Inside Automotive with Jim Fitzpatrick, powered by CBT News

Glenn Lundy on Building Momentum in the First Quarter

• Jim Fitzpatrick • Season 1 • Episode 59

Share episode

Glenn Lundy, automotive leadership coach and founder of the 800% Elite Automotive Club, joins Inside Automotive to share practical strategies for helping dealerships start the year with clarity, focus, and momentum. Lundy outlines why simplifying processes is often the first step toward stronger execution and how leaders can build consistency by committing to clear 90-day priorities. He explains the relationship between accountability and alignment, and why many well-intentioned plans fail without a strong foundation of expectations.

Lundy also challenges outdated sales benchmarks, arguing that today’s technology, marketing reach, and training investments demand a higher standard of performance. He emphasizes the dealer’s responsibility to drive traffic, the importance of continuous top-down training, and the growing role of social media as a modern visibility tool. Together, these elements form a roadmap for sustained growth as dealers move through the first quarter and beyond.

Topics covered:

  • Simplifying processes to restore clarity and execution
  • Setting 90-day priorities across inventory, marketing, and people
  • Accountability as the foundation for team alignment
  • Rethinking sales benchmarks and performance expectations
  • Training, leadership development, and social media visibility

Inside Automotive with Jim Fitzpatrick is powered by CBT News, your go-to source for the latest news, trends, and insights in retail automotive. Subscribe for more interviews with top industry leaders, dealership innovators, and experts shaping the future of automotive.

For more content, visit CBTNews.com and follow us on your favorite podcast platform.

Jim Fitzpatrick:

Hey everyone, Jim Fitzpatrick. Thanks so much for joining me on another edition of Inside Automotive. It's kind of a special edition because I got a friend of mine in here that many of you know in the industry. If you don't know this gentleman, you're probably living under a rock for a while, but I'm talking about Glenn Lundy. So uh he's on the show as we kick off the new year. Dealers are looking to start 2026 strong. So today we are joined by Glenn Lundy, Automotive Expert, leadership coach, keynote speaker, founder of 800% Elite Automotive Club. You've heard of it. He's also the host of Rise and Grind Morning Show, which is an incredible show. You gotta tune in. And he's also an author. So uh we're gonna we're gonna pick his brain now. We're gonna find out what it's gonna take in 2026, kick the year off right so you have a strong first quarter, and the rest of the year will take care of itself, hopefully. Glenn, thank you so much for joining us on the show today.

SPEAKER_00:

Hey, thanks for having me, man. You sure make me sound good, dude. I really appreciate that intro right there. You make me sound awesome. We can do this every day.

Jim Fitzpatrick:

You are good. You've built an incredible, very impressive company. You are you are one of those trainers that have actually lived it uh with you know your your past performance, uh, you know, leading a dealership uh in uh you know, in coming Chevrolet, I believe it is, where you where it was, you know, you're in the middle of nowhere and you're literally selling six, seven, eight hundred cars a month. To this day, I still can't figure it out, but you guys nailed it. And uh and then you took that that show on the road, and you've I think you've helped hundreds, if not thousands, of salespeople all over the country, maybe directly or even indirectly for those that have followed you. But uh so so uh you know my hat goes off to you. You've done an incredible job and congratulations on all your success. So let's jump in here. How can dealerships set meaningful, achievable goals for sales, service, and overall performance?

SPEAKER_01:

Yeah, I think it's really important in uh this industry, especially as we're going into 2026. Uh, it's very, very, very important that we take what we've made really complicated and we shrink it down and we simplify it to the grassroots, right? And then once we've done that, we need to paint a picture of where we're going, but then we need to do daily activities to get there. So here's what I mean by that. Uh I believe the auto industry is really made up of three components. Okay. That's it. Just three inventory, marketing, and on the bottom foundation of everything is your people and processes. Yeah. That's it. Yep. So what I would highly suggest, and the clients, you know, the members that we have in 800% club that I work with now, we've been talking about this for the last three months. But what I re what I highly suggest is in each of those areas, what is one big goal or target when it comes to inventory? Maybe it's that you're gonna have faster, lot ready times. Maybe it's that you're going to acquire more vehicles off the road versus auction. I don't know what it is.

Jim Fitzpatrick:

Right.

SPEAKER_01:

But set a goal on that inventory side and let's work on that daily for the first 90 days of 2026. Okay. Do the same thing on the marketing. What's our one big hairy goal for marketing? Is it to be more efficient, to optimize it, to generate more traffic? What's the goal?

Jim Fitzpatrick:

Yeah.

SPEAKER_01:

Let's set it and then what are the daily activities to attack that? And then same thing with our people in process. One big goal, how do we attack it each day for 90 days? And that'll get you at least through the first quarter, and then we start doing the same thing for quarter two, quarter three, quarter four, all the way through the year.

Jim Fitzpatrick:

Yeah, for sure. And and I totally agree with you. It is as simple as those three elements for sure. So, what role does team alignment and accountability play in hitting these goals?

SPEAKER_01:

Well, I would say the accountability comes first, the team alignment will come second. A lot of times people are like, I gotta get buy-in. I'm like, no, you gotta hold people accountable and you will get buy-in, right?

SPEAKER_00:

Yeah. Uh could you imagine our military being like, all right, we got to get everybody to agree to 315 wake ups and we're gonna go do 10 miles each time.

SPEAKER_01:

Everybody's gotta agree. And if they agree, then we'll go do it. No, no, no. We hold people accountable and in time they understand the alignment piece. Um, but how important is it? You know, it's uh it's beyond crucial. Uh with without alignment, if we don't have everyone rowing the boat in the same direction, that's right. We can see small wins, but ultimately we get this roller coaster effect, which I think most dealerships understand what I mean.

Jim Fitzpatrick:

Oh, yeah.

SPEAKER_01:

We have some highs, we have some lows.

Jim Fitzpatrick:

That's right.

SPEAKER_01:

Um, but to grow like 800%, you know, you really have to have everybody rowing in the same direction.

Jim Fitzpatrick:

That's right. That's right. Are there common pitfalls dealerships fall into at the start of each year?

SPEAKER_01:

Yeah, I think one of the big ones is they start planning 2026 in 2026.

Jim Fitzpatrick:

Very good point. That's exactly right.

SPEAKER_01:

And you probably, you know, the decisions we make today, Jim, here's what I've learned, uh, at least has been my experience in life. The decisions made today ultimately show themselves 90 days from now. Yeah. Great point. Yep. So uh anybody who's making 2026 decisions in 2026, expect to see that, you know, in the summer. You're making decisions in the winter and you might see something in the late spring or the summer.

Jim Fitzpatrick:

Very good point.

SPEAKER_01:

And is that the I think that's one of the bigger mistakes.

Jim Fitzpatrick:

Is that because we take too big of a you know, big breath after we finish the year and then we realize, oh my God, we're already in 2026 or the next year here, and we better get on it. We better build a strategy, we better focus on our team or what have you. And then before you know it, to your point, you know, the first month or maybe sometimes the first quarter is even gone before you're able to get any traction.

SPEAKER_01:

You know, you know, Jim, if we were to go deep, if me and you were just sitting at the bar, maybe having a cocktail or something right now, this is that question would take us on a wild journey. Um I I believe that I believe that not probably around the world, but especially in America, uh, if you look at the calendar, man, there's a holiday every other month. Yeah. There is a holiday every other month. And it is hard to stay focused on the future when you're having to plan Christmas parties. It's hard to be focused on 2026 when you're dealing with Thanksgiving and relatives and so on and so forth. And a few weeks before that you had Halloween, yeah, right? And just a few weeks before that was Memorial Day, but a few weeks before that, you know what I'm saying? It's yeah, uh it's difficult and challenging, and I think it just really gets worse here during the end of the year. To map out your 2026, to give it the attention, time, effort, and energy that it that it takes, this isn't a 15-minute thing. Like I t I teach my my members you need to set aside probably two days with a whiteboard, put the calendar up. What's our strategy for the first week of January? What's our strategy for the third week of February? What's our strategy for the year, you know, piece by piece by piece, yeah, so that we can actually actually execute on it. So I think the reason is it just gets wild and busy and we get distracted, and it takes a whole lot of time and investment to really map out our future, and a lot of people haven't learned how to prioritize that.

Jim Fitzpatrick:

Yeah.

SPEAKER_01:

It's not their fault, it's just uh they just haven't learned how to do it, if that makes sense.

Jim Fitzpatrick:

Right. They don't know what they don't know in this case.

SPEAKER_01:

Yeah, yeah, yeah, yeah.

Jim Fitzpatrick:

Exactly. So let me ask you this if it was Glenn Lundy Toyota, okay, and you're hiring people into your organization, you know, it used to be we expected everybody to sell maybe eight to twelve cars a month. In your world, and I know the industry has changed a lot, and salespeople during COVID sold more cars. What are you what are you expecting your salespeople to sell on a monthly basis? Is it still the eight to ten to twelve cars and they got nothing to worry about? Or where are you on that?

SPEAKER_01:

Well, you know, it's funny because NADA wrote a uh wrote a wrote a wrote a little, it was like a little manual, and uh, and this manual said how to make a million dollars a year running a franchise dealership. That was the name of the manual. Yeah, and it was written in 1973, and in that in that manual it said salesperson should sell eight to twelve cars a month. Unbelievable. Here we are in 2025. 53 years ago, that was what the manual said. Oh my gosh. And I believe I I believe that that's how it should have been probably 53 years ago. Yeah. I believe that that should have been the case. You didn't have internet, you could only really sell within a 15, 20 mile radius of your backyard, other than that, nobody knew you existed. Right. Right? Um, so for eight to twelve to still be the standard in today's day and age after dealers have invested in tools, equipment, technology, training, all of this stuff is absolutely absurd. It is absurd. Yeah, and no question about it. Glenn Toyota, what is the expectation? I expect you to do your job every day, not do your job once every three days.

Jim Fitzpatrick:

Right.

SPEAKER_01:

So if your job says salesperson, then I need you to sell every day. Sell one car every day that you're at work. Right. Not one every three days, one every day. That's the way I believe it is. And that's how we operated out there in Paris, Kentucky. It didn't matter if you were a brand new salesperson on the floor or you'd been there two years or you'd been there 20. Everybody sells one car a day every day that they're at work.

Jim Fitzpatrick:

Isn't that great? And and it's really a mindset from the top down, isn't it? I mean, once you're convinced of that as a leader of that organization, as you were, it kind of trickles down to everybody in terms of what their expectations are. Because when you tell somebody, you know, a new hire, hey, you sell, you know, eight to twelve cars, you're in the safe zone, you sell maybe 15, oh my God, you're you know the salesman of the month or what have you, then they kind of settle into that and they go, oh, okay, well, then if that's what I'm expected to do, that's what I'm gonna do. Versus saying, no, no, no, to your point, what I'm looking for is for you to do your job every day. So that means like 20 to 22 units a month. You have a problem with that, because then otherwise you're looking at the person saying, Well, which days are you not gonna work? Because you come in to sell a car, right?

SPEAKER_01:

Right? Well, and and I yeah, absolutely. And I think there's two aspects um to that. When when you believe that as your mindset, right, that this is how it should be, there's kind of two things that happen. One, you now as a leader take on the responsibility to put them in a position to be able to sell one car a day every day that they're at work, right? Right? I can't I can't have 60 cars on the lot, 10 salespeople, you know, and I'm selling, I'm selling 90 cars a month, right? And I want every salesperson to sell one car a day every day at their work. I can't do that. Very good point. Not to mention I've only got 160 leads coming in. Like it just very good point.

Jim Fitzpatrick:

That's right. That's right.

SPEAKER_01:

So there is responsibility and leadership, and the way we looked at it was very simple. I know this the data shows me that no matter who I put in the spot as the salesperson, whether they're new or not new, whether they're good looking or not good looking, smart or not smart, if I can get three customers in front of a salesperson on our showroom floor, they're gonna sell at least one. Right. Every single time. Yeah. Because I you know, there'll be a TO if we have to. There's manager backup, right? The actual statistic is closer to two out of those three we'll buy. Okay. But I know I'll get at least one.

Jim Fitzpatrick:

Yeah.

SPEAKER_01:

So it's my responsibility as the dealer to make sure I can get three people in front of that person every single day. How do I do that? I have to have five appointments. How do I have five appointments? I have to have eight leads, right? Like it's all data, but and once I do my job, now I have the opportunity to expect one car a day out of people on the other side because I've done what I've done. But the other thing I was gonna say to what you talked about is yes, they kind of the people will settle into that eight to twelve cars because we tell them that's okay and 15. Yeah, but it's actually a little backwards if you notice. They come in and they sell 30. And then they sell 25. Yep. And then they sell eighteen. We've seen it 100. And then they sell 12. Yeah. Right? Because at first they're just, you know, they're they call them green peas, right? Yeah, they don't know about it.

Jim Fitzpatrick:

Yeah.

SPEAKER_01:

And nobody's lied to them and told them that that 12 is good yet.

Jim Fitzpatrick:

That's right.

SPEAKER_01:

But once they start to realize 12 is good, this is why green peas always drop off three, four months in and they're right back to selling eight to twelve. It's crazy.

Jim Fitzpatrick:

Isn't that amazing? That is totally amazing. Talk to me about the importance of, and I know this is easy for you, I'm gonna throw you a softball right now because you're the owner of 800 Elite Automotive Club. But there's an there's such a need for what you're doing in the in the industry, in that so many people, so many dealers, and I was I was one of them, I fell into this category. Sentiment for two weeks of training, okay, you bless them, boom, go out on the showroom floor. Okay, that took care of the training, you know, for that individual's career. And it was it was a terrible thing that we did to these salespeople that came into the organization. We didn't support them with the proper training on an ongoing basis. So talk to me about the importance of that for the dealers that are listening, for the managers that are listening. You know, the the notion that, yeah, just send out your you know, your your 20, 30 salespeople, they'll they'll bump into deals, they'll bring them in. You don't really need to spend as much time training them. Major mistake, right?

SPEAKER_01:

Well, I mean, they'll probably sell eight to twelve, you know, somewhere right in there.

Jim Fitzpatrick:

Exactly. Exactly. But the turnover is gonna be strong, it's gonna be 70% on that showroom. Sales, you know, managers are gonna be upset.

SPEAKER_01:

So you know, it's interesting because it's not just the the the salespeople. This is so when you look at the industry and you go back over over time, um top salesperson became a sales manager. Yep, top sales manager became a GSM, yep, top GSM became a GM. I live with GMs become owners, yep. Right? Um, the training gets less and less as you work your way up.

Jim Fitzpatrick:

Yeah.

SPEAKER_01:

When it comes to owner training outside of an academy, there's really you're just learning from the guy who came before you.

Jim Fitzpatrick:

100%. That's right.

SPEAKER_01:

And so what we do in 800% club is we actually start from the top down. So I work directly with owners and GMs to help them grow and scale in those three pillars of the triangle. And then the rest of my team, like Sam, my guy Sam, he works with the sales managers. Evan works with the finance managers, and then we also have the sales training as part of our kind of pyramid. Um, but what I realized when I was in the business is you cannot scale a dealership from the bottom up. You just can't. I can have really well trained salespeople, really well trained. But if my leaders don't know how to lead, if my GM doesn't know how to manage marketing or how to operate, it doesn't matter. What ends up happening is you're really well trained salespeople go work somewhere else.

Jim Fitzpatrick:

That's right.

SPEAKER_01:

That's what ends up happening. That's right. So what we do is a little bit different in the sense that I work with the top, my guys work with the middle, then we also work with the salespeople. But all that to say, to answer your question, is everybody needs to train every day in order to drive a massive result. That's right. There's no point in life that I've found yet. I'm getting a little bit older. I'll be 48 Friday, by the way, Jim, if you want to send me a birthday. Oh, yeah, that's that's happy.

Jim Fitzpatrick:

Happy pre-birthday. But that is so old, it's unbelievable. I don't know, I don't know how you get around still.

SPEAKER_01:

But exactly. But what I've found is so far at 48 years old, I have I have yet to find a season of life where I don't have something to learn.

Jim Fitzpatrick:

Yeah, no question about it. And you're exactly right. You hit the nail on the head because as we grow go up there in our uh ladder to you know becoming a dealer, you're right. The the training just falls off. In fact, not even the support. Sometimes you'll send people into training, your newbies, or whatever. You as a desk manager, salesman, you don't even know what the trainer is training on. So now there's a huge disconnect when that when that you know that salesperson comes up and to the tower, works the desk, whatever. And you know, they're they're like, What how did you what did you do? How did you get to this point? Because the desk manager didn't even sit in on the training, or maybe never had management training. Or, you know, there's just so so much of that still happening in this business. And I'm painting with a broad brush so you can save the emails everybody to say, Oh, no, we don't do it that way. But man, there's a huge need out there for uh, to your point, for overall dealer training. You know, and I love the fact that you work with the dealer and the GM because I agree with you, it is really a mindset from the top down. And if you don't have that, I also agree, you got nothing.

SPEAKER_01:

You got nothing. Yeah, we call it a whole dealership solution. I felt like it was the main thing that was missing when I was a GM. Right. Um, I didn't, you know, outside of my my 20 group, which I could learn a few things through the 20 group and then learning from you know the the owner and his experience. Outside of that, I you know, I really didn't have anywhere to go to learn, to train. And and and with my 20 group, I was locked into just General Motors. Sure. Like, what's Toyota doing? What's Hunting doing? What's Nissan doing? Like, yep, I want to know what are the independents doing. I want to know what everybody's doing so I can find those best practices so I can apply them in my store, not just my zone, my region, my whatever, right? And so that's what that's why we built, you know, what I've built now is so that we can bring all of those different perspectives and aspects to the table and we all learn and grow together.

Jim Fitzpatrick:

That's right. Now, what I love about your company, I sound like an ad for your company, which I'm not for those for the watching. But what I love about what you do is you you independently hold these people accountable because we know that when it comes to accountability, you know, managers become friends with salespeople and salespeople become friends with managers, and all of a sudden the accountability has a tendency to go away, right? It's hard to do that. But I know from a third party looking in, you can hold some of these people accountable better than the in-store people can, right?

SPEAKER_01:

Yeah, absolutely, right? Because there's no favoritism, there's no biases, there's no anything. Strictly business, here's the system, here's the process. Why aren't you doing it?

Jim Fitzpatrick:

That's right. That's right. Hey, before I let you go, and I appreciate all the time that you've given us here at the show. Um, let me ask you this, and I know that you you you do a piece in your training about the importance of social media uh on from the sales team, from this from the sales person that's on the showroom floor. Obviously, it has gone, it has blown up over the last couple of years. There's some very, very uh very effective trainers out there, and I know that you're passionate about that for individuals to build their own customer base and communicate with the people that are in their sphere of influence, their friends, their relatives, their former everybody that they come in contact with should be you know connected through social media. Touch on that for just a minute, the importance of it and and what you'd like to see.

SPEAKER_01:

Well, what's interesting is um nothing nothing changes and everything changes, Jim. Nothing changes and everything changes. And here's what I mean. Um 50 years ago, when they were writing that manual on eight to twelve cars a month for salespeople, during those times, dealers were using TV, light TV and radio. That's right. And they were using TV and radio because there were eyeballs on the TV and there were ears on the radio. That's right. And they knew there was no there was no form fill. They just knew that if the customer thought about buying a car, if somebody thought about buying a car, they wanted them to think. Of their dealership.

Jim Fitzpatrick:

Yep.

SPEAKER_01:

And the only way to do that was to stay in front of them all the time. Because you didn't know when they were going to think about mining. So you so you had to catch them, right? You had to hit that jingle, you know. Dan Cummins had a jingle. Let me tell you one more time exactly how I feel. I'd rather drive to Paris for a Dan Cummins deal, right? You had to have the jingle. You had to have the jingle. Right. And so the what the reason I bring that up is the principle hasn't changed.

Jim Fitzpatrick:

Yeah.

SPEAKER_01:

We need customers to think about our dealership when they think about buying a car. Right. We know where their eyes are. They're on social media. Oh, no question. We know where their ears are. They're on social media. That's right. We need to be on social media, not saying, hey, come buy my car,$3.99 a month,$2,000 down. No, no, no, no. We just have to be there so that when they think about buying a car, they think about us. That's right.

Jim Fitzpatrick:

That's right.

SPEAKER_01:

And so what we teach is it's real simple social media, there's just four Ps to social media. You should be posting personal posts, professional posts, purposeful posts, and polls. Ah, yeah, great idea.

Jim Fitzpatrick:

Yeah.

SPEAKER_01:

People ask me all the time. They're like, Glenn, what's a personal post? I'm like, anything about you as a person.

Jim Fitzpatrick:

Right.

SPEAKER_01:

That's it. Real simple. Anything about you as a person. Right. They're like, what's a professional post? What do you do for work? Put it out there. Brag. Say that you're the best in the world. It's totally okay. We do it in real life. Why not do it online?

Jim Fitzpatrick:

That's right.

SPEAKER_01:

What's a purposeful post? Make me feel something. Make me laugh. Make me cry. But make sure it's positive. Don't make me feel anything negative, or I'm not coming and buying from you. Right.

Jim Fitzpatrick:

Good point.

unknown:

Good point.

SPEAKER_01:

And then a poll is simply ask a question. Do you know what the most viral post in all of history is, Jim? No. What color is this dress? You gotta be kidding me.

Jim Fitzpatrick:

The blue or the gold is of it, or the black and the gold and the that's it.

SPEAKER_01:

Oh my god. Most viral post in history because it was one sentence. What color is this dress? Engagement. And it gave an opportunity for people to respond with one or two words. It was simple.

Jim Fitzpatrick:

Isn't that something?

SPEAKER_01:

Everyone saw it. Wow. So this social media thing, do we we complicate it? It's just like we complicate the car business. Yeah. It's real simple. Post the four Ps, and the object of the game is to be top of mind when the consumer thinks about buying a car. Right. That's it. Right. So be like the radio, be like TV, be in front of their eyes, be in front of their or be in their ears.

Jim Fitzpatrick:

I I love it. I love it. Let me let me run this concept by you. It's kind of a it it as my friend says, it gets on my pet peeves. But um this is a pet peeve of mine, and that is that when you've got salespeople or managers that get onto social media and they bash other dealerships at the way that they're gonna sell you the car down the road. And don't fall into that, don't buy that. They've got dealer fees, we don't have dealer fees, that's a scam, we don't scam people. Aren't we just re reassuring everybody, or I should say, um, building up, you know, that that stereotype, supporting it, that people have of the auto industry, and and it's coming from people within the auto industry. I really think that that's not needed to put down the industry or someone at another dealership to to sell vehicles online, or I should say, to introduce yourself online, right? Do you see that? And what's your take on that?

SPEAKER_01:

I think that there are ways to leverage your values as a business so that you can tell your story so that you can grab attention and eyeballs on your business. Never bash anybody. You should never bash another person, you should never bash another business, right? Um, so on and so forth. But there are some ways. Like we we were on a mission to eradicate the negative stigmas associated with car business. That's what we would say every day in our morning meetings. Yeah. We are on a mission to eradicate the negative stigmas associated with car business. Yep. Not a specific dealer, but just the stigmas that were overall. Of course. And there were some videos that we made that would um point to some of the old practices of the business that we did not participate in. But we never pointed at a store.

Jim Fitzpatrick:

Okay.

SPEAKER_01:

We never blamed a dealership, we never bashed anybody specifically, but we would use that. So, a quick example there was a kid that got a scratcher that said he won a TV. He thought he won a TV. He went to the dealership. They said, No, you didn't win a TV, even though he called and they told him he won a TV. His mom posted on social media thousands and thousands of shares and people going, car business sucks, car business sucks, car people suck. Yeah. And so they tagged us. So we made a video, bought the kid a TV, brought him up to our dealership, you know, gave him a TV and said, We cannot allow your first experience in auto to be a bad one.

Jim Fitzpatrick:

Right.

SPEAKER_01:

So here's a TV for you, young man. Right, right.

Jim Fitzpatrick:

That's great.

SPEAKER_01:

So we turned it into something positive, and that video got millions of views, and we sold a lot of cars off it. Uh, we weren't bashing a specific dealership, but we were taking some of these practices that maybe aren't beneficial to our consumers and highlighting that we don't play that way.

Jim Fitzpatrick:

That's right. That's great, that's great. But I see some of the you know, salespeople or managers will get on and you know, kind of role play for the camera, you know, and then they go, and then they go, if you're if this is the way the other dealerships are treating you, you know, you should run. And all you're doing is just supporting that stereotype that people already have about the retail car business. And it's like, here we are as managers and dealers trying to recruit people into the industry. And then of course you've got people that are in the industry that are really beating it up to the point that people go, oh God, I don't want to join that group of individuals doing that to customers. You know what I mean?

SPEAKER_01:

Yeah, totally. And if you look at, you know, uh even go like outside our industry. I'll just use an example. I'll use uh like Candace Owens, right? Like uh a lot of people, a lot of people don't like what Candace Owens is doing right now. They don't like what she has to say. So they're bashing Candace and they're making memes about Candace and blah, blah, blah. And who ends up getting all the attention? Right, Candace. Candace. That's right.

SPEAKER_00:

Right? Like they're it's counterintuitive.

Jim Fitzpatrick:

They're like, I will tell you, full disclosure, she's a guilty pleasure of mine. Because now with this whole thing, you know, uh she's doing these things. I'm like, you know what? I didn't like her at first, but I'm kind of coming around here.

SPEAKER_01:

Yeah, man, and and her podcast is number one in the world right now, right? More people are listening to it. But my point is any attention, you might think you're throwing negative attention on another dealership, but attention, where attention goes, power, money, and energy flows. Yeah, simple as that.

Jim Fitzpatrick:

Yeah.

SPEAKER_01:

So if you're talking about other dealers, they're gonna get the reward from it. Whether you're trying to bash them or not, I agree. It doesn't benefit you. Talk about yourself. Who are you? What do you bring to the table? What are your values? That's the way you draw attention to your dealership, not by bashing somebody else.

Jim Fitzpatrick:

I agree. And some of these, you know, these individuals in the business that have been so creative, and uh Russ Flips Whips is one of them. There's so many others out there, but they're entertaining as hell to watch, which is what draws you in to watch the the rest of the video, you know. And uh when he was when he was at the Lincoln store, you know, he didn't really feature the cars as much as he would just little vignettes and things that were funny, and and uh it drew you in. You know, the guy's got a big following now as a trainer for that as well. But uh it's interesting stuff, really is.

SPEAKER_01:

Attention is the game, man. Attention is the game. That's right.

Jim Fitzpatrick:

Glenn Lundy, automotive expert, leadership coach, keynote speaker, 800% elite automotive club. If you're if you don't know about the 800% elite, check it out right now, right after you watch this video. You can thank me later for that. But if you don't have a program like this in your corner, uh 2026 might be a little bit more difficult for you. So do yourself a favor, check him out. As I said, you can send me the email and thank me later. But uh he's doing a phenomenal job, not just for the industry, but for so many individuals that are in the industry to take their career to the next level. He's also host of Rise and Grind Morning Show. Check that out as well. And uh, Glenn, thanks so much for spending some time with us. Really appreciate it.

SPEAKER_00:

Hey, thanks for having me, man. I always enjoy talking with you. Thanks.

Jim Fitzpatrick:

Thanks for watching Inside Automotive with Jim Fitzpatrick.