A historic 35-hour military mission that helped launch Operation Desert Storm gave retired U.S. Air Force Col. Trey Morriss a firsthand understanding of what it takes to lead under pressure. Drawing on 31 years of military service and experience in the corporate world, Morriss says dealers can build stronger teams by establishing credibility, setting clear expectations and making difficult decisions when the stakes are high.
Joining us on today’s CBT Live segment, Morriss says trust begins with credibility, and credibility comes from developing real expertise rather than looking for shortcuts. Reflecting on his mission, he explained that military leaders selected crew members based on their demonstrated knowledge and experience because the operation left little room for error. He believes businesses have moved too far toward a “drive-through culture” that prioritizes immediate results over developing the skills needed to perform well. For dealership leaders, that means investing in employee training and professional development while recognizing that strong performance and trust take time to build.
Establishing clear expectations and addressing problems directly are equally important. Morriss says dealers sometimes avoid difficult conversations because they feel uncomfortable or fear creating conflict, but that approach can leave employees unsure what their roles require. He recommends setting expectations during the hiring and onboarding process, then maintaining honest communication as business conditions change. He also points to the military’s debriefing process, in which teams review missions, identify mistakes and discuss how to improve without allowing rank to prevent honest feedback.
Morriss also encourages leaders to make timely decisions without falling into “analysis paralysis.” He references the approach of Gen. Norman Schwarzkopf, who advocated making decisions with 60% of the available information while accepting a measured level of risk. That requires leaders to communicate openly, look beyond immediate challenges and anticipate what their teams will face next. For dealership owners and general managers, Morriss offers a practical reminder to build genuine connections with employees. He says customers can tell when sales managers are disconnected from their teams, and that disconnect can affect how salespeople engage with customers.
