You Have to Earn It: The Hooks Philosophy on Trust, Customers & Longevity

In this episode, Kip Hooks, Owner of Hooks Lincoln in Fort Worth, Texas, shares the philosophy that has shaped his dealership for generations—one rooted in trust, relationships, and long-term thinking. At the core of that philosophy is a simple but uncompromising belief: you have to earn it. Every customer interaction, every conversation, and every opportunity to do business must be earned through actions, not assumed.

Rather than focusing on short-term outcomes or transactional wins, the conversation centers on what can actually be controlled day-to-day—how customers are treated, how well their needs are understood, and how consistently the team delivers on its promises. Kip emphasizes that customer experience is the true driver of longevity. If people feel heard, respected, and taken care of, they come back—and they bring others with them.

A major theme throughout the episode is the importance of active listening and honest communication. Before any product is presented or any deal is discussed, the priority is understanding the customer. By listening first, the team is able to create real value—not just in the vehicle, but in the experience of doing business. That value is reinforced through transparency, even when the answer isn’t what the customer expects. In fact, Kip makes the case that saying “no” at the right time can actually build more trust than always saying “yes,” because it reinforces integrity and mutual respect.

The conversation also highlights the role of culture and leadership in delivering a consistent experience. Building trust with customers starts internally, with a team that shares the same standards around honesty, accountability, and doing what’s right. These values aren’t just stated—they’re demonstrated, reinforced, and lived out daily. Over time, that consistency becomes the foundation for strong relationships, both within the organization and with customers.

Ultimately, repeat business and referrals are not something that’s forced or even directly asked for—they’re earned. When customers have a great experience, feel genuinely cared for, and trust the people they’re working with, loyalty becomes a natural outcome. That’s what has sustained the business over decades and continues to drive its growth today.

This episode serves as a reminder that while the automotive industry continues to evolve, the fundamentals remain the same. Trust, integrity, and consistency are not just ideals—they are practical strategies for building a business that lasts. Because in the end, success isn’t about closing a deal. It’s about earning the relationship—and earning it again the next time.

Stop by Hooks Lincoln in Fort Worth, Texas
Visit us online: www.hookslincoln.com
Find us on Google: Hooks GBP

Follow Kip Hooks: www.linkedin.com/in/kip-hooks-6723046a/

Podcast Directed and Produced by: www.hiredgunsagency.com

Transcript

SPEAKER_00 0:03

From the front lines of retail automotive. This is the Hooks Playbook. Welcome to Changing Lanes. With Kip Hooks.

SPEAKER_02 0:20

Welcome back to Changing Lanes. Today's episode is all about something that gets talked about a lot in the industry, but it isn't always easy to define or deliver on. And that's how you actually do business the right way, do the car business the right way. At Hooks, the focus has always been on more than just selling vehicles. It's about building relationships, earning trust, and creating experiences that bring customers back again and again. Joining me as always is Kip Hooks, who's helped lead the business with a clear philosophy around treating people with respect, doing what's right, and thinking long term. In this conversation, we're going to break down what really it looks like in practice from the first interaction with the customer to how those relationships are maintained over time. Kip, it's good to see you. How are you?

SPEAKER_01 1:07

I'm great. Sean, it's good to see you, bud. How's everything? It's good. It's good. It's good.

SPEAKER_02 1:12

It's good. Um just moving forward. Always forward, no matter what's going on. Always forward. Agreed. Um, and you're an inspirational leader like that. So I'm not telling you anything that you don't already know for yourself and for your team. So are you ready to get into it today? Absolutely, bud. Let's get it done. Okay. So um there's a goal for you, the hook school. I want to know like what is it when it comes down to doing business and how would you define the hooks goal in your own words?

SPEAKER_01 1:43

You know, I there's there's all these maxims, these things I say all the time, but one of them that that just comes to mind when you say that is that our belief that the customer experience will drive our longevity. The customer experience will drive our viability. You know, you can't get to week three until you get through week two, and you can't get to week two until you get through week one. So what do we do right today? And the things that we can control today. And that's how we treat our clients, our guests, the people that come in here who trust us to consider a car, to buy a car, to service a car, whatever it is, if they're coming here, we need to fulfill their needs. And, you know, it starts by listening and addressing the concerns that that exist. So we build relationships by you know just being human and being grateful and and acting with grace and and integrity, but but just be human. You know, it's it's you can make anything overly complicated. You can do things that just make things difficult that are unnecessary. And typically that's for your own self-preservation, ego, you know, to be real honest. But if you just keep it simple and and focus on what's at hand, then I think that's what drives that what that'll drive the customer experience because you address their their concerns, their needs, their questions, and help them with what they want to be. If we're if we're service oriented, then I believe that that's what will drive the rest of it. You know, you can't put it in a box and say that this is this, you say these things and do these things. You have to have a culture, you have to have a team, you have to have a mentality within the organization that everybody is pushing in that direction, that everybody has that in mind and acts within those somewhat established guidelines. There are clearly established goals, visions, and those guidelines, you know, that comes down to character. That comes down to having the right people on staff, and people in process make everything. So when we do those things, I think that's kind of in a nutshell. That's a pretty broad answer, but in a nutshell, to hear from talking all day, I think that that kind of is what I would how I would answer that question, to be honest.

SPEAKER_02 4:19

Yeah, I like that answer. I mean, you you said I don't want to bury the lead. There are a lot of dealerships that are looking at the outcome before they think about what they can control right now. And for you guys to have this goal of like control what you can right now, but make sure that you start at the beginning with the beginning in mind, because you got to win there before you're gonna get what you want. And then, of course, that's wrapped in all of these attributes about um how hooks has done business for you know decades, generations. How does the way that you, when you like contrast the way that you go about achieving that goal and the other goals of operation, how do you see that differing from what a lot of other dealerships do today?

SPEAKER_01 5:04

Well, you know, it's hard to say specifically what other dealerships do. Of course, you know, we we meet, we talk, we hear from other people, and we know some of the things that other dealerships do, but you know, and I can only speak for me because it's it's not fair for me to lay a generalization across an industry any more than I would want someone else to do it. Because I try to be different, and there's some great dealers out there, and I'm sure there's dealers who could get better. Personally, we're always trying to get better, no matter how good we are. You know, I had this, it's crazy. When I was in college, I had this perpetual improvement kind of thought that just kind of I thought it came to me. Well, it didn't, obviously. But but it was like you no matter what we're doing, we can always do something better. So that's the goal there. But if you compare us to others, I we want to be more human. We want to make it about the client. You know, I'm not trying to force a client to do anything. You know, I say we are a need, we're not a need dealership, we're a want dealership. People come here because they want what we have, they want to do business with us, they like who we are. They don't need anything, they don't come here because they need something. So we're grateful. We're grateful for the opportunity to take care of any customer. So when I say that to say that we don't put our needs ahead of the customer needs, you know, the best interest of Hooks Lincoln is very much about what's best for our client because we need that client to be happy, to have a great experience, and to come back and to be the best story in the room if people start talking about their experience with their car dealership. We want them to say, oh, you that was bad, you should go try hooks. You know, not that I want anyone to have a bad experience, but I want the opportunity to treat them different. And so, you know, we don't we don't package things, we don't force things, we don't mark things, we don't put things on the unnecessary ads or or do things. We try to make things real. And I mean, honestly, I think about myself. Like, if would I do that? Like if how would I react if that was presented to me? How would I react if that's the way you took care of my service? And I to be completely honest with you, there's times where I talk to a customer and they're like, well, I did this. I'm like, I wouldn't have done that. If we didn't do this, I mean, I appreciate that because personally I might not have even done that. So I appreciate the call and I appreciate your your you know consideration and the opportunity to make it better. So not that we screw up all the time, but nobody's perfect. You know, we're always trying to do better.

SPEAKER_02 7:44

I love that you don't have this assumption of the business. All the things that you're talking about is is what you have to do to earn that business. And so much of it is uh relative to the treatment of the customer, of building that relationship.

SPEAKER_01 8:00

That's the key word there is earn. We earn the opportunity, we earn their business, we earn the opportunity to take care of them in service and do a good job in service, hopefully earn the opportunity for them to buy another car and develop those relationships. You don't develop relationships that you don't develop relationships by being self-centered, egotistical, or abusive. I use that word abusive a little loosely, but speaking from a manner of you don't, you know, you can't make it all about you. It's it there has to be a balance, you know. So that's why that standard that we lay across everything is best interest of hooks Lincoln. And we have B I H L on the walls around here in places. So it's just what kind of drives us, you know, is it should we do this? Is it the best interest? You know, is it make the customer happy? And does it take care of the store in a in a way? Because we want to be here to take care of them next time. You know, and and and and I want to be sure that I take care of my family, and I want to have the opportunity for as the third generation for the fourth generation to take it over, and so forth. So there's a yeah, that's that's that's a load because we want to do it right. We have to do it right, or we're not gonna get that opportunity.

SPEAKER_02 9:25

Yeah, you're absolutely right about the earning, you know, that that that's a a really significant part of business, but of life that I think a lot of people miss out on. And I think it's also one of the attributes of why Hooks has been as successful as you've been for so long. When you think about that process of earning just one deal, somebody comes in, you're earning that one deal. What's that kind of look like to you, like a the day-to-day interaction with a customer?

SPEAKER_01 9:57

Well, you know, there's a value to everything, right? It's not about price and cost and all that stuff, there's a value. And and there the value of this, we build value in our product by presenting and explaining the product and knowing what that's all about. But more importantly, we build value in doing business with us and build value in us by taking care of people. And by building that value, you earn those opportunities. So, you know, i in any given situation, if there's a breakdown, typically there's a miscommunication. So I would say to answer that question the best would be communication is where it starts. Actually, that would be if I could put maybe put something just above that, it would be active and accurate listening. Because we have to listen before we can communicate. We can't say things, we can't can't just walk up to somebody and start spitting out facts, nobody cares. I mean, you gotta listen first, right? Well, that's that's a very furred far degree of that. But in reality, just listen. If you can listen, then you can you know what is going on, and generally people in any situation will tell you what's on their mind, what their questions are, what they want, you know. And and and those that listen get the opportunity to help, I think.

SPEAKER_02 11:34

It's kind of that saying of people don't care how much you know until they know how much you care. I mean, it's it's so true. It is. Um, probably now more so than ever in the kind of economy that people have and that we live in this instant gratification world. What are some of the habits or standards that you just refuse to compromise on, even if they might like cost you something? What are some of those things?

SPEAKER_01 12:03

Integrity, my heritage, my character, those things, you know, as the And I want those things, those things are are laid on the store, but they're also carried within me. So I'm the last line. So everything that's done here is a reflection of me. And so I want those things done with honesty to be human, to be, to be human and and to care. You know, those things, the character and honesty and grace and and integrity, those things are I will not compromise on, no matter what. Now, there's times, there's crazy times we could go back and have stories about when a customer may a customer may expect something that's not rational. And those are tougher conversations sometimes because you just can't give things, you know, that aren't due. But you want to take care of the but when somebody's had a less than stellar experience, you want to do what you can to make sure you you correct those ways and and make sure they're happy. And it's not about what you can do for them next time because you may not get a next time if you don't make it right the first time. So go back and look and what do we need to do to make it right right now? What what did we what can I resolve to have an opportunity the next time? You know, I'm always stunned at these places that you know you go, some not necessarily just car business, but you have this bad experience and have the dignity to tell somebody about it, right? And then instead of trying to make that situation right, they tell you that next time you come in, we'll do this for you. Well, that's not really about me as a customer, that's more about you trying to get me back. And how am I gonna how am I know you're gonna remember that or do that? So make what make this situation what right. And so, you know, and I think that kind of falls under character and your commitment and and doing what's right. So doing the right thing, all those things fall under, all these things fall under that. They're in the same category. And I've just I won't, I'm not gonna compromise on those.

SPEAKER_02 14:26

I think that is a perfect segue into what I want to ask you next, which is when you know customers they can they can push. Sometimes they push, you know, beyond what maybe is fair. And so the next thing I want to ask you is when those situations happen, how do you handle when that customer is expecting more than what's really fair? And maybe does earning it mean that you're always saying yes?

SPEAKER_01 14:54

No, it does not. And I have had conversations with in different forums about how you know I believe that saying no is not just okay, but it's really it adds to the process because if you're building a relationship, do you have do you only have relationships with yes people that only tell you yes, that just lay down and do what you ask? Because my opinion, you normally don't have a lot of respect for those people. So a mutual respect is a requirement to build a relationship. Yeah. So to have those, to have that mutual respect, sometimes the word no comes into play. There's been times when we've said we've had to say no and watch the customer drive away. I also have great stories about when that's happened, and then a little bit later they drive right back up and say, you know what? I want to do business here because you you said what you were gonna do and you stuck to it. And your integrity means something. And that's happened. And those are stories that you want to write down and just like want to tell everybody that's here, like, look, it's okay if you do it the right way, but this is because it's not just give things away. That's not what people want, because you do that, and it there's in a lot of situations they're still not happy because then they think, well, they were saying yes to everything, so what else could I have asked for? But you know, it it you have to build the value, and there is a there's a there's a meeting point there, but it can't be too far out of whack one way or the other. So there are times when we have to say no. And there are times when it's good to say no. And there are times when, you know, it that doesn't mean we're doing the wrong thing. It doesn't mean that we're taking advantage of someone, or we're we're not flexible, we're not, you know, listening. We we are trying to do the right thing, and just it's just that sometimes the right thing means that we have to go this way instead of that way. But even though you want to go that way, I need to go this way, we can still come back and meet and come to a compromise that works for everybody, and there's still value, and ultimately we want you leaving here the happiest. So I want you happy when you get here, but I want you happier when you leave.

SPEAKER_02 17:23

Yeah. Oftentimes saying no, I think, is what opens the door for people to see how much you're earning the relationship and earning the opportunity to do business. If you say yes all the time, you're not gonna have those opportunities for people to see what especially matters to you, which is this human experience. And um I think that makes a lot of sense.

SPEAKER_01 17:46

And it takes, you know, and that's not something you can script out for somebody. That's not something, you know, that's something that you have to have experience, you have to have the character, you have to buy into the culture, you have to, you know, it that takes a while to build that in someone. You can't just plop somebody in here to start, not train them and expect them to be able to do that, because they can't, no matter who they were. If you plop me into another industry, I mean I think I'm I'm educated and whatever, but I I would struggle if you put me in a bad position. And I don't want to put one of our team members in a bad position or in a losing proposition, you know, because that if that's the case, then then we're gonna lose and the customer's gonna lose. And that's that's just a that's unacceptable. So we want to be sure that everybody is buying into the culture, that's buying into the way we do things, that we communicate all the time, not necessarily in meetings, but in just talking and just networking, just standing around, just hearing this and overhearing others and how we talk to people, you know, it's it's it's about them. And so I would love for more people to hear me talk to people sometimes. And not that I have all the answers, but they could learn from what I'm doing, just like I listen and learn from what they're doing. And if it's a coaching opportunity, I go talk to them. If it's a situation I need to jump into, I jump right into it.

SPEAKER_02 19:16

Yeah.

SPEAKER_01 19:17

So but I but I don't want to take things away from somebody because I want them to get there, and it takes the time. If somebody, it's like it's like a baby. If you carry a baby forever, they're never gonna learn to walk on their own. So let them walk and then guide them and support them and and brace them up and and help the situation, and and I think that means a lot to everybody involved.

SPEAKER_02 19:43

Yeah. It's that experience that um makes such a huge difference. That's another good segue around like culture. Like, how do you build your team so that everyone, not just you in leadership, but everyone feels responsible for earning that trust from the customer.

SPEAKER_01 20:09

The best interest of Hooks Lincoln is an umbrella and committing to that, committing to those things and not compromising on that, not compromising on the character, not saying that, hey, let's tell them something different just so we can do this. Well, no, no, no, don't don't do that. I mean, you know, I tell I tell service, call your work in process every day, no matter what. Well, I what if we didn't do anything to it? Well, tell them the truth. You know how many customers have told me that they'd rather just know the truth and just if you just communicate with them, even though it might not be what they want to hear, they're okay with that. Sometimes that's post fact where you know something had happened, they're okay, but it just told me, but some but in in in most all times that's real. So if you just communicate and commit to doing the right thing every time. If it's hard, I think you can get through it. If I don't think you can get through it, I will help you through it. If I need to take over for you, I will. And that mentality that that leadership has, well, then you've got other people that are, you know, at varying degrees of of experience in the store, and somebody who's here might listen to somebody who's here, not necessarily the manager or leadership, but listen to somebody who's had a little more experience and think, hey, that's a good way of doing it, you know, I can do that. Or if I talk to this person, oh, what about that other situation? If I might have done it that way, then they see that the commitment to not compromising on our ideals, on those things that that matter the most, then they see that you know, I can't. Can compromise. Like I can't do this, so I got to figure out a way to do it. And then the ultimate reward, that fulfillment, is when the customer is like, thank you so much, or whatever. And they were like, Whew, I thought that was going to be hard. And the customer said, Thank you. Well, then that person is bought in. Then that person is like, I'm not trying to find an easy way out. It's just not always easy. You know, there's a lot of stuff that's hard about this business. And you got to be graceful, you got to be grateful, and you gotta be, you gotta be honest. I think I believe, I believe that's the way that we get, that's the way we succeed. And and I just that's how you start building culture is is that is stating what your foundations are, what your beliefs, your visions, those things. You you these are what we believe in, and then stick to them and show people how this will help you be successful in this business, fulfilled, and then hopefully, honestly, hopefully, some of these things I would love for them, if I can then help, if what we do here help someone be better off in their life, fulfillment, success, whatever, then that's ultimately that's a huge, huge win. And I'll these uh this our family. Our our our team is our family. We spend so much time together and we tackle hard stuff together and we do things together, and the decisions I make are best interest of Hooks Lincoln, and underneath that umbrella falls the benefit, how these people, everybody here takes care of their families and puts food on their table and and achieves their dreams. So if I'm given that if that's part of my responsibility and they see my commitment to that, and I'm not compromising, I think that trickles down. And I think that it shows, and you know what else we do? We'll call each other. We'll call each other on it if if it happens. You know, if we see somebody go, oh, maybe I need to do this. No, don't do that. Do the right thing, man. You know what we need to do. Go do it. Mm-hmm.

SPEAKER_02 24:13

I think that is Yeah, I totally agree. That's an awesome answer. When you are thinking about training and coaching your team on what it means to earn a customer's business, have you found that like telling them this is the way or showing them, is there a difference? Do you have a preference? Like what's more impactful? I think I know, but I'm just curious to know your thoughts on. Is it is it more of like telling people like, hey, this is what I want to do as you're training and coaching, or is it more so in like showing them exactly how to to lead and what you're reinforcing?

SPEAKER_01 24:53

It's kind of a combination of the two, if I could, because you've got tell and you've got show, but then if we can lead them and like they gotta know what we're talking about first, right? So what we're talking about is the commitment to X. And we're gonna talk about this, and then now if you could do these things, how would you do it? How would you go about that? How would you handle this situation? And then, okay, now what if we did it this way? So tell them, let them do it, show them, and then hopefully they take they can take a piece of all that and have their own approach to it because they can't talk like I talk, they can't speak my words, they can't speak anybody else's words, they're your words, these are my words. These aren't anybody else's words, these are what my thoughts are, the way I think, the way I speak, and I can't do it the way someone else does any more than anyone can do it the way I do. So it needs to be their own words, their own way, because that's the way it's natural and human. So we get back to the human piece of it. So if we're trying to get, and and not only that, but in our lane, we talk the name of this show is changing lanes. That's based on changing lanes, going the same direction, getting to the same destination in different manners. In our own behavior, when we get outside of the lane that is our personality, then we're not nearly as effective as we are in our lane, being who we are. So when we can find a way to carry these foundational beliefs into the way you're doing things to achieve a mutual goal that is in the best interest of Hooks Lincoln, which includes the best interest of the client, right? And our customer satisfaction in making sure that we're taking care of the of the store and and and protecting, I guess you could say, the heritage and the and the viability, then we're all winning. And on top of that, the cherry on top of that is that that individual gets a sense of fulfillment of coming to the right answer, a best answer, a great answer, a way for them to do that on their own and have that sense of fulfillment.

SPEAKER_02 27:27

I love that. You're leaving room for people to take all of these teaching moments, both that are spoken and also shown to them, and then leaving space for them within that framework to get to that same destination, which is happy client, you know, people that want to come back, which is what I want to ask you about next, which is I know a lot of your business comes from repeat customers. We've talked about this on the podcast previously. Like, I think your current Google Business Profile average rating is 4.7. It's just loaded with tons of people who speak so highly of doing business with you. So with a lot of business coming from repeat customers and referrals, what do you think actually drives someone to come back to hooks or send someone someone new your way?

SPEAKER_01 28:22

Relationships and their experience. Because we're established, we want to take care of you. We tell you we want to take care of you. We we're and we don't make it about something else. You know, of course I want people to send their refer people to us. Always. Who doesn't? What business doesn't? But when I'm talking to you, it's not I'm not gonna ask you, hey, hey, Sean, I hope you like your new car. Hey, you know what you got any friends that you'd send my way, anybody you know that might want to be buying a car, would you tell them about me? That takes all the focus off of Sean and puts it on to me. That's that's not right. So I mean, little things like that I think make a difference. And I'll look at these things and go back to like me. How would I respond if that was what somebody was doing? And I would think in my crazy brain, I would think, well, you're I guess you're done with me now, you want me to go find you somebody else? So I think that repeat and referral kind of that referrals come as they want, but it all starts and ends with the customer experience. And from my position, though I may not have interact with every single customer that comes in here on a daily basis, my job is to simplify things so that they can focus on those relationships and answering the questions and and addressing the concerns that each customer comes with, whether it may be, you know, a somebody who just stepped in here for the first time, someone who's here and here during their ownership experience to get service, or coming back for their next vehicle. You know, we're so grateful for all the repeat and referral business that we have. And we know we have to earn it. We don't expect that. We have to earn it. That's why I talk about I want to be the best story in the room, because that means we're doing it right. That also means that somebody might listen and want to come try doing business here if they haven't before. You know, you have to have the right product, but the mo the people are the are the most important piece of it. So developing relationships, having you know, longer tenure, we have we're happy, we're very proud that we have a low turnover rate. And when we do, I mean, we don't like it, but sometimes that's necessary to for for all parties included, I understand. But when you develop those relationships, you want them to be ongoing so that you know who you're coming back to. And I but everybody knows that I'm gonna be here. You know, one way or the other, I'm gonna be here. So, you know, um I don't even know if I've answered the question as much as I've just rambled, but repeat and referral is our is got us to where we are today. We celebr we're celebrating over 45 years today, since our anniversary, because of the repeat and referral, because of loyalty. And those things that I can't, I it's I'm incapable of expressing my gratitude, the level of gratitude that I have for that. And it started with my grandfather and with my father and next generation. It's just I'm humbled, I'm grateful, I I I I just really there aren't enough words to express my appreciation. So, because it's the reason that I'm here today. It's the reason that that we have the opportunity for me and you to talk. It's the reason that I want to tell more people about this. It's that that repeat and referral is is our lifeblood. You know, we yes, we conquest people all the time. We trade for different kinds of cars, but the people who come in and do business with us, and we foster those relationships because we do care. We do care because that that repeat and referral, the repeat part, most importantly, that that means so much. And when you when I see a customer who has bought seven navigators in the last eight years, or bought four navigators in the last six years, or you know, I know, hey, where'd that car? You know, it's every day I am so grateful that I get to see a customer who's bought a car from us before. And yes, I want to grow that, but I don't want to grow it. I want to grow it because that helps our longevity, that helps our success. That means we're doing it right. We're doing something right, we're taking care of more people, and we're making that whole process that much easier and comfortable and reliable for one more person and then another person. And so, yeah, it it's it's it's a huge sense of fulfillment. It's a huge metric for success. And it's something that that is at the foundation of the reason I'm here today.

SPEAKER_02 33:38

Yep. I really appreciate that answer because it maps to my personal experience as a car buyer. Every dealer that I've ever uh taken repeat business to or referred others to never asked me for that. They never, everything that you just were were talking about, I never felt that ever before. They earned it. They they earned it. Um, loved the product, but in almost every single case that I can think of where I was a repeat or somebody who referred business to a dealership, it wasn't just the product. It was how I was treated. It was how I was taken care of. That makes so much. It's what motivates people to feel like it's, to your point, human, but it's humans that are uh showing you how much they actually care about your business, which is um really, really critical. So when you when you're thinking about earning trust, I want you to give me some thoughts on something, maybe just one thing in your business that is really helpful in consistently earning the trust that you would never change, you would never remove, even if it might make things easier or even more profitable to do so. Is there one thing in your business that helps you stay consistent in earning that trust?

SPEAKER_01 35:05

That's a tough question. I know. That's a tough one. It's a tough one. I mean, in my mind, there's a bunch of things, but to put it into words, it's it I mean, the people is the first thing. And then the honesty. Honesty. It it's gotta be honesty and and communication. Honesty in your communication. You know, it and you know, this is this is a good idea for you, it's not a bad idea, or it's a bad idea for you. You know, uh, and just telling people the example, so somebody comes in here and wants to buy. Well, I I just can't this four-wheel drive, uh, it's just more than it's gonna be gas, it's gonna be this, blah, blah, blah. Why do you want a four-wheel drive? Well, we go to Colorado a couple of times a year. Okay. Do you want to drive? So you go for two weeks a year to Colorado and you want a four-wheel drive, but the other 50 weeks you're gonna drive, you don't need it. And it's just gonna cost you more money, right? So why wouldn't you do something different if you could get like a two-wheel drive that's gonna be better on gas mileage or whatever, easier to park, whatever fits your needs, whatever it is. And then on those two weeks, you find another mean of transportation. I mean, you could save enough to fly. I don't know. It's not my job to advise you there, but I'm just being honest, you know, and I've had people look at me, and I've said that to a couple of people, and they'd be like, you know, that makes sense. Why? Thank you. Instead of just saying, oh, well, it's more than this, you got, you know, and trying to talk around it. So, you know, and honesty, there there's a million ways to express the way honesty would make that difference. But, you know, you can't earn trust without being honest, good, bad, or ugly. You have to be honest. And I mean, and and not to mention that speaks to your character and all the other, you know, words that we've talked about, but they're not just words. That's why they're repeated so much. They're not just repeated when you and I talk, they're repeated here all the time. And and I think that you know, people hear that and people just that's you know, if they don't buy into that kind of stuff, then they there've been times that people don't really buy into that and they fade out, one reason or another. But you know, I I believe that honesty is the would be the number one thing that I'm not gonna compromise. And because there's so many things that are come with that, you know, you can have it's the character, it's being human, it's building a relationship, it's it it's you know, your integrity, it's having respect for others, having respect for yourself. All those things come into that. So in your honest communication would have to be if I had to narrow it down to one thing that which is very hard to do because there's a lot of things I won't compromise on, I won't compromise on that.

SPEAKER_02 38:01

It's like the anchor for all of those other things. You know, you kind of you forget about all the rest of it if you're dishonest. Slippery slope.

SPEAKER_01 38:10

It's like once you break that barrier, what other ones are you gonna break? So you know, and everything if everything is communication, then if you if you're not being forthright there, then you gotta there's a slippery slope. So, you know, because it'll work out. It will work out. I know people, you know, there may be people in this business who, well, I gotta do this in order to feed my family. No, you don't. If you'll be honest, it'll work out. It works out.

unknown 38:35

Yeah.

SPEAKER_01 38:36

It's for the best, I believe.

SPEAKER_02 38:38

I love that. I love it. I was gonna ask you if there's one thing that a listener could take away from the episode about how you do business, what would you want it to be? But I think you just answered it. I think you want people to know that you're honest, and that is a foundational element to all the other things that happen when you come to hooks to uh you know be an opportunity for um a new relationship and for business to start. And so I think that's a great place to park the episode, Kip. It's fantastic. I always love getting your insights on all of this. It's very valuable. Uh I think one of the biggest takeaways is also that while a lot of things in the industry continue to change, the fundamentals of what we're talking about, building trust, strong relationships, um, those things, uh, those fundamentals don't like that that bedrock or foundational point of anchoring all these things based on honesty is uh I think that a lot of dealers can learn from. I think they should take a cue from you in a nice way and not being being humble about it. But because it's about consistency, it's about how you treat people, it's about making decisions with long-term in mind. You can't have that repeat and referral business if you're not thinking about those things. And that's clearly something that's deeply embedded in how you've done business and how you operate and how you've operated for decades. It's a great reminder for anybody that's listening or watching that doing business the right way is still one of the most powerful strategies that any business can have. So, Kip, once again, really appreciate you taking the time to show your perspective to the audience. If it sounds like hooks would be a great place to buy a car, well, that's because of decades of intentional effort. That's because it is a great place to buy a car, it's a great place to service your car. So check them out online at hookslinkin.com. Or, hey, go in person. Fort Worth, Texas is one of the greatest cities in America. As always, audience, thanks for joining us. We'll see you again soon right here on the Changing Lanes podcast. Thanks.