Tag Archives: fixed operations training

Grasshopper Pie

A traveling salesman had come to the end of a long day and was very hungry. He had not made many sales and was feeling a little frustrated with his results. He decided to stop and get something to eat and mull over his next step.

He stopped in town, parked on Main Street and looked around. He found two restaurants side by side.  Above each there was a sign.

The one on the left said “Food, more expensive but worth it” and the one on the right said “Food, average, cheap and will fill you up.” The man stood for a moment and looked at both signs. He weighed his choices and after deliberating for a few minutes, chose the restaurant on the right.

He stepped in and was greeted by the maitre’d who showed him to the only table in the place. It was in the center of the restaurant and was circled by chairs with people sitting and sipping cool drinks with umbrellas and limes.

He thought it was rather odd and asked the maitre’d who all the people were sitting and sipping. The maitre’d replied “Oh, don’t worry about them. They are just here to see the show.”

The man asked “What show?”

The maître’d replied “The show that starts in a few minutes. What can I get you to drink?”

The man placed his drink order and waited somewhat nervously as he wondered what sort of restaurant he had wandered into. The waiter returned a few minutes later and placed the drink on the table and said “Hello, I’m your waiter this evening. Let me describe our special for you.”

The man thought to himself “Well, at least this is normal. Thank goodness.”

The waiter said “For our special this evening the chef has prepared an average dish using locally available average ingredients and prepared it using only average tasting sauces and wrapped it up in dough made only with average flour and served on a plate with average bread.”

The man thought to himself “Well, that does not sound too bad” and said to the waiter “I’ll have it.”

The waiter replied “Very good sir” and walked away. The man noticed that suddenly all of the people in the restaurant had moved a little closer to his one and only table. This seemed a little odd to him and made a mental note to ask the waiter when he came back with his food.

In a few minutes the waiter returned carrying a large tray with a steaming pie in the middle of it. He proceeded to set it down on the table. The man looked at the pie and said “Hmm, this looks good, what is it called”

The waiter replied “Grasshopper Pie.”

The man said “What? Grasshopper Pie? I’ve never heard of it! What’s in it?”

The waiter replied “Locally available average ingredients mixed with an average sauce and wrapped in average dough.”

The man thought about it for a second and said “Ok, I’ll try it” and with that took his fork and started to eat. As he took the first mouthful, he noticed that the other people sitting in the restaurant were quiet and watching him with renewed interest. And they had stopped sipping their limed up umbrella drinks.

The man chewed for just a second or two and then jumped up while spitting out the bite he had just taken and started wiping his mouth furiously with his napkin as if it were on fire. He then grabbed his drink and took a long gulp trying to wash the taste out of his mouth.

He yelled for the waiter.

The waiter returned and the man said “What is this?” pointing at the dish in front of him.

“What you ordered sir” the waiter replied. The man then pointed again and gestured with his fork “That is not what I asked you. What is in this pie?”

The waiter replied “Locally available average ingredients mixed with an average sauce and wrapped with average dough. Why, is there something wrong with it?”

The man replied somewhat angrily “Yes! It tastes terrible!” Immediately all of the other people sitting in the restaurant started passing money back and forth amongst themselves.

The man now really angry said “And who are all of these people passing money around?”

The waiter replied “Well sir, these are the people here for the show I told you about and they have been betting on whether or not you would eat your dish. I must say sir; there are a lot of them whom you have made very happy, including me. We all bet that you would not eat more than a bite of the pie.”

The waiter gestured to one particular group of people “Those people over there in that small group, they bet that you would eat more than one bite. Only those two people (pointing across the room) bet that you would eat the whole pie. They always bet on the longshot. Will there be anything else?”

The man was really angry by now and said “This is outrageous. All I wanted was something to eat at a cheap price. And now look at me. I am still hungry, the center of a show and I’m really angry! That dish was terrible!”

The waiter replied “What did you expect sir. You ordered Grasshopper Pie.”

The moral of the story…when you are hungry for change it’s better to pay more for what you really want rather than try to make a terrible choice into an average result. Remember that many people who know you will gladly watch and bet on the outcome with no other interest than their own self amusement and lastly, Grasshopper Pie is really what it sounds like and it does taste terrible. You get what you pay for.

Make Your Next Coaching Session Memorable and Powerful

Every Coaching session can be effective if you follow certain steps to improve your chances of a Successful outcome.Be Specific and Get Results!

There is one word that is critical in determining the outcomes. That word is “Specific.” There is an old saying that goes like this. “The more specific you are the better your results” and it applies to everything.

Want to improve your Communications? Be Specific.

Want to have greater Results in everything you do? Be Specific.

Want to achieve more Goals and be more Productive? Be Specific.

When conducting Coaching sessions, the same rule applies.  Here are three tips you can use to make your Coaching sessions memorable and powerful.

1st, Be Specific. Which means you Mr./Ms. Coach need to be an excellent observer and note taker long before a Coaching session begins. You will want to write down Specific Actions and Behaviors you observe the person you are Coaching so that you can describe them accurately in your Coaching session.

Coaching sessions that do not start out with Specific Actions and Behaviors soon turn into cry fests, pity parties and he said/she said “No I did not” unproductive meetings that do nothing to encourage or correct Actions and Behaviors.

2nd, you will need to have a Specific Goal for the Coaching session’s outcome. If you want Sally Service Advisor to improve her phone answering skills and increase the number of appointments she makes on a daily basis, then that is the basis for a Coaching session Goal. You will need to fill in the Specifics to complete the picture.

And lastly, no Coaching session is complete without a firm follow-up date to go over results and progress. If you fail to follow-up the message you send to the person you are Coaching is “Coaching sessions are not that important.” Everybody likes to feel that the Coach is interested in their progress and they want to tell you of their accomplishments. Set a firm date to let that happen.

Coaching sessions can be powerful tools to increase performance and build team synergy. Be Specific, Be Specific, Be Specific.

There is too much waiting

Waiting

Waiting (Photo credit: Wikipedia)

Don’t you think there is too much waiting going on? I don’t mean the kind of waiting we do for a burger at the local drive thru or waiting for the mail to arrive.

And it’s not the other kind of waiting we do these days “plugged in” as we are.

Heck, we all know that in this “electronic” age, society is way too fast and by being so, has turned us into petulant whiner babies when it takes an extra millisecond to download the “game of the week” into our phone.

Not that kind of waiting.

It’s a different kind of waiting and it is keeping your Dealership from becoming profitable.

Did you know that we are the only species on the planet that will wait for a favorable outcome with little more than the faint a wisp of hope? It’s true.

It’s why we play the lotto. Did you buy a ticket in the recent mega-millions game…the one worth over 600 Million dollars?  Me too.

That is waiting for a favorable outcome based on hope. How did it turn out for you? Same as me?

I didn’t win either. And while this kind of “hope” might be great for the lotto, it has absolutely no business in your business.

Let me show you what I mean.

You have had or know someone who has one right now…the underperforming Service Advisor. Maybe it’s an underperforming Sales person.  Hey, dare I say it, maybe an underperforming General Manager.

Anyways, this person is working in your Dealership. And because I have a special place in my heart for Fixed Ops, let’s look at what waiting based on hope does for your underperforming Service Advisor.

Every day you come in and there he or she sits. And in your mind you picture the day that Fred or Sally suddenly “gets it.” They start following a write-up process. They begin to use a script and become experts at answering the phone and making appointments. They become expert Sales people by using the simplest of Sales processes called a “feature/benefit” presentation and start increasing their close ratio on additional service requests.

And each day nothing happens. They do not become better at anything. They continue to do the same things day in and day out.

You? You are waiting for something to happen that causes a change that results in a different outcome based on this hope.  How’s that working for you?

There is one other problem waiting for that problem to correct itself. Your Advisor does not know they need to change. I’ll bet my lotto ticket on it.

In fact, if I was in your store and I asked them how they think they are performing their duties as a Service Advisor, what do you think their answer to me would be?

If you are the Service Manager and Fred or Sally is working for you, you are living the “waiting for a favorable outcome based on hope” in your store right now.  This is akin to watching the sky for a rainbow and running to the end of it anticipating a pot of gold.

Let me ask you this. What are the odds that Fred or Sally will suddenly become the Service Advisor you want them to be merely because you are “hoping” for a change?

Your next step is one that requires Action.

Taking Action to address known deficiencies in behavior and performance will get results when hope plus waiting will not.

If Fred or Sally is working for you, do these 3 things immediately and you will have immediate results.

1st, identify the level of performance acceptable for employment at your Dealership for a Service Advisor. Is it 1.8 HPRO with a Gross Profit Margin of 73% Labor and 41% Parts, an EFL of 85% of door rate and a CSI rating above the zone? I don’t know what it should be in your store. That’s for you to decide.

But keep in mind; whatever level of performance you decide is the minimum acceptable level of performance that only keeps them employed.

2nd, counsel with Fred or Sally and tell them what the minimum level of performance is, what your expectations are, lay out the next steps they need to take to remain a member of your team and ask them if there is any reason they cannot meet those objectives.

3rd, monitor and coach daily based on your personal observations, the results from the previous days performance and the overall effort they put into their duties.

This Action will guarantee a result. No question. You will get an Advisor who can and will do the job the way it is supposed to be done in your store. Whether or not it is Fred or Sally remains to be seen.

There is too much waiting going on these days and it’s the wrong kind of waiting. Take Action, set some performance levels, begin counseling your Advisors and start monitoring for results.

If after reading this you decide to not do anything and wait for something to change based on “hope”, I’ve got a used lotto ticket for sale. Send me an email.

“An Enemy Called Average”

The title of this article comes from the book “An Enemy Called Average” by John Mason. The purpose of his book is to get you from where you are currently to where you dream to be. Mr. Mason says “Break the chains of mediocrity and then live the life you dream of.” This of course can apply in your personal life as well as your professional one.

Far too often in our industry we have Dealers, General Managers, Service Directors, etc. who focus on and measure themselves in terms of the “average” dealer. Here are some examples:

“The average dealer is grossing $700 PRU in F&I income”

“The average salesperson sells 11 units per month

“The average Service Advisor sells 1.4 HPRO”

“The average CSI for my region is…..”

“The average …….for my 20 Group is ………”

Does this sound familiar to you?

Additionally your manufacturers also provide composites and reports showing the average this and the average that so you can compare yourself to what’s average.

Here‘s a simple exercise for you complete after reading my article. When you get up tomorrow morning ask your family to sit at the kitchen table for a brief family meeting before you go off to work and before the kids are off to school.

Stand up in front of your family and say the following: “It looks like it’s going to be an average day here in Hometown, U.S.A., and your average Dad and your average husband is going to his average job to put forth an average effort to maintain my average paycheck so I can support my average kids and my lovely average wife.

By the way kids, at school I want you to focus on getting average grades and you don’t really need to put forth the effort to be a great student so a “C” will be just fine.”

Does that work for you? How’s that average wife comment going to work out for you? Are you excited about holding that meeting?

If you are a manager how about you ask to meet with the Dealer and say the following: “Boss I just wanted to let you know that I think you are an average Dealer, so I’m going to give you an average effort today so I can produce for you some average results and manage my average department.” I bet nobody is taking notes on this one!

Let’s not forget what average really is. It is nothing more than a reference point.

Average means you are the “Worst of the Best or the Best of the Worst!”

Is that where you really want to be? I hope you answered NO WAY!

Well if that is true then why is it that when I speak to hundreds of dealers across our country I hear comments like “Well Don the average HPRO for my 20 Group is 1.4 and I’m averaging 1.5 so I’m doing a pretty good job.” No Sir-you are still hanging around with that “Best of the Worst crowd! Why do so many of you use the word average like it is a good place to be? Do you really want to be a straight “C” Dealer? Does the term mediocre Dealer appeal to you? I think not.

So how do you go from being average to becoming a Top Performer?

It all starts with one word-Commitment.

Are you committed to change? Are you committed to leaving your comfort zone? Are you committed to achieving different results? Think of it this way—when it comes to making “Bacon & Eggs” the chicken was a participant but the pig was totally committed.

If you, the Dealer, are not totally committed then nothing is going to happen differently. As Zig Ziglar says “You have the perfect processes in place to get you exactly what you got last year.” Get committed to change.

Next you must establish SMART goals. Specific-Measurable-Achievable-Realistic-Time based.

Here is an example: “I want to increase my retail HPRO by .5 over the next 6 months”

Specific: Yes it is—retail Ro’s only—increase .5 HPRO (Don’t forget to calculate how much specific gross profit you will produce on parts as well as labor with that extra .5 HPRO)

Measurable: Yes it is—your DMS can print a Service Advisor Performance Report DAILY showing the HPRO for each Advisor

Achievable: Not sure—what are my Advisors going to do differently to achieve different results? If they could sell the extra .5 HPRO why haven’t they already done so? Do they have a good menu to sell from? Do they have the proper communication skills and processes to make a feature benefit presentation to your customers? Are they willing to leave their comfort zones? Are they committed to change? (Chickens or Pigs?)

Realistic: Yes it is—since the average dealer is averaging 1.4 that means a lot of dealers are doing much better than 1.4 and since there is a multitude of dealers out there averaging 2.0 to 2.5 HPRO then another .5 is very realistic.

Time Based: Yes it is—you have 6 months to decide what you are going to do differently, what new processes will you implement, how will you train everyone on new skills that will increase their sales performance and provide the customer with a higher level of service?

Once you achieve your SMART goal then move on to the next one. Long term success is a journey not just a destination. That first SMART goal is just the first leg of your journey. Do not allow yourself to become complacent because you will gravitate back toward mediocrity.

John Mason in his book  ”An Enemy Called Average” states: “Mediocrity is a region bound on the north by compromise, on the south by indecision, on the east by past thinking and on the west by a lack of vision.”

Every department in your dealership must be a profit center for the dealer who wants to thrive and not just survive in this very competitive industry of ours. The aftermarket service providers currently have over 80% of all the parts and service business in America. Don’t you think it’s time we started taking it back?

Don Reed-CEO

DealerPro Training Solutions

“Missed it by that much”

There is an old saying carpenters use. “Measure twice, cut once.”

I recently went to a Dealer to present DealerPro and our Performance Driven Training Program and guess what…I measured once and missed the cut.

I didn’t miss by much. About a 1/16th of and inch or so. When you really think about it, on a small scale, 1/16th is not that much at all. It really does not seem that big a deal.

But miss by 1/16th of an inch when you are calculating something like the square footage of your home and taxes are involved and suddenly you remember things like high school algebra and can quote complex mathematical theories.

The point I am making is everyday we all say things to ourselves like “Oh, it’s ok if I don’t give that Customer a menu because I know that they don’t buy anything” or “I’m not going to worry about that multipoint inspection. They were in just a few months ago” and we give ourselves a pass.

Why?

It’s just a little bit and it won’t make a difference. Right?

I flew 200o miles to present our program to a Dealer that was not prepared to see me because I failed to follow my own process. I got busy with other things and did not “measure twice, cut once.” Can you guess the end result?

It’s never the big disaster that kills a deal. Big disasters almost always start with small decisions that don’t really seem that important when you are making them.

Deciding not to personally call this Dealer and get him on the phone even after we had talked a couple of times, did not seem that big a deal. I mean, everybody reads their email…right? And everybody can read and follow directions…can’t they?

It was only a little shortcut. And it caused a huge miss.

Are your Service Advisors taking those little “shortcuts” because in their minds “it’s just a little thing” and nobody will notice? Are you allowing your Service Team to circumvent, use “choice implementation” or refuse to follow processes that are in place? Are they “missing the cut?”

Take the time NOW to review everything you are doing that is working and  everything that is not working and find out why.

Grandma dropped her car off and did not get a multipoint inspection? Why?

Mr. Jones came in for a recall and was not offered a menu? Why?

Billybob the local twice a month customer came in and was not greeted properly? Why?

Silly Sally the Service Advisor did not complete and walk around on her 10 writeups today? Why?

Ms. Coffeecellphone came in and was completely taken care of and even wrote a letter to the owner about her recent service experience. Why?

It’s not just about what is not being done. It also about what is being done correctly.

Find out what is being done correctly… train, show,coach, review, train, show, coach, review, lather, rinse, repeat daily for maximum results.

Do this enough and missing by just a 1/16th becomes a footnote in your Success Story.

Me, I’m back to measuring twice. I hate missing the cut. Don’t you?

(send me an email with the name of the famous tv show that the title of this blog post came from and I’ll get your Service Advisors signed up for a free e-learning series lbuchholz@dealerprotraining.com)

The Professional Service Advisor and Leader

What would a Professional Service Advisor do?
Professional Service Advisors are Leaders.

You have a unique place in your organization. You are responsible for not only providing the highest quality Customer Service Experience, you are also responsible for your own training and your own Attitude.

In the increasingly connected world, your job is becoming more and more difficult. Not only do you need to take care of the Customers needs, you have to do it faster, with more options and deliver it without interruption, no matter the circumstances.

As the world has shrunk, exponentially our expectations sometimes exceeds what is reasonable and deliverable.

As Customers, we have become spoiled, trained by “instanology” in a world measured by bandwidth bringing us tv, video and streaming media that tells us that fast is not fast enough.

In addition we’ve come to expect that every detail will be perfect in an imperfect world and if it’s not, there must be a defect. Couple this with our loss of basic communication skills and our increasing reliance on artificial barriers or buffers to give us “our” space and a sense of security and pretso…instant poor CSI score.

The Professional Service Advisors has a tough row to hoe.
All is not lost however.

A True Professional  Service Advisor and Leader takes the time to Lead by example, action, training and communication. This in turn will have a trickle down effect on other personnel in the Service Department.

Others in your department learn to overcome because quite frankly, you, the Professional Service Advisor, teach them how to overcome. The words “no” and “stop” are not in your vocabulary.

Your dictionary is filled with words like “can” and “will.” Leaders are “take action and kick ass” people who realize the world is of their making and not one of being made out.

If there is something that needs to be done, you do it with little regard for reward or accolade. You do it because it needed to get done. Period.

You are the True Professional Service Advisor and Leader in your Dealership.

The one word every Advisor needs to hear…

There is one word every Service Advisor needs to hear.

This word is the key to their future…whether they become a top-notch superstar a middle of the road average Joe or a washout…they need this word.

It defines greatness as well as highlights deficiencies.

The word is…No.

Since our company trains in Dealerships all over the country, we are exposed to every possible Service Advisor imaginable.

From the greenpea who is day one in a new job to the old dog who knows every customer who has come in for the past 5 years!

And in the Seattle area there is a Service Advisor named Chad who became a believer in the word No!

Chad was new to the Service Advisor business at that time. He did not come from an automotive background, unless you count driving a car, and he had no  special skills. And he does not come to work wearing a cape nor does he possess the ability to see through concrete.

When we first started training in Chad’s store and introduced Professional  Selling Skills, Chad was skeptical just like everybody else.

After being trained on the 12 Step Process and ASR Presentation Skills he went back to work in the service drive. At first, he did some of the 12 Step Write-up processes some of the time and followed the ASR Presentation process sometimes… and just like everybody else, he got what you might expect…some results.

But Chad was a little different.

He understood the value in presenting all of the recommended repairs and maintenance to the customers but didn’t always follow through. Like many other Advisors, he didn’t want to seem “pushy” or “sell them something they didn’t need.”

And he didn’t like the word No.

What changed for Chad is referred to as a paradigm shift. His view of “what it means to be a Service Advisor” became radically different when he realized that his customers were having repairs done someplace else even though he had made the recommendations.

And other customers were coming in with the maintenances on their vehicle up to date because it was being completed by other shops…his competition! He realized he was getting all of the “leftovers” and the “warranty work.”

This is commonly referred to as “someone is eating your lunch.” It means  someone else gets to enjoy the fruits of your work without having to do anything for it.

He asked himself “Why are my customers leaving my Service Department  without having the work their vehicle needs completed right here at my Dealership?”

And then it hit him…it was because he NEVER ASKED! And more importantly, he realized he was afraid to ask!

He made up his mind that his customers were going to be serviced at his Dealership! He started believing that the recommendations he was making were helpful to the customer in maintaining their vehicle and actually saved them money!

And he became a fan of the word No.

He started presenting recommended services…and repair recommendations …and started reminding his customers that “just change my oil” was not really maintaining the vehicle and in the beginning he heard a No a lot. In fact, if you ask him, he will tell you that he almost gave up!

But he had decided that in order to be successful as an Advisor he needed to learn how to sell. And so, he heard even more No’s.

And in his mind he decided that every No was a good thing because that led the next YES!

And because he stuck with it…more and more No’s came his way… and still Chad kept going… and going… until finally one day…he started getting YES.

And soon the amount of YES’es doubled the N0′s.

Can you guess what happened to Chad’s HPRO?

Yep…it doubled… in fact…he became the number one Service Advisor in his store. Can you guess what happened to his income?

Yep…it nearly doubled as well.

Chad is still happily employed at that same Dealership…can you guess how his CSI is? Yep…it’s better too!

All of us like to deal with a Trained Professional…someone who can guide us and help us make the right decision based on our needs and wants. Know what else is true?

We will gladly pay for it…and in some cases pay even more. It’s because we all like to be taken care of.

Want to be succesful as a Service Advisor?

Be like Chad.

Get more No’s!

Use the “3T System” to make more money in Fixed Ops.

Making more Money in Fixed Operations is everyone’s goal.

Think not?

Just go tell your Dealer Principal that this month you’ve decided that making money is not important… and see what happens to you, Mr. /Ms. Jobless.

Making money is much easier when you use a system to do it and it is much better than just wishing for more Money. Use the “3T System” to drive more dollars to the bank.

The first T stands for “Tell Everybody” what you want to accomplish this month. It is also called “Create a Compelling Vision” and the more Compelling it is, the more people are drawn to it.

Additionally, it must be specific, memorable and most importantly, reinforced at every opportunity!

It cannot be the same old tired “We need to do better or else!” stuff. They have already heard it before.

If it is, people will just ignore it. Start the month off with a kickoff meeting detailing exactly what it is you must accomplish, what role each person has and how you will be holding people accountable.

Remember, the more specific you are, the better your results!

The second T stands for “Teach me Something New.” Everybody wants to be part of the newest, latest and greatest.

New is fun…New is exciting…New is way better than “old and stale.” Let me give you an example.

When was the last time a you offered to make a sandwich for a guest in your home, and they said to you “Please make mine using old stale bread, month old lunchmeat and could you put some expired mayonnaise on it”?

Not gonna happen. It’s the same way in the Service Department.

People want to feel like they are part of a new challenge and accomplishing new things. Don’t make them a stale old sandwich and expect them to eat it.

Teach them something new about their job, the Customer, the Dealership…anything!

And the last T stands for “Train to Win!”

Bobby Jones said it best when he said “If you fail to get the proper instruction you’ll only get better at making yourself worse.” Train to Win means the best Training by the Best Method yields the Best Results!

Train your personnel using the Best Methods available (like DealerPro VT) and you will consistently improve and reach new Goals!

Looking for a Training Platform accessible 24 hours a day 7 days a week? Is on the edge of the latest and greatest? Is recognized by the NADA? Check out DealerPro VT. Click on the link below to get started!

A recent Fixed Operations Study and what it reveals about Service Sales, Profitability and more…

Recent studies show that Service Advisors that hand out menus during the write up process experience an increase in Customer Maintenance Sales. The study also shows that this corresponds to an increase in the Service Advisors pay.

These recent studies also show that Technicians that completed a Multipoint Inspection on every vehicle flagged more hours than Technicians who did not. An interesting side note to the study, Technicians who completed the most Multipoint Inspections made the most money.

Furthermore, the study revealed that Professionally Trained Advisors had higher CSI Scores than Advisors who received little or no Training at all. In fact, during the study, Customers preferred talking to a monkey rather than an Un-Trained Un-Professional Service Advisor by a margin of 5-1. (Note; no monkeys were harmed in the study and were paid in peanuts for their participation, same as the Un-Trained Advisors)

Customers  also preferred to have their vehicles repaired in one visit rather than having to return to the Dealership for repairs later due to an Un-Trained Un-Professional Advisor not being able to reach them during the day to complete the repair process. The Advisors who asked for a Pre-Authorized Repair Amount out serviced and outperformed the monkeys…er…Un-Advisors by a margin of 100%.

Additionally, Dealerships with Trained Professional Advisors had higher Gross Profit amounts than other Dealers who have monkeys… er…Un-Advisors.  This was not too surprising to the Professional Advisors and Service Personnel but came as a shock to the monkeys…er…Un-Advisors who blamed the results on “demanding customers and high management expectations.”

One other aspect the study revealed was that Dealers who increased their Gross Profit had a Net Profit Increase as well. And interestingly enough, those same Dealers had an increase in Service Absorption.  And the most telling aspect of the study revealed that Dealers that had an Increase in Gross Profit, Net Profit and Service Absorption stayed in business longer than those who did not.

One final note on this recent study…all of the Dealers that had monkeys…er…Un-Advisors working in the Service Department have closed.

Disgruntled Service Personnel Need A Take

Ever find yourself with “disgruntled” Service Personnel and wondered ”How did it get this bad?” You know people are getting “fed up” when you have top personnel (like a Superstar Service Advisor) give notice from seemingly out of nowhere or Customer complaints suddenly increase overnight or accidents start happening.

These are all signs that something is amiss.

You need to have a “Take.”

Take a Moment and begin by opening the door of two-way communications immediately. Many times we get caught up in the day-to-day of running the shop and forget that we (humans) thrive on being Listened to. Taking a Moment to Listen to Personnel and ask what is on their mind is often all that is needed to get things back on track.

In fact, when you Take that Moment, don’t forget to throw in a “Thank You” as well. Your staff might be overdue for one.

Take a Stand for what you know is Right for your Personnel and your Dealership. If you need to change a policy, get something fixed or get the Owner involved, then do it!

 Taking a Stand means that you decide what Action Steps are needed (after getting appropriate input) and not swaying from your position. 

Take a Direction and then Broadcast it to everyone in your shop. I once read somewhere (in the USMC I think) that it is better to get everyone moving in one direction even if that is the wrong direction than to have everyone standing around wondering what was going to happen next.

At least if your Personnel are actively going in one direction, you can make an adjustment. If they are just “waiting for something to happen” then all of the monsters and alligators in the swamp get to them and kill any forward momentum and feed their heads full of crap, if you get my meaning.

Take all of the Blame for everything that is going wrong. It’s yours anyways, might as well own up to it.

If your Service Advisors are not producing, your fault. If the Customers are not coming in, your fault. If the Profit Margins are out of line, your fault.

Which means, if you are taking all of the Blame, you had better make sure you are putting forth maximum effort to get it turned around and going in the Direction you want it to. Then, when you Take the Blame, you know that you did everything you were supposed to do.

Lastly, Take None of the Credit. If you are doing your job, then that means everyone else is doing theirs. You can bask in the glory of knowing that you got them going in the right direction, but pulling the oar has always been theirs. Tell them how well they pulled, Thank them for pulling and remind them they have more to pull and you will be right there with them.

Have a Take.

Looking for more? Need Leadership, Profit and Accountability? Check out the website at www.dealerprotraining.com or call 888-553-0100.