:20

you're somebody who I would consider a host a person a leader who knows how to ask good questions. And, you know, when when you started talking about like, you're in charge now what, which was, you know, kind of your trajectory over the last, I don't know, probably three years, when that first started kind of hitting the scene, you seem you seem really focused and obsessed almost, with asking the right questions. Why


Glenn Pasch  03:46

is that? I think that a lot of people, they get stuck in the classroom. So think of it that way. You're you're stuck in listening to a podcast, or you read a book and you get stuck with a bunch of ideas that are written down. And if you're not asking the right questions of okay, well, what do I do with this information or this data, then it just sits there. And then, you know, people get frustrated that nothing's changing. And so I think that's the essence of a good leader is not to tell people what to do. It's to ask them the question, so they end up finding the path I want them to go on. But they find the path themselves. And so my best trait, or I think one of the best traits of good leaders is asking questions that you may already know the answer to, but it's not my idea. It's yours.


Paul Daly  04:44

So you're saying ask a question in some instances that you already know the answer to because you want the other person to work through it. Yes.


Glenn Pasch  04:51

So if so, for example, if you're coaching somebody and you don't get the results that you want, you know, a lot of times people will default or some leaders will do Call to just say, Well, Michael, you know what to do, Paul, you know what to do? Or, hey, how many times have I told you to do this? But if I sat there and I said, Well, Kyle, let me ask you a question. What do you remember from training about x? I'm gonna unlock where the disconnect is, is it that Kyle forgets what they were supposed to do? Is it? He is half and half? Or is it that Kyle knows exactly what to do. But Kyle's choosing not to do it. So it's a completely different reason. But if my default is always well, Kyle doesn't know what to do. And that's all I say to them. I disconnect. But if he tells me this, then it's easier for me to go, Oh, here's where we're going. But again, it's it's that idea of they're leading the conversation, even though I know where I want you to go. It's like a


Michael Cirillo  05:48

therapist. Well, it's the ultimate, it's the ultimate maintenance of control in a positive way, for example, you know, the way I see it, because Glenn and I, I mean, you and I have had tons of conversations, just after hours, weekends, you know, I'll ask you your input on certain things. And, and I've experienced what you're talking about hear firsthand from you. And what always interests me, what I always tend to pick up on is if you can deploy that type of leadership style, it's because you have confidence that you've also created the the parameters within which the person will operate. Right. And most people are afraid of this, because they have absolutely no control. They have no clarity on what they want, what their business looks like, where are the walls, what are the parameters? What's the context? And so I, I don't know what your thoughts are on that. But I feel like that that needs to be key to this whole infrastructure is you need to have clarity as the leader on the context with which they will operate.


Glenn Pasch  06:53

Yeah, I agree. I think I've been very lucky. Throughout my life, you know, being in certain situations, you know, I played music, you know, in school, and there's a framework to that there sports.


Paul Daly  07:07

By the way. I,


Glenn Pasch  07:09

I played trumpet. My, my grandfather owned the largest music store in central New Jersey. So when fourth grade came around, you had to have pickup instrument. So I went into the store, and I picked whatever was easiest to carry back and forth, because I had to walk almost a mile to school. So my friend Brian, my brother, Brian picked clarinet. I picked trumpet. And my older brother, I think he was first and he picked it. I think he picked the trombone. And I said, that's way too big. So we went for Trump did the three of you


Paul Daly  07:44

like learn that? That little song from the first episode of Star Wars, you know,


Glenn Pasch  07:49

burnt butter? For butter? We're actually we're in the back there. We're playing that's all I gotta say, Brian, rocker the clarinet on that. So I know, I know. Benny Goodman asked, there he goes. No instrument, Glenn Pasch, oh. But when you when you are in that, or you played sports, or I did a lot of work in hospitality, and, you know, I was an actor for a long time. There are barriers and there are people and I remember this, clearly, having a director have a discussion with an actor at one time. And he said, all of this, you're telling me all these things that I have to do when I have to do it, you're you know, you're restricting my creativity. And he said, actually, it's counterintuitive. The more you have that framework, the freer you can be. Yeah. Because now you're not thinking about it, you can actually sit and respond. So if you think you're like jazz, it's exactly it's so the more that you have in let's do in automotive, the more processes you have, or the more guardrails you have or frameworks, then I don't have to think about what should I do next, I can just be and then I really can run fast. So like sports, if I know that one, this play, that's where I have to go. I can just accelerate and everything. It frees me up. So So to your point, Michael, the more that you have these as a leader, you need to provide that structure for your for your people. That's why it's important to have all of their roles and responsibilities documented. So when you hire someone, you can say, Kyle, can you do this? And they go, Yes, I can or no, that's not my style, saves time. But now we're all training off the same playbook. And hopefully, we're unshackling Kyle to be able to run fast and so his whole personality can be delivered to this. The problem is Automotive is such a personality driven business. We think if you have a great personality, you don't need the structure instead of understanding. You could be even better with that all of what you bring to the table with your purse. Now the if you had the structure,


Kyle Mountsier  10:02

you know, one of the things that I, as I'm listening to you, and as I kind of like watch you around automotive spaces, I noticed that you have a particular passion for just allowing leaders to lead better across automotive like it's a, it's a broad reaching desire that you have that's that's like deeply rooted in who you are. And, you know, when I found out that, that the majority of your adult career prior to automotive was in hospitality, I was like, Oh, my goodness, absolute straight line to what I would tell what I see you like imploring people in automotive with how they lead how they operate their businesses. And so like I want to hear about, as you transitioned into the auto space, what about as you came into auto learned it more and then and then sunk your teeth in, like created this desire to have a focus in how people are leading or operating their businesses more than just, you know, because you've got PCG, and you've got the marketing side, but you have a much broader, you know, focus in in how to care for the industry? How did that shift come about, as you moved industries and kind of learned automotive?


Glenn Pasch  11:23

Well, automotive, it was more of the marketing side originally, when I before I joined with Brian in the agency side, I was building and trying to build a business that would go in and focus on customer service and process and organizational structure and discipline and things like that. And then we pivoted into joining him. And that's really what I did. Initially, it wasn't that I loved marketing, or really even understood it, I was helping him build the infrastructure for his company. And so I learned the marketing side by side. And the marketing made sense up to a point like I'm not this analytics junkie, right? He is He loves it, as we can see now with, you know, the GA 4 council and putting we're going to system ties all of these metrics. Data to me doesn't do anything unless I know I can do something with it. And that's where I saw an automotive there was tons and tons of data which bogged people down or the ignoring of data, because, well, this is the way we did it. But my brain just sees puzzles, meaning when I see flow workflow and how people interact with each other. It's always about the customer. That's all I ever cared about. Because that came from hospitality. It's always serving the customer. So when I came into automotive and went into the dealerships, even before I joined Brian, I started working with a dealership because he said, you know, no one's going to respect you in automotive, if you haven't worked with dealer, so of course, I went to a dealer and said, You need customer service training. And he's like, I don't know what that means, but gave me a shot. And people that first of course, pushed on it. But later on, some salespeople came up and said, you make sense, we really should be doing something like that. So automotive and hospitality are very similar. Every day is different, you could be swamped. You could be dead, you have products, you have structures, but it's people. And that's what I love. Watching is developing teams playing the game. And leaders just, I just want people to I want to help people, be better leaders or better coaches to their teams, because that's how they're going to accelerate. And at the end of the day, they're going to take care of the customers, which means they're going to generate more revenue for themselves. So that's really what I see. And it frustrates me because I can't stop seeing it. Yeah, you know, my son now works in a restaurant. And now when we go out to eat, he goes, Oh, I see everything now. And he goes, I just see it now and I go Yeah, well you're not going to be able to unsee it and so for me when I go into it, it's exciting when I see it running really well and flowing really well and you but I just can't help seeing well they could do that a little better. That's that it's just the way my brain sees things.


Michael Cirillo  14:12

Do you think this is why you're such a good cook? Because you need you see all of the ingredients needed in order to how do you know he's a good cook? Do you not follow your guests on social media? Just


Glenn Pasch  14:26

because I picture food


Kyle Mountsier  14:28

all the time. It's unlike


Michael Cirillo  14:30

just made me exchange rest appears to taste good


Paul Daly  14:33

on the internet mean


Michael Cirillo  14:36

that he sent me recipes they actually taste good. Also, she has


Kyle Mountsier  14:41

to be clear about this. Like Glenn is very good about his social media etiquette and done post photos of food on LinkedIn. It's only on Facebook. And Paul doesn't even know Facebook, so that's


Michael Cirillo  14:54

Okay, gotcha. Okay, that makes more sense. But But do you think I think about The similarities between hobby of enjoy cooking delicious meals and the business workplace, because you're one of the few, I think that can actually point out logically, there's a great deal of common sense I find in, in your approach, a great deal of logic you say? I mean, for example, what you just said about leadership, you and I both know full well that, first you need to be able to lead yourself. Right? And you have a lot of discussion about that. How can I? How can I implore these others to do something that I'm not willing to at least do for myself? How do I lead and discipline myself? And so I find, you know, as you teach, and as I wit lean in, that tends to be a common thread you. You're very good at articulating, here's all the ingredients for success. Now, let's go do something with it.


Glenn Pasch  15:51

Yeah, I look at a little I don't know, if I'm, I think I'm a good cook. So Paul, yes. But by the way, it's more that my wife always says this to me, like, I'm happiest. Taking care of other people. She goes, You love making sure everything's together, like you're happy, what you're uncomfortable, if you have to sit there and do nothing. Like you want to be part of the team that somebody brings you over to their house, you want to help them, it's not to say, Oh, get out of the way. I'm better, it's more I need something to do. So I think my approach always is is that team effort. I try I've I learned this from again, in hospitality at this one restaurant who wanted a mentor said, and here here is the owner and he's getting water for people are doing things he goes, my job's not more important than anybody else's. It's we all have to do it to be successful. And I always took that away like titles mean nothing to me, it's about our we take our mission is to take care of our customers. So whatever it has to happen, we're going to take care of our customers. And so you have to be willing, not that you're showing off, you have you I think the biggest problem is sometimes some leaders push people out of the way to go take care of something thinking they're helping, when in reality, they're causing a disconnect, because when you're not there that those people are not able to do their job. So you have to do your job, the further up, you go away from the front lines, you're more responsible to coach and train than you are to do like that becomes your job. And I think that's a disconnect for some leaders, because they still want to be in the game. You know, they want to be they want to show it's really


Paul Daly  17:41

tough. I mean, everybody was seen. It was horrible. I think it was in saving No, no Band of Brothers. Have you ever seen a Band of Brothers and you have Lieutenant Winters, who was one of the main characters, he got promoted, and his men had to attack a position, he came up with a strategy, and something went wrong. And he went to run, like grab his gun and go help. And the general grabbed him like by the neck and said, No, you have to stay back here. Right? Because if you were there, you can no longer see everything that's going on, we need you to pay attention to everything else. You know, it makes me think back to the beginning of the conversation, when you're talking about the framework that kind of frees you up. He's talking about acting, you know, Colorado jazz music. What are some of the frameworks in automotive, that you think need to be in place? Or what is like one or two frameworks that you feel like if that's in place, it allows people to move freely and serve other people? Let's talk about the sales department.


Glenn Pasch  18:37

Well, I think every every aspect, so I try to make it a little bit simple. So if you save yourself and work backwards, saying how do I want my customers to feel so in your case, salesperson, when they after they leave? And after that sales interaction, whether they buy or not? How do they feel? What what do we want them to feel? Then we say, Okay, well, what does that salesperson have to do to generate those feelings? And then we're building a process. So I think, for everyone in terms of sales, what are the roles and responsibilities of that individual? That job? See, and so again, what are some of the problems in a lot of images?


Kyle Mountsier  19:16

Because people are gonna miss this. And I have to point this out, you're about to go down a thing. And if I don't get back to this, okay, I want to, I want to draw this line between, I think a lot of times what we ask about what we want for customers, is we ask what do we want them to do? Now we might not ask that in particular, but we we are asking ourselves the framework of sales, the framework of a job responsibility, the framework of how someone does business is what do what do we want them to do? which the answer is buy a car, right? And you lead with a totally different question, which is, how do we want them to feel when they leave? Leading with that is like In a different framework, that's a totally different framework that that enters the whole conversation from a different perspective than what do we want them to do? It's how do we want them to feel? Which, you know, and if anyone kind of follows Paul over the last few years, which is directly related to an overall business's brand, but like that entrance into a framework, totally readjust how you do a job description, or a payment plan or anything along those lines by just asking the first question differently back to how you ask questions. Right?


Glenn Pasch  20:33

Right. So so when you do that, then you go into well, there are actions and then actions turn into a process. The key is, it's for that role, we have a tendency to create job descriptions or positions about the person that's in it, right, especially when you go up further, it's the general manager Michael's the general manager. No, he's not. Michael's fulfilling the role of the General Manager, which means Michael follows these roles and responsibilities and tasks and duties on a daily, weekly, monthly basis. If he goes on vacation, someone has to step in to do that role. In order for the machine to keep going forward. The key is, I have to train somebody to be able to do that. But if not, we make it Michael's the keeper of the secrets when Michael leaves no one knows what to do. So if you have the roles and responsibilities of a salesperson written out, we train on him. Now when I hire, I can say this is what we do. The role of the General Sales Manager or desk manager or f&i, manager, or general manager, all of those roles have to be documented. And then it's easy to transition. So where there's usually a breakdown is that promotion, we do a very good job of training salespeople in automotive, that a lot of that's written out. But when you're promoted to a desk manager or f&i Manager, is there a handbook? Is there something written out that says, here's your duties? Or is it go trail Paul for a little while, and they'll tell you what to do. And then it's all the versions of the telephone game? Versus No, here's the handbook. Have to be a General Sales Manager. Here's what we do here. Here's how we desk here's how we do this. Here's how we do this. You're going to be a general manager. Well, in our group, this is what the general manager does. That takes away the personality of, well, when Paul's running it, we do this? Well, Michael's here, it's this. And then Well, Paul decided to change something. So I don't even know what the hell's going on. That to me are the structures if you start working on those pillars, and it doesn't have to take forever, literally, the general manager over lunch one day could just say, what would be the if I if I as general sales man, General Manager, the only thing I had to do in this dealership was be a salesperson, how would I map out my day? And just map it out and say, Okay, what skills do I think I would need as a salesperson tink, tink, tink. Great. That's a starting point, get all the salespeople doing that? Well, if I had to be a General Sales Manager, if I had to be a desk manager, what do I need to do? Write it out. And it's not, oh, everything has to be done today, if you didn't have it, but if you said in six months, we could have a little playbook for all of this. Then we're all singing off the same song sheet. We're all playing off the same playbook. And more importantly, as you get promoted, there's a handbook for you. And here's the processes. And here's what you have to do when you're this. Versus you're just promoted, you're guessing you're looking over your shoulder hoping you don't get yelled at. Yeah, because I just think the further up you go, the less training there is in this industry, going back


Kyle Mountsier  23:48

to jazz, because the jazz musicians, right? When you're a jazz musician, you are like the most accomplished of a musician. You don't get into jazz and be like, add jazz, it's kind of I play whatever I want, when I want to write jazz is like, that's the one where you got to know where everybody else is at. You got to know when he breaks off the lead then I'm coming in and when he's moving those when those those progressions I, you know, and it's it's this orchestrated entity and you have to know, every, every scale and every piece, if you don't know music, it's like, being able to play jazz Well, comes from the most experienced musicians, not the, oh, you know, they just throw some notes together and it sounds good. And I think that the what you're saying is, is we need to be playing jazz instead of church music, nothing against church music, but that's like 1 4 5 1 You're not me.


Glenn Pasch  24:49

I will go with that right. When it happened when you install this. I'm working with a group right now and we just did those couple exercises just as salespersons day, whatever. And I got this one person's day organized. And it was such a refreshing. And I felt really good about he called me up and he said, You know what, I've been doing this for 25 years. He goes, this is the first time because the store we worked at salespeople knew what they to do, the desk managers knew what to do. He knew how to interact with it, because he didn't have to be there to wonder what's going on. Because he had mapped it out. He said, It's the first time in 25 years that I feel in control of my day. And I said, Wow, he goes, I usually pull up to the dealership, take a breath, open up my laptop, as soon as I get in. And he goes, I feel like I'm putting on the fire suit what fires are going on. And he goes for the first time, I had a five minute conversation with the general manager, they got off knew exactly how to get the day started, he goes, now I could sit down and start doing work that I had to do to move this forward. And he said, I just felt a weight off of my shoulders. And I said, Because you put the processes in place. People now know what to do. And more importantly, you know what they should be doing. And you don't even have to be in the building to know what they're supposed to do. And he goes, I never thought about it that morning.


Michael Cirillo  26:16

So good. Let me ask you this. As I'm listening to you talk about documentation and process. But I couldn't agree more like it just everything needs to be documented. Everything needs to be documented. But in so doing, how do you make sure that it doesn't become robotic? How do you how do you document nuance, right? How do you how do you? Great make it so that person filling in the role, right? And if I'm the GM, and I have, and I'm here to fulfill roles and responsibilities, there's so much nuance politics, different variations of the playing field, people, you know, like you said earlier, playing to different personality types so that they can learn more. How do you document for that? How do you train on that?


Glenn Pasch  27:04

I don't know if there's documentation other than giving them some education on people's learning profiles or communication. Some of that just comes with experience, I think it's the more I believe the more that you're comfortable in the framework, the more you relax into your personality, the more you're aware, and you can react versus you can't respond to something and be thinking in your head at the same time, there's a disconnect. But if I'm very comfortable, and what at least the process is now, hopefully, and this is where, again, we have to be very clear about this, no matter what position you're fulfilling, you're on someone else's team. Right. So if you're a salesperson, you're on the general sales managers team, so to speak, if I'm a desk manager, general salesman, I'm on the GMs team, if I'm a GM, I'm on the dealer's team, right. And the dealer is on the 20 groups team or something like there's always someone that's holding you accountable or asking, that's that person that again, part of their job is inspecting what that person's doing, who's on your team, and helping guide that situation. So if there's a chaotic situation, or something that was not handled correctly, or you follow the process, but you sort of bumbled, you're presenting it to them or your coach, well, then it's my job to coach you to give you feedback and build those skills up. So the next time it happens, you go, Oh, I remember, I got to learn. So there, it's that constant learning. So I think sometimes we we potentially overthink things and try to make everything perfect before we go. Right. So very similar. I'm looking at Seth Godin 's book, and we've talked about this same thing with the innovation stack, because we have to, you know, his was, hey, you got to have a ship date, we got to go. So same thing I can only give you so much of the process is and you got to stumble and figure it out yourself. But I My job is to not let you hang out there on your own or leave you hanging, I have to be there and coach you through some of those nuances in situations that are gonna be subtleties, but a lot of that is just experience, you know, the way I look back at what was going on, you know, 25 30 years ago, and to where I am now and the things I take for granted back then you owe them but the only get there because you fall on your face a million times. And you've had some good mentors who are gonna pick you up, dust you off and smack in the head and go, didn't I tell you not to run into the wall? And that's pretty much it.


Michael Cirillo  29:37

He's well, let me just say this in closing, I I never have so much fun learning everything I don't know. Except for when I'm with you. Glenn, I want to thank you so much for joining us on Auto Collabs it's always always a pleasure to hang out with you and get to spend some time.


Glenn Pasch  29:58

Thank you. Thank you and Uh, I cannot wait for your guys event that's coming up. I know this is probably going to be before so looking forward to being a part of that as well. So I can like I said, I'm looking forward to wishing you guys nothing but success with this


Michael Cirillo  30:17

Alright, that was our conversation with the man Glenn Pasch, we're always grateful for the chances we get to speak with him because he always goes, I mean, you ask a question. And sometimes I don't know if you to find this, you ask a question. You think you might know where they're gonna go with it? And he goes to that place and then says, Hey, maybe go maybe think bigger and he takes you deeper and deeper. And it's just, it's the right balance. Kyle, I loved your your analogy, your comparison to jazz because it's the right balance of tactic. technical, but also with with a whole lot of feeling and just practicality. So lots of lots of takeaways for me from one.


Kyle Mountsier  30:57

Well, I so I've been I think I've interviewed him on a couple podcasts and and been live with him a couple events and even been on his podcast. And my goal because I know he does. He asked the right questions too. When when we say that, like go listen to the You're In Charge podcast, I encourage you to do it. Because he just digs in. He actually did it for Paul and I when we're on his podcast, and we came off the podcast, we're like, gold goodness. We're doing but I


Michael Cirillo  31:29

didn't realize I was this good.


Kyle Mountsier  31:33

What What I love about it is well, what I've been trying to do is I've been trying to find the question to ask him that, like kind of makes him pause for a second. And I think that the the reality of a great question asker. And you You alluded to this, Michael in the in the podcast is that a person that has the capacity to ask really great questions has asked it of themselves first. And so it is hard to kind of like, quote unquote, stump Glenn, not because he just has the perfect answer for everything. But he's been really studious about his approach on the whole of life, especially business. And it comes out in the way that he communicates and cares for the automotive community.


Paul Daly  32:13

I really appreciate that mentality that he brought, when we started by talking about the frameworks that free you up, you get the framework, right, and then you're freed up to move within that, how it tied to the jazz music, and then just really how it plays out throughout the rest of what he does for a living. And I think we can all take a lot of cues from that in whatever we're doing, whether we're working in the dealership or an industry partner, thinking about establishing the macro framework, right? And he was the example of like, how do I want someone a customer to feel when they walk out? Right? Let's establish the framework around that. And then we'll reverse engineer it. So we hope that this helps you maybe establish a little bit of that framework for yourself today, regardless of what industry you're in, or what you're doing. And thanks for spending a little time with us today. So on behalf of Michael Cirillo Kyle Mountsier and myself, this is Auto Collabs. We'll see you next time.


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