Donnie Carr of Christian Brothers Automotive On How to Build a Purpose-Driven Culture That Attracts…

Donnie Carr of Christian Brothers Automotive On How to Build a Purpose-Driven Culture That Attracts Top Talent

An Interview With Chad Silverstein

Set clear Expectations — People can’t meet expectations they don’t know exist. Leaders often assume employees understand what success looks like, but in reality, clarity is crucial. When expectations are defined and communicated properly, people know what they’re working toward and why it matters.

Purpose has become the new currency of success in today’s workplace, and leaders who prioritize mission-driven cultures are standing out in the war for talent. To explore this important topic, we are interviewing Donnie Carr, CEO of Christian Brothers Automotive.

Donnie Carr began his career at Christian Brothers Automotive in 2006 as a Service Writer and later became Director of Store Performance, where he developed a coaching and support team still used today. His success in this role led to his promotion to Vice President of Operations in 2016, President in 2018, and CEO and President in 2021 following the Founder’s retirement. Donnie lives in Katy, Texas, with his wife Beth and their two children.

Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

I started as a service writer at Store #24 in Plano, Texas in 2005. After about a year, I took a brief break to work in full-time ministry before returning in 2007 as a Franchise Performance Consultant at our Home Office. At the time, we had only 12 team members and 46 locations. In 2013, I became the Director of Store Performance; in 2016, I became VP of Operations, and in 2018, I became President. Then in July 2021, following our Founder’s retirement, I took on my current role as President and CEO.

Over my time with the company, I realized how important people are to the success of Christian Brothers Automotive. I wanted to be part of an organization that is dedicated to helping people grow in all areas of life — whether it’s as a parent, spouse, community member, or leader. Intentional development is at the core of who we are, and having the opportunity to work alongside great people who continuously make me a better leader is why I’ve remained committed to Christian Brothers.

Can you share the most interesting story that happened to you since you began working in leadership, culture building, or purpose-driven organizations?

One of the most impactful moments for me was during Hurricane Harvey in 2017. Christian Brothers Automotive is based in Houston, and the storm caused devastation across the city, leaving many of our team members and their families in crisis. At the time, our CEO and COO were out of town and unable to get back, so I made the decision that instead of focusing on work, we would focus on the community. For three weeks, we put everything on hold and went out to help muck houses. One story that sticks with me is a homeowner who was initially angry and frustrated with us being in the neighborhood. By midday, we were inside his home, tearing out carpet and drywall alongside him. That moment reinforced the idea that service and love for your community transcend any business operation.

You are a successful leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

1 . Complacency — Early in my career, I was constantly focused on what’s next. I was always looking for the next promotion, the next title, the next challenge. But I had to learn that true success isn’t about chasing the next thing — it’s about showing up and excelling in the role you have right now.

Example: When I was Vice President of Operations, I remember feeling frustrated, wondering when I’d be given more responsibility. But I had a realization: I hadn’t earned more yet. Instead of focusing on what I didn’t have, I started focusing on being excellent in the job I was already doing. Over time, that mindset shift paid off, and when I was ready for the next step, it came naturally.

2 . Excellence in the Little Things — There’s no silver bullet for success — greatness comes from consistently doing the small things well. It’s not about big, dramatic moments; it’s about daily habits that compound over time.

Example: I’ve seen this play out in everything from hiring to customer service. At CBA, we don’t rely on flashy gimmicks to attract guests or talent. Instead, we focus on consistently delivering small moments of excellence — whether it’s keeping our waiting areas clean, making sure every guest feels heard, or ensuring our teams are well-trained. Those little things add up to big results.

3 . Reliability and Follow-Through — A leader’s greatest asset is trust. If people know they can count on you — if your yes means yes and your no means no — they don’t have to waste energy worrying about whether you’ll come through. That reliability allows teams to function at a high level.

Example: I’ve worked with people who overcommit and underdeliver, and I’ve seen how much that disrupts a team. At CBA, I make sure that when I say I’ll do something, it gets done, and it gets done well. That kind of consistency doesn’t just help me — it frees up my team to focus on their jobs without second-guessing whether I’ll hold up my end.

Let’s now jump into the focus of our interview. What does a “purpose-driven culture” mean to you personally, and why do you think it’s critical for attracting top talent?

A purpose-driven culture gives our pool of talent a bigger “why.” Jobs are everywhere, and pay can be good or bad anywhere, but when people get to come to work with a meaningful purpose, it makes all the difference. When a workplace is built around mission and impact, it attracts people who care about something bigger than themselves. The best leaders are the ones focused on building and developing others, and when you bring in purpose-driven individuals, the entire organization gets better — not just one person.

How did you identify and define the mission or purpose for your organization? Was it inspired by a particular event, challenge, or insight?

Christian Brothers Automotive started with a simple idea: “Love your neighbor as yourself.” When starting the company, our Founder, my dad, listed ten things people dislike about taking their car in for service. He realized that eight of those things could be fixed immediately — honesty, a clean and comfortable waiting area, transparent communication, and letting the guest decide rather than forcing a sale. That’s what created our culture of service and trust. It wasn’t about reinventing the industry — it was about doing the right thing for people.

What are the key steps leaders can take to embed purpose into the day-to-day operations and decision-making of their companies?

Leaders need to involve their teams in the decisions that affect them. Culture isn’t something that can only exist at the executive level — it has to be owned by everyone. One way I measure our culture is by how our team members handle conflict and problem-solving. If employees at all levels are addressing issues and making decisions with purpose and integrity — without needing a supervisor’s input — that’s when I know our culture is thriving. Additionally, consistency is key. We have to treat everyone the same — whether it’s the CEO or a technician in a shop. Everyone should have the same experience and be held to the same standards.

What role does leadership play in championing and modeling a purpose-driven culture? Can you share an example of how you or another leader helped reinforce your organization’s purpose?

At Christian Brothers, we have 16 culture commitments that are not just words on a wall. They are part of our annual reviews, discussed in our town halls, and woven into every decision we make. Culture isn’t a one-time initiative — it’s something that must be reinforced continuously.

How do you handle skepticism or resistance from team members or stakeholders who may not immediately understand the value of focusing on purpose?

Open and intentional conversations. When someone expresses doubt, I listen first. I let them share everything they’re feeling before I respond. Then I explain the “why” behind our purpose-driven culture, backed by real examples and results. People want to feel heard, and often, once they understand the impact, they get on board.

Ok, let’s talk strategy. Based on your experience, can you share “5 Steps to Build a Purpose-Driven Culture That Attracts Top Talent”? If possible, please include examples or stories for each.

This may not be five steps but one of the core philosophies I live by in leadership is that you have to let your team EAT — not just figuratively, but in terms of culture-building. It’s a simple acronym that defines three critical steps to building a purpose-driven culture: Expectations, Accountability, and Training. When a team understands what’s expected, is held accountable for their contributions, and is properly equipped to succeed, you create an environment where people thrive. Here’s how these principles apply:

E — Set clear Expectations — People can’t meet expectations they don’t know exist. Leaders often assume employees understand what success looks like, but in reality, clarity is crucial. When expectations are defined and communicated properly, people know what they’re working toward and why it matters.

Example: Early in my leadership career, I learned this the hard way. When we brought on two highly successful franchisees, Brad Fink and Michael Allnutt, to join our executive team in 2018, I assumed they’d step into corporate leadership seamlessly because they had been deeply involved with Christian Brothers Automotive (CBA) for over a decade. But I hadn’t clearly defined what success in an executive role looked like. They were no longer running individual franchises; they were now responsible for strategic operations and franchise sales. It wasn’t until six months in that I realized I had failed them as a leader — I hadn’t set clear expectations for their transition. Once I course-corrected and defined those expectations, things fell into place.

A — Hold people Accountable — Accountability isn’t about punishment — it’s about ensuring consistency, trust, and integrity across an organization. A purpose-driven culture only works if every team member, from leadership to frontline employees, is held to the same standard.

Example: At CBA, we don’t believe in different rules for different levels of leadership. Our cultural commitments are built into annual reviews for all employees, myself included. We discuss where team members excel in our culture and where they need improvement. If you don’t follow through on your responsibilities, it impacts your team’s ability to succeed, and that’s something we take seriously.

T — Teach and Train — If we expect excellence, we must teach and equip people to achieve it.

Example: This reminds me of a lesson I learned early on in marriage. On our first anniversary, my wife and I had very different expectations for how we’d celebrate. I assumed that taking her to an Italian restaurant, opening the car door, and sharing a nice meal meant I had done my job. But I never asked what she expected. We ended up in an argument simply because expectations weren’t communicated. It’s the same in leadership — if we assume people will just “figure it out,” we’re setting them up for failure. At CBA, we reinforce training constantly, making sure team members know how to succeed instead of expecting them to guess.

To add on steps 4 and 5 following my acronym “EAT,”

Lead with the “Why” — Every rule, policy, or process must have a clear purpose behind it. If people don’t understand why something is important, they’re less likely to buy into it. When rules feel arbitrary, they get ignored.

Example: We’ve all been frustrated by workplace policies that exist simply because “that’s the way it’s always been done.” At CBA, we focus on explaining why a process exists so that when it needs to evolve, we can adapt while staying true to our mission. This keeps us from becoming stagnant and ensures every change aligns with our purpose.

Make Culture a Daily Practice — Purpose-driven culture isn’t something you talk about once a year in a team meeting — it has to be woven into the fabric of daily operations. It should be reflected in hiring, promotions, performance reviews, and even the way teams interact.

Example: At CBA, we don’t just talk about culture — we integrate it into everything. It’s in our Monday morning prayer meetings, our town halls, our hiring process, and our leadership development. Culture has to be lived every day, not just put on a poster.

These principles — setting clear expectations, accountability, training, leading with purpose, and making culture a daily practice — have shaped both my leadership style and the culture at CBA. A purpose-driven workplace doesn’t happen by accident; it’s built with intention, consistency, and a deep commitment to the people who make it thrive.

Can you share a specific example of how embracing a purpose-driven culture helped your company attract exceptional talent or achieve a significant business goal?

Our most recent General Counsel hire left a successful career at a major law firm to join us — not for the paycheck, but for the purpose. He wanted to be part of something bigger than himself, which is why he chose Christian Brothers Automotive.

What advice would you give to leaders of smaller companies or startups who want to build a purpose-driven culture but don’t know where to start?

Define your non-negotiables and stick to them. For us, it’s “Love your neighbor as yourself,” and we have 16 cultural commitments that ensure we uphold that daily.

Joy:

We seek to glorify God in all we say and do, acknowledging that our success is a gift from God,
We have fun in the process.
We give people the benefit of the doubt and expect that they have good intentions.
We always look for an opportunity to grow and learn.

Excellence:

We act with integrity, making only agreements we are willing, able and intend to keep.
When faced with a challenge, we find a solution and resolve it, or bring it to someone who can.
We are what we expect of others.
We commit to serving others and building servant leaders.

Transparency:

We never say anything about anyone we would not say to him or her directly.
We communicate honestly with purpose and humility.
We commit to inclusive communication especially with those impacted by the resulting action.
We resolve differences timely and respectfully.

Neighborly:

We embrace and encourage diverse perspectives.
We take personal responsibility instead of placing blame elsewhere.
We commit to a spirit of giving and helping others to further God’s Kingdom.
We seek first to understand, then to be understood.

What are some common mistakes leaders make when trying to create a purpose-driven culture, and how can they avoid them?

Expecting every team member to care at the same level as the owner. Not everyone will, and that’s okay — as long as they align with and execute the mission.

How do you ensure that your organization’s purpose evolves and remains relevant as your company grows and the world changes?

A strong purpose doesn’t need to change. If it’s rooted in helping people, it will always be relevant.

What trends or shifts are you seeing in the workplace regarding purpose, and how do you think these will shape the future of business?

Work is no longer something people “leave at the office.” The more we integrate purpose into work, the more it impacts lives beyond the workplace.

In your opinion, how does having a purpose-driven culture impact not just employees, but customers, clients, and the broader community?

I think one of the things we don’t give enough credit to is the impact of how we treat each other. A real purpose-driven culture, focused on treating others with excellence and kindness, has a ripple effect. It permeates how people feel about their work, their interactions, and their overall engagement. When employees are part of an organization that prioritizes purpose and mutual respect, it translates into better service, stronger relationships, and a more positive experience for guests and the broader community. Purpose isn’t just about the work itself — it’s about how we carry ourselves and support those around us. It shapes our day-to-day lives and makes us better in every role we play, whether as a colleague, a leader, a parent, a spouse, or a friend.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people by building purpose-driven workplaces, what would that be? You never know what your idea can trigger. 🙂

I’d love to see a movement that ensures businesses don’t just talk about great culture but also back it up with real, meaningful compensation. Too often, organizations with a strong culture believe that’s enough, but I firmly believe culture and competitive pay go hand in hand. Employees shouldn’t have to choose between working for a company with strong values and making a livable wage — they should have both. If I could institute Employee Stock Ownership Plans (ESOPs) across every single organization in the country, I would. People who are doing the work should also benefit from the success of the company. That’s how you build loyalty, retention, and an organization that people are truly invested in.

How can our readers further follow you online?

Follow Christian Brothers Automotive on LinkedIn or visit our website for updates.

This was great. Thank you so much for the time you spent sharing with us.

About the Interviewer: Chad Silverstein is a seasoned entrepreneur and Thought Leader with over 25 years of business experience. He has founded, operated, and exited multiple companies and now builds into a handful of high impact CEOs. Chad has launched multiple online communities, including a recent leadership development platform, and also serves as a strategic advisor for Authority Magazine’s thought-leader incubator program.

To learn more and connect with Chad visit: chadsilverstein.io

Donnie Carr of Christian Brothers Automotive On How to Build a Purpose-Driven Culture That Attracts… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.