One of the most common questions we get asked by clients is how to hire people who are as invested in your vision as you are. Many say this is what they struggle with most. Sure, hundreds of books have been written on leadership and building collaborative team cultures. But the thing is, most of the case studies are of Fortune 500 companies. While Apple, Amazon, and Harley-Davidson (among others) are known for having started in a garage, something about their stratospheric success feels more like the exception than the rule. We need their stories to inspire us, but there’s still a sense of disconnect.
What did they do in that middle phase that propelled them to the next level? Did they do it all on their own?
Little did I know I’d pull right up to the answer when I took my car in for servicing at Lexus Escondido, a car dealership located in San Diego, CA with celebrity status. A car dealership. You cannot walk into this place without hearing customers swoon over the mural in the ceiling, the multiple shops, the salon, the cafe, the wine bar, the restaurant atop the roof, the library with massage chairs, the playroom, the golf simulation room, the private test-drive course. (Come to think of it, I don’t think I’ve ever heard anyone mutter anything about the actual drool-worthy luxury vehicles on display!)
As cool as this place is, it didn’t begin as a 326,000 square-foot pseudo-mall. Yet when I bought my car nine years ago, I still felt like I was in for something special. Something that started to jump out at me with every encounter I had during my most recent stay.
*Take note of that last word. I’ve planted it for a reason.
Executing a one-of-a-kind vision.
As I was enjoying a leg massage and complimentary latte while working on my laptop a la girl uninterrupted in the library, another patron and I sparked up a conversation about how the owner, Judith Jones-Cone, must know something about executing a vision. (In fact, I’d put her right up there with Walt Disney.) This enticed me to Google Ms. Jones-Cone and listen to a podcast interview she did with The Wow Factor.
In the interview, Ms. Jones-Cone says her mission was to merge hospitality into the automobile industry. Now that’s a clearly stated vision. And it is one you can feel the moment you arrive at the fountain-lined entrance of this upscale, full-service hotel…that just happens to sell cars instead of suites. In fact, everything Lexus Escondido does speaks to this vision. They’ve turned the dreaded car buying/servicing experience into an escape.
Here, you are not a customer. You are not a client. You are a guest.
Service advisor or trip advisor?
The second I pulled up in my dirty-on-purpose—because with every servicing I get a free car wash—slightly abused, 2013 Lexus IS 250 (i.e., not their flagship model), I was welcomed by a concierge as if I were the Queen of Wales. I was then escorted to my service advisor, Aaron, who handed me a voucher for a free lunch at the cafe—with the best sandwiches ever—and later asked if I’d also like a latte or smoothie. (This must be how snobs are born because I can’t imagine going back to some service center where there might be a stale donut and paper cone left for the water cooler.)
Note: I had the option of going joyriding in a Lexus loaner car of my choice, but what can I say, next to Target, this is my happy place.
That’s right. Lexus Escondido has flipped the cautionary advice to never take your car to the dealer for servicing (because they’ll gauge you) on its head. For instance, I asked what it’d cost to replace my driver’s side visor and after looking it up to see that it’d be in the four-digit range, Aaron recommended a less expensive route. I’m pretty sure if I’d asked him for a list of tourist attractions, he would’ve handed me tickets to SeaWorld.
Beyond customer service.
The service advisors personally text you with updates about your car’s status or come and find you if you’re in the building. Maybe it’s because they’re obsessed with getting their steps in, or maybe they’re just on a mission to revolutionize the automobile industry. When I discovered one of the dents I’d taken my car in to have removed was overlooked, they fixed it for free. And I got another free lunch and car wash the next day. (This made me think of how high-end hotels insist on changing your sheets daily despite the fact that you only do it once a week at home…if that.)
When I bought Isabella (the anthropomorphic name I gave my car), my salesperson, Steve, not only stayed after closing to ensure I drove away with the car I wanted (not one he just wanted to move off the lot), he periodically sent me handwritten notes for years afterwards to check in and make sure I still loved my car. On a postcard. From their gift shop.
How Ms. Jones-Cone got her dealership to buy into her unique vision.
Obviously, like any business, Lexus Escondido’s goal is to create loyal customers and beat sales records. But it never feels like it. In fact, during Ms. Jones-Cone’s interview, she said that they’ve chosen to forgo certain awards in the past because it would’ve meant having to resort to sales tactics not inline with the company’s values. She also added that sometimes they have to remind the rest of the company of that.
The takeaway: Leadership and executing a vision requires ongoing communication.
Moreover, when I had my initial meet-and-greet with Aaron, I noticed he had three photos neatly taped next to his desk: one of a Lexus LC, one of a house with a Sold! sign, and one of his family. I asked him if this was his vision board, and he told me his manager provided everyone with an incentive for doing this. I had just finished posting a blog about the science behind vision boards, so this marked the beginning of a beautiful friendship…with my service advisor.
Beyond allowing us to organically connect through an uncommon denominator (something unique both parties are interested in), Aaron’s enthusiasm when telling me about why he chose the photos he did reminded me of a business lesson I learned from MindEquity’s own founder and CEO: Find out what is important to each and every one of your team members and link it to your vision. That’s how you get buy-in. Something Ms. Jones-Cone has seemingly seamlessly achieved with her auto dealership—incorporating her vision of merging hospitality into the automobile industry with her teams’ personal visions.
Complimentary conclusion.
Does your mission or vision statement use the words “customer service”? (It’s OK. Most do.) If so, what do you really mean by that? Instead of adding adjectives like “unparalleled” to “customer service,” Ms. Jones-Cone avoided such a phrase completely and replaced it with “hospitality.” A word that conveys, well, going the extra mile. Making guests feel welcome. Ensuring they enjoy their stay. She then got her teams to own this concept by taking an inside-out approach.
Maybe your goal isn’t to merge hospitality into your business but adventure or wonder. For example, Starbucks weaves adventure into everything they do. Just look at the mermaid on the cup you’re holding or how they advertise coffee mugs as “15-minute vacations.” What if you did something similar? What would that look like? How would you involve your team(s)?
Whether your business is tall, grande, or venti, you can cultivate a team as invested in your business as you are by implementing the principles Ms. Jones-Cone did with her car dealership (which I’m pretty sure are things many Fortune 500 companies do too but just forget to tell us about).
And if that last paragraph ignited a sudden desire for a cup of coffee, I happen to know of a place off Auto Parkway in Escondido, CA (well worth the drive) that makes great lattes…and, oh, yeah—luxury cars.
Leaders are Readers: How to Read a Book a Week…Like a Boss