Don’t Chase Trends—Chase Tension | Robert Siegel

24:30So I would challenge you as a professor, how do you invite more collaboration and group projects so that it's not just them on their own in a silo using the AI tools to prove to you that they have mastery, but they're actually engaged in discussion with others. And that's where the learning is really happening. And then for us internally in our team, like that collaboration that I was saying about being more focused on the input than the output is where the greatest ideas have come. And even now in my use of AI, I'm collaborating with the models. I go to ChatGBT and I get what I need. And then I go, hey, Claude, I just got this from ChatGBT.

25:03What are the gaps? And help me find the gaps. And now I'm recognizing that every one of the models has gaps and it's going to give me their tilt, their bent, their perspective. but if I can collaborate with each of the models, I actually get a better end product and I'm learning through the process. When I work with companies around the world, I see a lot of people using it exactly that way. It's a lot of strategy, a lot of high-level stuff, getting kind of the big picture, but they don't count on the AI models for the details, whether it's because of hallucination or other reasons why it might not be a, you don't want to just trust the AI to give you, you know, and all the details and say, yeah, it may not actually be accurate.

25:43And so again, this notion of collaboration, people will be working differently in the future. We're going to continue to be connected. And by the way, this is like, if I think of one of the other cross pressures of geography, global and local, this is exactly the same sort of thing. What's happening in another part of the world? And do I understand that? And how does that impact? It could be suppliers, it could be customers, even in a world where we see like the US and China decoupling potentially and tariffs and trade wars, for the average company, we're already pretty intertwined globally. And yet we've also got to understand when there's a displacement of labor and capital, when jobs move from one part of the world to another, that people who lost their jobs, they're going to act and behave in a certain way.

26:24And I got to argue, and I would argue that leaders really need to be cognizant of that and be aware of it. that if you're in Europe and you're trying to sell cars into the US, the pressures of what's happening inside of the US, they need to be very thoughtful about. And similarly, if you're an American company trying to do business in Saudi, what's happening in Saudi and how is that changing? And we might be, you might be in Southern California and I might be in Northern California, but everything is gonna continue to be connected and understanding the dynamics in each location, I think is incumbent for leaders to be aware of.

27:03You know that sinking feeling when your brilliant idea gets ignored in a meeting, only to be repeated by someone else minutes later, and then you receive slack seeking more of their input? Or when you see less qualified team members building effortless relationships with leadership while you feel invisible? The problem isn't your intelligence or technical skills. Harvard research confirms what we've seen with over 11 ,000 professionals. Technical expertise only accounts for 15 % of your success. The real difference maker is social intelligence. And here's the trigger moment that most analytical minds miss.

27:40People aren't making decisions about you based on your competence. They're making decisions based on how you make them feel. After nearly two decades working with engineers from Google, Microsoft, and Amazon, we discovered something we call the technical success paradox. The very qualities that make you exceptional in your field are working against you socially. Your analytical mind is trying to solve people problems with the wrong operating system. That's why we developed the social calibration method, the first system that leverages your analytical strengths instead of fighting against them.

28:14Imagine walking into your next meeting and immediately commanding attention without saying a word. Picture leadership inviting you to high-level discussions and implementing your ideas without hesitation. and your social calendar filling with invites you actually want to attend. This isn't about changing who you are. It's about applying the same systematic approach that made you technically excellent to mastering both professional and social dynamics. Visit theartofcharm.com slash intel for a social intelligence assessment and discover exactly what's holding you back. That's theartofcharm.com slash intel because your brilliance deserves to be recognized in the boardroom and beyond.

28:52Think you're the only one struggling with performance issues in the bedroom? You're not. And now there's an easier way to fix it. From home. That's where RexMD comes in. It's an online telehealth service that helps men get real FDA-approved medication straight to your door. Everything's done online. No doctor's office, no waiting rooms, no awkward conversations. Here's how it works. First, share your symptoms, health history, and goals through a short quiz. Then, a U.S. licensed provider reviews your information and prescribes medication, if appropriate. Your treatment gets sent to you with free two-day delivery.

29:24It's that easy. And RexMD team is there for ongoing care. Just send a message. What I love about RexMD? Total discretion, private consultations, and direct-to-door delivery in discreet packaging. No pharmacy trips needed. Plus, it's care that you can trust. FDA-approved medications tailored to individual needs. Over 475 ,000 men have chosen RexMD, with over 50 million tablets prescribed and delivered. This isn't just about performance. It's about feeling secure in yourself and your relationships again. Don't put your love life on hold. Take back control of your confidence and intimacy. Get up to 95 % off treatment with RexMD.

30:04Visit rexmd.com slash charm. That's rexmd.com slash charm. See full details and usage at rexmd.com. Prescription required. Results may vary. This episode is brought to you by Indeed. When your computer breaks, you don't wait for it to magically start working again. You fix the problem. So why wait to hire the people your company desperately needs? Use Indeed's sponsored jobs to hire top talent fast. And even better, you only pay for results. There's no need to wait. Speed up your hiring with a$75 sponsored job credit at Indeed.com slash podcast. Terms and conditions apply. With that, the cross pressure that I think is even more prevalent right now is this internal versus external influence.

30:55So we sort of touched on the always on and online space of work. And now you have internal pressures from your team, but you have rapid fires happening online externally when people think that you fall out of favor or you choose a political side or you happen to be on a different end of the spectrum. And we've really seen sort of a swing back to, hey, can we kind of go back to what we're here to do with our job and not get so caught up in all of the noise outside? So how are leaders wrestling with that today as we live through the pandemic and it seemed like the external influence started to have a lot more pressure on business?

31:34You see that both in internal, external, as well as local and global. So let me give a couple of examples. on the internal and external. So Charlie Scharf, who's the CEO of Wells Fargo, he was brought in to clean up Wells Fargo after Wells Fargo committed massive fraud. And the regulators who missed it, they were furious because by the way, they didn't commit the fraud. Wells Fargo did. So they were angry at the bank. And the people inside of the bank, a lot of the middle managers and everybody else, they were furious that leaders had done this and had basically destroyed their brand. And as Charlie came in, he's had to spend a lot of time over the last five to six years, both working with regulators, trying to show them that they are worthy of earning back the trust, they as Wells Fargo, and also internally saying, no, we have to respect the regulators.

32:23Remember, they didn't commit the fraud, we did. And so there's that balance back and forth of understanding and in that example between government and an organization. To the specific example you gave, Bill Winters is the CEO of Standard Chartered Bank. And they do a lot of business throughout Asia, throughout Africa, throughout the Middle East. And you've got different cultural norms in each of these locations. And so if Coca-Cola wants to sell Coke in Angola, Standard Chartered can help them do that and be the bank that can help get them introduced to local bottlers, local distributors, etc.

32:57But also they need to be very aware that sometimes the values in one part of the world are different than the values in another part of the world, maybe around some social issues. And so Bill's very thoughtful about when do I stand up and say, no, I need to say something? And when do I work behind the scenes to talk about, do I not do business there at all in this country? Is it so egregious that I need to say, yes, we're going to pull out? Or do I sit back and say, how do I kind of work with somebody else to say, look, we can't turn over data to you? because that's against the laws in this particular part of the world and the values that we adhere to.

33:31And so I think there's that nuance. A lot of these issues are very hard. They're very nuanced, and we're dealing with a world that seems to have very little time for nuance. And it's all coming at us so quickly, and it seems to swing back and forth. And I think that's kind of the whole idea of being a systems leader is trying to understand action and reaction. You know, if your listeners read the book, which I hope they will, I'm not promising them that everything's going to be okay and easy. I'm actually saying like, this is the world that we're in. This is just today's version of crazy. How do we lead our teams in today's version of crazy?

34:05Many of our listeners maybe aren't in the C-suite yet. They are looking to gain leadership roles and move up the corporate ladder and advance their career. and a lot of these conversations right now have been pretty siloed in just the C-suite. These are the bigger issues that they're being wrestled with. But if you want to have that executive presence, if you actually want to stand out from everyone else, you got to start to be aware of these issues and these cross pressures as you're moving up the ladder, not just wait until you get invited into the room, recognizing that leaders are wrestling with these right now in your company.

34:40I think it's a great point because it's not just the C-suite. Imagining you're in finance or you're in marketing and you're managing a team of five people. This is going to be impacting your teams in terms of their everyday lives, their children, what they're reading online when they wake up in the morning. And how you're going to take a team of potentially very diverse opinions and very diverse points of view and how you get them all to work together in a very, very volatile environment, that's incumbent upon any sort of leader, manager, director, vice president, or C-suite. Some of the examples I gave were C-suite.

35:13That's the joy of being at Stanford is that people will take my calls if I call them up. But broadly, when I work with organizations and companies, we find very clearly that it's kind of like the vice presidents and directors who are struggling just as much or more so with all of these challenges. And by the way, they may not have the seniority that the people above them do, and they're trying to figure out how they can be effective in their roles. The last of the cross pressures that I talk about is purpose. And I was very influenced by a gentleman here at Stanford named Bill Damon who defines purpose as an active commitment to accomplish aims that are both meaningful to the self and of consequence to the world beyond the self.

35:54And what I liked about that definition is that people can and should be ambitious for what they do. Hopefully, they'll want to accomplish great things. But you can also be a steward of your organization. and like trying to hold those two truths, you know, at one time, I actually think of something that's very doable. I'm not saying it's easy, but it's doable. And, you know, can I still want to make sure that I'm successful and I have my career goes the way I want it to, but can I also be looking out for the men and women on my team? When we lose sight of that is often when we lose the trust of our team as a leader.

36:25And it's easy to do so from our vantage point at the top to not understand what the lower levels are wrestling with, whether it's challenges now economically because of tariffs and trade wars, whether it's this remote work spreading teams across the world with team members on different continents with different cultural issues and pressures or even bank holidays. A lot of our clients in Europe, I'm laughing, it's tough to even schedule a call, they're off so much. So these are issues that as you move into leadership roles, we're all contending with, but I'd love to hear from you your personal perspective on you know some of these cross pressures and how they've impacted you and how you overcame those challenges or wrestle with them yourself we talked about it a little bit about when I think about people you know I used to my teaching style was tough love you never came to my class late you never came unprepared and the students knew that no one loved them more you know I have you know found doctors for dying parents.

37:28I have officiated weddings. We've had kids in our home for Christmas, but like I expected the students to bring their best selves. And then when I noticed a change in the students in the last few years, I realized I had to adjust my style and move from this notion of being right to getting it right and try to figure out how can I get my lessons across that I'm trying to teach them in a way that can land with them. Because if I kind of keep pushing on it, they'll just, tune me out. And so that's, I think, one that I've had to work on. Maybe that's just the joy of getting older as I've learned what I can control and what I can't control.

38:03I think that's probably at least personally for me in the last few years been kind of the most important. I've also, in the book, we see these leaders today that we read about all the time where we have these unserious behaviors in a serious world, replacing outrageousness with decorum. We see people focusing on trivial goals, even what I would call disdain and self-righteousness. If you look at the leaders that I wrote about in the book, all of them are successful by any figure of merit, like the companies they run, how they're doing. I also write about some of their failures. The thing is these aren't the leaders that we read about.

38:41These aren't the leaders that we see all the time in the mainstream media or on social media. But yet they're out there. These leaders are out there. And one of the things that I've taken away from this is that I'm a big believer in free will. One of my colleagues at Stanford wrote this great book called Determined, A Life Without Free Will. And I think Robert Sapolsky is wrong. Now, Robert's got more intelligence in his pinky than I have in my whole body, but I think he's wrong. I think we can be exactly the leaders that we want to be and choose to be. And so I think for me, what I've tried to do is say, okay, wait a minute.

39:12If I need to adjust how I act and behave and teach or operate as a consultant or whatever it is, I can do that. I can make a choice to change. And I think that that's kind of a very, to me, a very powerful thing. It's also a little frightening because I'd also realize that it's up to me to change. It's like it's up to me to kind of get it done. But I think that's how, when I've been around these leaders, how they've shaped me in the things that I do. Well, I think that's actually a great point for a lot of our audience members around that feedback loop. So obviously listening to the show, you care a lot about self-improvement, you care about leadership development, executive presence, being a more effective communicator.

39:53But oftentimes we're struggling with that feedback in terms of who to listen to. You know, you talk about the people who are the masters of marketing and make the news for all the crazy things they do as leaders, but maybe they're not the best people to follow. You talk about the internal feedback we're getting, and maybe it's not often a great guide. So, you know, you recognizing even recently in teaching students that you had to change some things, what was that feedback process for you? And how did you tell, you know, what was meaningful feedback from, you know, feedback that really wasn't worth your time?

40:23I knew I could tell there was a period about three years ago where like it wasn't working, like what I was doing in the classroom wasn't working. I could tell like the students weren't laughing at my jokes. It's just the vibe was wrong. And I ended up basically taking a break and working with an executive coach. And the executive coach helped me unpack, okay, who am I? What's my personality style? Why would I be upset by certain things that I would see happen in front of me? And then kind of come up with tools to figure out, okay, given that's who I am, recognizing that and then figure out how to be effective.

40:56And then also for me, it was also learning, who I listened to as I was just sort of watching great behavior. Let me give two juxtapositions of what I'll call unserious behavior and great behavior. Do you remember when Zuck and Elon Musk were going to fight a cage match? You remember that 18 months ago, two years ago? And everybody I knew had two reactions. They were going to watch it and they knew it was wrong. It's like, why are two of the richest people in the world talking about beating each other up? And I'll juxtapose that to a guy by the name of Michael Dowling, who runs Northwell Health.

41:28It's New York's largest healthcare system. and in the middle of COVID, he's on Zoom with us, about 150 students. And I'm kind of being my obnoxious, provocative self in the class and on Zoom. And I'm saying, God, this guy's got a horrible business. He's got 3 % margins. He's not getting paid for the risk he takes. He's not getting value for the risk he takes. When he gets it wrong, people die. All the money's going to the pharmaceutical companies, into the device companies. This is a horrible business. and Michael takes over the class and he says to the students as he's telling about his business, he says, I want to go back to something Rob said.

42:03He said, you know, I could make a lot more money if I only treated rich people, but what kind of society would that be? And he said, how do you value a human life? And what's my role in that as the leader of this organization? And it was one of those very powerful moments. It was very heartfelt and very genuine and you could tell that it guided how he ran the business. And to see 150, what can sometimes be very jaded students, just kind of like you could see it stop them in their tracks. It's moments like that that kind of shaped me. It's like, no, no, that's leadership. And we know it when we see it.

42:37And there seems to be such a dearth of it in business and in politics. And so I think for me, it's trying to see it. We know it when we see it, trying to learn from it, and then trying to model it to the best of my ability, knowing that, you know, I'm going to be a work in progress at all times. Tito's Handmade Vodka is America's favorite vodka for a reason. From the first legal distillery in Texas, Tito's is six times distilled till it's just right and naturally gluten-free, making it a high-quality spirit that mixes with just about anything, from the smoothest martinis to the best Bloody Marys.

43:09Tito's is known for giving back, teaming up with nonprofits to serve its communities and do good for dogs. Make your next cocktail with Tito's. Distilled and bottled by Fifth Generation Inc. Austin, Texas. 40 % alcohol by volume. Savor responsibly. Yeah, well, I think, you know, the lens that is most helpful for me and Johnny, at least, in looking at a lot of what you would spoke about there around leadership or being in the news is marketing. And as leaders, you have to understand the role of marketing. And when you look at what Zuck and Elon are doing in the race to AI and even Sam Altman, And, you know, that is where all of the cash dollars are pouring in.

43:46And that is where all the attention is going. So how do you outdo the other? And how do you stay in the news cycle now with the president who owns the news cycle? Well, you have to be injecting yourself and doing crazier and crazier things. That's marketing. That's not leadership. And I wouldn't compare the two. I think for many of us, we need to pay attention to, hey, when is this getting eyeballs and attention on the things that they care about? and what's actually going on internally in the companies that we want to be a part of and the purpose that we're finding in our work and how are those leaders driving that forward?

44:18I hear you, AJ, but the pushback I would give on that is we can do things that generate clicks and we can do things that generate attention, but just because we can do something doesn't mean that we should do something. And the question I would be is like, do we want to be Sam Altman? Is that the archetype of here's the leader that we want to put up there that we all want to be, that we want our children to be? Is that it just because he makes money? And by the way, he's been hugely successful, but is that the person we want people to be? And the point of writing about in the book is I highlight 15 to 20 leaders who are hugely successful.

44:52There's no argument about whether or not these people have been successful or not in their careers. And they're not like those people at all. And they have found a way to lead their organizations and to kind of model the behavior themselves. And that's kind of the point that like, when I talk to people, when I work with companies around the world and I talk about this, like everyone's feeling this tension. Like, like they feel like, well, is that, am I supposed to be like Trump? Am I supposed to be like AOC? Am I supposed to be like Musk? It's like, am I supposed to be like all of these kind of almost caricatures of craziness or how do I kind of lead the people that's also authentic to who I am and do so in a way that, you know, helps me kind of be aware of what's going on, but also, you know, internalize this and kind of be true to myself.

45:35And that's what I saw in a lot of these leaders. I think all of those examples of leaders are choosing to market themselves in ways that might not be appealing to you and might not be a good fit for the company that you're leading. But that's a marketing lens that they're putting on controlling earned media, which right now the cost of clicks are higher than ever. And being in the news cycle as much as possible gets you the earned media that wins you the presidency, that gets people talking about your AI over someone else's AI. And we're seeing them jockey it out in real time online and in the news.

46:12But the quiet leaders behind also have a lot of great lessons that you've unpacked in the book that I want our audience to recognize that there are pressures that they might not realize leaders are facing internally. And as they move into those leadership roles, not only recognizing those pressures, but understanding how to wrestle with them, There might not be a clear right or wrong under which influence is more important in that moment, but understand that that pressure is there and it's rising in today's climate of this always on constantly connected world. It's not going to slow down. You know, Alvin Toffler wrote Future Shock 55 years ago where he predicted fast fashion experiences, the home computer, the personal computer, and he coined the phrase information overload.

46:57and the idea of information overload is that technology was evolving so fast and we as humans don't evolve that quickly and we can't deal with this and that was 55 years ago look at the speed of it now I don't think that's going to change I think it's only going to accelerate my takeaway from the the men and women that I had the good fortune of learning from and studying is that they can figure out how to like operate at these intersections is what I like to call run towards the disruption, how they can manage context for their employees and try to help people make sense of things, and then also model the right behaviors and manage these cross pressures that we see that society is putting on all of us.

47:36And I think there's a path for people. For me, I hope the book is a message of hope, right? It's like, this can be done. I'm not asking readers to bend light in a way that light's never been bent before. That would be hard. This is just kind of being aware and thoughtful about what's going on around us, and then making sure that we understand where things are going. And by the way, not denying the marketing that you talked about, not denying the earned media. That's somebody else's choice. That doesn't mean it has to be yours. Absolutely. And every leader of their company is going to have to make decisions around how they market their services.

48:10And for some, it might sell cars. It might get more people using your AI. For some, it's probably not going to get people choosing your healthcare if you're ranting and raving on media every single night, right? The other aspect of it too is just fatigue. I can look at social media and see people who two years ago thought Musk was the king of the world, who now have a completely different picture. And because, number one, it's exposure, right? We're seeing all of these different moves that we're able to see now due to being under the spotlight 24-7. We are now able to pick up on narratives that paid players are using that contradict other narratives.

49:03So we can compare and contrast those now and get a better picture, a better perspective of what's going on. And for a lot of people, it's just getting to be distasteful. And I think for those are people who are able to put a few pieces together rather quickly, right, who understand marketing and understand narrative buildings and things like that. I mean, it's work that I have to do. So I'm in that world. but certainly we're seeing Tesla dealerships getting torched so how's that for publicity well you know it's it's funny because you know I like to joke that you don't write a book you write you sell a book and all the stuff that I have to do is in promoting the book and going on podcasts and LinkedIn and all the videos I have to make it's a very unnatural act for me it's like it's not who it's not who I am it's not how I was raised I was raised to ask for things for other people, not for myself.

50:02But I also understand that there's a job to be done. And so it's like, you do what you got to do. But it's interesting, Johnny, you use the word distasteful. And there's an essence of that. And I don't want to be like hectoring and condescension, but I want to capture the vibe that a lot of people look at this and kind of give that ick. Like, I don't want to be that. I don't want to do that. And I know that it's wrong. and we still see it happening anyways. And I think that's kind of the point that I want to give to the readers is this notion of, no, no, you actually can choose not to do that and still have a successful life.

50:40Just because these are the three or four names that the media and social media is constantly putting out there, there's 8 billion people on the planet. There are a lot of successful people who do things a lot of different ways. If you look at the choices that they're making, they're constantly under the gun to have to reinvent themselves because they lose audience. They have to capture new audience. And now they have to swing to another issue. They have to speak out on something else that many of us as leaders have no interest in going that route to market and promote ourselves or the business.

51:11I think Zuckerberg is the latest victim to that. We all get to have a laugh as he tries to figure himself out because he never came into this having an understanding of who he was or even what he put together or stole, however you want to look at it. Well, and he's also a very young man when he started the company. I'd like to think that we hopefully get wiser as we get older and we learn more. Both we change and we become more aware of who we are. I guess when you're that high of a profile person, everything you do is going to be magnified and talked about to your point, Johnny, and we're all going to get to watch it.

51:47Part of me is like kind of very grateful that I'm not that because like, you We all have strengths and development needs, and I would need all of my development needs to be watched by billions of people because that would kind of be a rough go. Well, where do you go for growth when your customer base is in the billions, right? You have to move in a direction that captures more attention in order to actually get more customers. Now, many leaders that you talk to in the book are in a position of billions of customers or will never be in a position of chasing billions of customers. So some of those antics and reinvention and controlling the media and who they're seeing next to and what they're talking about to get people wearing their AI glasses isn't really relevant to us in the seats that we're in as leaders.

52:32But what is important is recognizing that in this changing world, you're going to be faced with pressures where there's not black and white answers. There's not a clear path forward. And those cross pressures are multiplying, even since you wrote the book, as we've seen with 23andMe going under. Well, Harley Davidson, right? I did a whole piece on Johan Zeitz, who's a really interesting and compelling leader. He just announced his retirement and some of the challenges. And I think that's kind of also the point of the book. I write about people who have struggled. I wrote about my co-teacher, Jeff Immelt, who was running the greatest American company.

53:05And he went from being the greatest CEO in the world to the dumbest person ever who destroyed one of the great American companies. And the Financial Times wrote last week, wait a minute, since GE's broken apart, the market cap of these companies has doubled and it's all based on technology and products and deals that Jeff did eight years ago, nine years ago. And so there's an ebb and a flow to things. And so that's one of the benefits of time is we can see that context. I wrote about John Donahoe when he was the CEO of Nike and he basically resigned and retired because he made one big mistake during COVID where he tried to sell direct.

53:45And so is the fact that John wasn't successful at Nike, is that make him less of a leader even though he ran Bain & Company, ran eBay and ran ServiceNow successfully? Like none of us are perfect. I don't know about you guys, but I get stuff wrong all the time. More than we get right. Well, thank you so much for joining us. Where can we find out more about the book and your class? You can go to roberteseigel.com is my personal website. You can find the book, The Systems Leader. It's on Amazon, Barnes & Noble, or your favorite bookstore. And I hope that the readers find it helpful. And there's a lot of questions in the book where at the end of each chapter, the readers can actually apply it to their own challenges and situation.

54:32And that's probably the best place to go. So robertesiegel.com and the Systems Leader at your favorite online or physical bookstore. Thank you for joining us, Robert. Thank you so much, AJ. Thanks, John.

54:50Thank you for listening. And now is the part of the show where we showcase one of our X Factor Accelerator members Take it away, Ron. Hi, this is Ron Palermo, and I'm a corporate lawyer. Taking the X Factor Accelerator is one of the best decisions I have ever made. If you want to consistently show up as a high-value person, someone who makes a great first impression, effortlessly makes new friends and connections, and enjoys deep and authentic relationships, X Factor Accelerator will get you there. The AOC team is passionate about what they do and are totally committed to your success, and most importantly, they know how to get the results you want.

55:29My only regret is not taking the program sooner. If you are serious about showing up as the best version of yourself, I urge you to sign up for the X-Factor Accelerator. You will be so glad you did. And thank you, Ron. It was a pleasure working with you and good luck to all your future endeavors. If you've gotten value out of this or any of our podcasts, head on over to your favorite podcast player and rate and review the show. It means the world to us and helps others find the show. Before we head out, a huge thank you to our producers, Michael Harold and Eric Montgomery. Until next week, go out there and be charming.

56:25Cause you had your taste of black on me today Yeah, but I remember you Oh yeah, I remember you

56:43Next up is a little song from CarMax about selling a car your way. You wanna sell those wheels? You wanna get a CarMax instant offer? So fast. Want to take a sec to think about it Or like a month? Want to keep tabs on that instant offer With OfferWatch Want to have CarMax pick it up from your driveway You want to get it done to it You want to do it all So, want to drive? CarMax, pickup not available everywhere. Restrictions and fee may apply.