Wednesday, May 23, 2018

How To Get The Results You Planned For

How To Get The Results You Planned For


Eric M. Twiggs

 “Becoming a champion is not an easy process… It’s done by focusing on what it takes to get there and not on getting there.” – Nick Saban

Are you getting the results you planned for?  I thought about this last week as I embarked on my morning run.   One of the specific running results that I planned for was to run two miles in under an eight minute per mile pace.  I even watched a running instruction video to learn the correct posture. 

While running the following morning, I applied the newly learned posture as I looked at my smartphone to monitor my pace.  I ran a nine minute mile. 

Later that evening, I listened to an exercise audio podcast that discussed the correct breathing method to apply while running.  The next morning, I ran with the correct posture along with the new breathing method. 

I watched the time on my phone during the entire run while listening to my Rocky music.  I felt driven and determined!  My drive and determination resulted in a disappointing nine minute and fifteen second mile.

On day three, I decided that I would only focus on running with the right posture and breathing, without looking at the average mile pace on my phone.  The audio on my running app was set for a two mile run. 

Once I heard the announcement that my run was over, I looked down at the time, and you’ll never guess what I saw on my phone.    I ran a seven minute fifty three second mile!   

Here’s the big takeaway: The key to getting the results you planned for is to place more focus on the process than on the outcome.     

There are two aspects of the process that will allow you get the results you planned for.  Keep reading to learn what they are.


Initially, during my morning run, I wasn’t getting the results I planned for.  My results didn’t change until I changed my approach. 

Back in January, you set goals for 2018.  Your run is almost halfway over, are you getting the results you planned for?      

To get what you want at the shop, you must be fixed on your purpose while remaining flexible on the path.      

For example, It’s good to stay fixed on your purpose of hiring a technician. However, if your plan of “just hoping for the best,” hasn’t produced results, it’s time to embrace a new strategy.

It’s good to stay fixed on your purpose of growing your car count.  However, if posting your ad in the yellow pages book isn’t working for you, then consider changing your approach. 

It’s good to stay fixed on your purpose of increasing gross profit. However, if you’ve had the same labor rate since 2008, you may need a new plan.  

Take a look at the goals you set back in January.  If you’re on track to achieve them, then congratulations!

If not, then ask yourself the following question:  What can I do differently to experience a different outcome?  Asking this question will help you to stay flexible on the path.


There is a famous story told about a chicken and a pig. One day the chicken had an “entrepreneurial seizure” and decided that the two should start their own restaurant.

“Great idea” says the pig. “What shall we name our restaurant?”   To which the chicken replies “Ham and Eggs!” The pig’s response is classic: “No way! As the pig, I’d be committed, while you’d only be involved!”

When it comes to your 2018 goals, are you committed or involved?   The following scenarios will help you decide:

 1) You may only be involved, if you set a goal for a specific Average Repair Order result, but aren’t conducting daily repair order audits to inspect what you expect.  2) You may only be involved, if you set a specific car count improvement goal, but are unwilling to embrace the exit appointment process.  3) You may only be involved, if you set a goal to become a Top Shop, but can’t find the time to attend your 20 Group meetings.  

There’s a battle brewing between what you want and what you have to do to get it. If you stay committed to the process, you can take possession of the prize 


So, there you have it.  If you remain flexible, and stay committed, you can get the results you planned for.   

When it comes to your success, I’m more committed than a pig at the grand opening of a Ham & Eggs restaurant!

Eric M. Twiggs
The Accountability Coach

PS.  Email  to receive The 7 Processes That All The Top Shops have in common!

Wednesday, May 16, 2018

How To Keep Your Shop From Stressing You Out

How To Keep Your Shop From Stressing You Out


Eric M. Twiggs

 “There is never a right time to do the wrong thing.” Lou Holtz

Nobody can do it like Eric!” This was my motto during much of my career as a district manager.  My ideal picture of an effective leader was someone with an authoritative approach who had all the answers. 

Since I had all the answers, my people would contact me with all their questions regarding how to deal with unhappy customers, without first attempting to resolve the issues themselves.  

Being the answer man left me feeling secure, self-confident, and stressed out! 

During my first six months as a district manager, I would speak to three store managers a day about shop problems that could have been easily resolved without my input.  Then one day, my stress had reached a tipping point. 

One of my managers named “Jim”, called me wanting to know how to deal with a customer who wanted to use a ten-dollar coupon three days after it expired.  Normally, I would just tell him what to do, but this day was different. 

I responded in the following manner: “So Jim, if I were unavailable and you had to make the call, what would you do?”  After a moment of stuttering and using filler words he replied, “I would go ahead and honor the coupon!” “Great Idea, It sounds like you have this handled!”  I replied as I hung up the phone.

This was a life changing moment, because Jim never called me again with a problem that he already had the answer to.  

Prior to this exchange, he was calling every day!  I applied this approach with the rest of my team and experienced similar results. 

I went from fielding three calls a day to one call per week in a thirty-day time period.   What changed things for me?    Keep reading and you will learn how to keep your shop from stressing you out.  

Embrace The Coaching Habit

In Michael Bungay Stanier’s book The Coaching Habit, he refers to someone with the innate need to provide answers as “the advice monster.” 

According to Stanier, most leaders have a tendency of jumping in and trying to solve the problem based on what they believe they know.  This is problematic for three reasons:

First of all, you don’t always know what the issue is and what’s really going on with the person asking the question. Secondly, the habit of always providing the answers creates a culture of over dependence. 

And lastly, in a culture of overdependence, you spend your time putting out fires and become disconnected from the work you should be doing.   

The best way to embrace the coaching habit is to consistently ask questions that empower your people to find the right answers.

The following are examples of questions you can use the next time a problem is dropped in your lap:  “If I were out of town, and you had to make the decision, what would you decide?”  “If you were the shop owner, and had to make the call, what would that be?”  “Which way are you leaning on this issue?”

The “leaning question” works well because it allows the employee to answer without the fear of committing to the wrong decision.  This question along with the others will help you to embrace the coaching habit, and keep you from showing up to your next Halloween party as the advice monster!

Make a “Don’t Do List”

I have a confession to make.  I have a weakness for the Twix candy bar.  I visited my local grocery store this past weekend, with every intention of sticking to my diet.   When I got to the checkout register, there it was.  It was calling my name. 

After a moment of stress, I gave in and purchased the candy bar.  As I opened the rapper, I wondered why the grocer would place the candy in the checkout line of all places.  

And then it hit me.  By the time you arrive at the checkout line, you have made numerous small decisions.

The grocer knows that the more decisions you have to make, the less willpower you will have when making them. 

Research done at Columbia University has concluded that having to make numerous small decisions throughout the day, impacts your decision making on the important choices.  This is known as decision fatigue.

Are those numerous shop decisions causing you to feel stressed out?  The solution is to make a “don’t do list.”  Your “don’t do list” would contain those daily tasks that you are currently involved with, that are keeping you disconnected from the work you should be doing.    

Take out a sheet of paper and draw a line down the middle.  On the left side, make a list of the tasks that are keeping you disconnected from your real work.  Items like, making parts runs, book keeping, being the “A” technician, shuttle driving, resolving simple complaints, etc.

On the right side, write the name of the person whom you will be delegating each item to.   I challenge you to delegate at least three “don’t do’s” within the next thirty days.  Delegation will keep you from experiencing decision fatigue.


So, there you have it.  Embracing The Coaching Habit, and working your “don’t do list”, will keep your shop from stressing you out. 

You don’t have to have all the answers to be a Top Shop.  You just need to ask the right questions!


Eric M. Twiggs
The Accountability Coach

PS:  Michael Stanier outlines seven specific types of questions you can ask that will keep the shop from stressing you out.  Email me and I will send them to you!

Wednesday, May 9, 2018

How To Use Your Greatest Asset To Get What You Want

How To Use Your Greatest Asset To Get What You Want


Eric M. Twiggs

 “If you can see it, you can be it.  If you can view it, you can do it.”

In the acting world you have Broadway.  In baseball you have the major leagues.  In the world of new car sales, you have the Mercedes Benz dealership. 

It’s understood, that if you sell cars,  a proven prior track record with a lesser brand, is required before stepping up to the Mercedes level.  This isn’t a mystery.  Everyone knows this.  Everyone, except for “Jeff.”

Jeff had a successful background in selling piano’s but had never sold cars before.   He always wanted to be a Mercedes salesman, and had the audacity to start his quest by inquiring at the local dealerships.  He went to the first location and spoke with a gentleman named “Ron” about his interests.

After telling Ron about his background, Ron said, “The manager isn’t here today, so you’ll have to come back later!”  Jeff checked the dealerships website that evening, and discovered that Ron was the manager! 

He visited the second location and was told that if he wanted to sell Mercedes, he should first apply at the Buick dealer down the road. 

At the third location, “Jack,” the manager, said that he wasn’t qualified, but he was welcome to pay his own way and take the upcoming sales training course that was being offered to his dealer employees. 

Jeff was so determined, that he paid the $403 fee, took the class, and received the highest grade possible for the course!   The instructor was so impressed that he contacted Jack, recommending that Jeff be hired. 

Today Jeffrey Twiggs, my brother, is a top producing Mercedes Benz salesman in Atlanta GA!   At this point, you may be thinking “That’s a great story about your brother, but what does this have to do with me?”   It has everything to do with you.  

Jeff’s story is proof that sometimes, what you don’t know can help you.  On the path to pursuing your goals, the right mindset is your greatest asset.  

Keep reading to learn two ideas that will help you leverage your greatest asset and get what you want.

Change Your Self Talk

Have you ever felt like you were stuck, and unable to make progress towards your shop goals?  Was the underlying reason the economy? Maybe it was your competition?  Did you lack the proper training?

In my nine years of coaching shop owners & service writers, I’ve discovered that 80% of the time, it’s a mindset issue that keeps you stuck.  Once you improve your mindset, you will change your self-talk.

In his groundbreaking book, What To Say When You Talk To Yourself, Dr. Shad Helmstetter concludes that up to 75% of the average person’s mental programming and self-talk is negative. 

He explains that the region of the brain known as “the lizard brain”, is constantly scanning the environment looking to warn us about possible danger.

When it finds a potential threat, it delivers warnings that can become negative self-talk. Since accomplishment and risk go hand in hand, the lizard brain speaks the loudest while you’re pursuing a game changing goal.

The following are examples may sound familiar: “I can’t use that pricing matrix, it will put me out of business!” “That’s a first time customer, so I can’t present the complete estimate!” 

“What if I hire that great technician, and I don’t have enough work to keep him?” “My customers ask for me by name, so I can’t hire my replacement!”

Here’s the bottom line: It’s impossible to say something positive and think something negative at the same time!  In spite of experiencing rejections, Jeff continued to tell himself that working for Mercedes was possible.  His speaking impacted his thinking, and his thinking impacted his result.

If you consistently speak about the positive possibilities, it will change your mindset. When you change your mindset, you will change your self-talk.  When you change your self-talk, you will start moving towards your goals. 

Become Delusional

The dictionary defines delusion as a belief or altered reality that is persistently held in spite of evidence or agreement to the contrary.  Jeff had to be delusional to think he could work for Mercedes, without any prior experience.

The fact that he continued to persist in the face of contrary evidence, is an indication that he was living in an altered reality.   His delusion is what made everything possible!

What would be possible if you ignored the evidence that, “Everyone’s buying new cars”?  What would be possible if you persisted with the exit appointment program, even after your service writer told you that it didn’t work? 

What would be possible if you lived in an “altered reality” where customers would find the money if they felt the value? 

I challenge you to become delusional this week as you pursue your goals.  You never know what’s possible!


So, there you have it.  If you change your self-talk and become delusional, you will leverage your greatest asset and achieve your goals.

Once you’ve succeeded, you can use the additional cash flow to buy yourself a brand new, shiny, fully loaded, Buick!


Eric M. Twiggs
The Accountability Coach

PS:  Email me if you would like a copy of my 50 questions to help you find your purpose in life.  Gaining clarity of purpose will help you to pursue your goals with the right mindset!

Wednesday, May 2, 2018

How To Move from Excuses To Excellence

How To Move from Excuses To Excellence


Eric M. Twiggs

“There is nothing either good or bad. Thinking makes it so.” William Shakespeare

Do your results at the shop depend on external events?  As I ponder this question, I’m reminded of a story I shared in a previous post about this single father with two young sons. 

The father was laid off from his job and struggling to make ends meet.  After several months of unemployment, he became desperate and robbed the local convenience store. 

The father was arrested and sentenced to twenty years in prison.  The two boys were separated from each other and placed in the foster care system. 

Fifteen years later, a news anchor got wind of the story and decided to check in to see how the boys were doing. The youngest son had become a drug addict who was always in trouble with the law. The older son had become a successful entrepreneur and community activist. 

The reporter met with the boys separately and asked them both the same question: "Why do believe you turned out the way you did?" 

They both had the same reply: "What else would you expect with a father like that?   The boys got different results, even though they experienced the same event.  But why?  

The Bridge

It’s the same reason that you, and that owner in your 20 group, can get different parts margin results, even though your customers have the same median income.  

It’s the same reason that you and that owner you met at The Super Conference, can have different car count results, even though you both share the experience of being in a small town.

You both are experiencing the same event, but one of you is making excuses, while the other is achieving excellence.  You bring a different perspective to the shared experience.

Your perspective is the bridge that can take you from excuses to excellence.  Which side of the bridge are you on? defines perspective as a particular attitude toward or way of regarding something. 

For example, when you watch the news and the reporter interviews two people who witnessed an accident, they usually mention a different account of the same accident.   Their individual beliefs have shaped the way they regard the event. 

Here’s the bottom line: If your beliefs about your situation, your shop, or yourself, aren’t moving you closer to your goals, then a change of perspective is in order.     When your perspective lines up with your goals, it becomes the bridge that takes you from excuses to excellence. 

The Question

I spoke with two shop owners this past week, one named “Tom” and the other named “Todd”.    Tom ranked in the ATI Top 25 for 2017, while Todd has a negative gross profit dollar lift average for the year. 

Both told me how their vendors were saying that the entire area was slow.  Both mentioned that their competitors were complaining about their bays being empty

Tom experienced a record setting week in mechanical sales and Gross Profit, while Todd blamed his local economy for his subpar performance.  Why did they get different results, despite experiencing similar slowness?  

As Tom was going through his experience, he asked himself the following question, “What can I do differently?” 

When you’re faced with a problem, like low sales, or low car count, ask yourself the previously mentioned question until you can come up with eight different options to overcome the issue. 

Doing this will change your perspective and cause you to move from excuses to excellence.   


So, there you have it.  Embracing the right perspective will move you from excuses to excellence.   Asking the right question will position you to experience profits while others are complaining about problems.  What else would you expect with a mindset like that?

Eric M. Twiggs
The Accountability Coach

PS:  I have a Perspectives Tool that can help you to identify eight different options to overcome your most pressing problem.  Email  if you would like a copy.

Wednesday, April 25, 2018

The Starting Point of Your Success As A Shop Owner

The Starting Point of Your Success As A Shop Owner


Eric M. Twiggs

“If you don’t know where you’re going, any road will take you there.” Lewis Carroll

What’s the starting point of your success as a shop owner?  As I ponder this question, I’m reminded of a video series, I watched recently,  that was done by  Dr. Rhadi Ferguson,  who wrote the book, Coffee With Rhadi, Herculean Conversations with an Olympian.     

In one of his videos, he tells the story of his quest to make it to the Olympic Games in the sport of Judo.  Every day, he would look in the mirror and say to himself, “I’m going to the Olympics”.  He would take out a 3 X 5 card and write, “I’m going to the Olympics.” 

He created a poster with a picture of the Olympic circles and written under the caption were the following words: “I’m going to the Olympics.”

Several months later, his wish came true.  He went to the 2000 Olympic games!  There was one small problem.  He went to the games as a spectator, NOT as a competitor!  Since he didn’t make the team, he had to purchase a ticket and pay his own way!    

Where did he go wrong?   Why didn’t he get what he really wanted?    The one thing that held him back may be the one thing that’s keeping you from getting what you REALLY wantHis goal lacked clarity.

Get Clear & Specific

Clarity is the starting point of your success as a shop owner.  Setting a vague goal will leave you with vague results.  For example, setting a goal, “to hire a technician by June 1st” sounds like a good idea, right?

But how good would it be if your new hire, refuses to do courtesy checks, never completes jobs ahead of book time, and has more comebacks than Brett Favre?    

We learned from Dr. Ferguson’s story that going and competing in the Olympics are two different things.  Just going to the Olympics is a vague goal, while competing in the games is clear and specific.   

Likewise, just “hiring a technician” is a vague goal.   Hiring an ‘A’ technician who is ASE master certified, and 100% efficient is clear and specific. 

Setting a goal to “improve net profit” is vague.  Completing the win # drill, and then setting a goal to average $3,000 per week in net profit, is clear and specific. 

If hiring the right people and generating enough profit are your problems, then developing clear and specific solutions should be your priority.

Always Begin With The End In Mind 

Imagine if a lost stranger stopped by your shop today to ask for directions.  He says, “I’m lost and need directions.”   You respond with,” No problem, where are you trying to go?” Picture him replying with the following response, “I’m not sure exactly, but I want to go somewhere that’s better!”

I speak with many shop owners who are like the lost stranger.  They want to do better, but they haven’t defined where “better” is or what "better" looks like.  The solution is to always begin your business-related interactions, with a specific end in mind.  

Before you attend your next meeting, ask yourself the following question, “What is my desired outcome?

For example, asking this question before you go to the next Super Conference may result in you doing business with a specific digital tablet vendor.  Asking this question before your next 20 group meeting, may result in you coming back with specific strategies to hire your replacement. 

Asking this question before your upcoming Chamber of Commerce meeting, may result in you getting a new customer with the specific fleet of vehicles, that you like to service.   

It’s ok to have more than one desired outcome in mind.  The key is for each outcome to be clear and specific. 


Dr. Ferguson’s story has a happy ending.  He set the specific goal of competing in the Olympics, and in 2004 he represented Team USA in the games that were held in Athens, Greece.  

If you get clear and specific, and always begin with the end in mind, you will position yourself to compete at the highest levels.   Your story has a better chance of having a happy ending, if you visualize the specific outcome from the beginning!


Eric M. Twiggs
The Accountability Coach

PS.  Email to receive a special goal setting worksheet that will help you set clear and specific goals. 

Wednesday, April 18, 2018

My Biggest Regret As An ATI Coach

My Biggest Regret As An ATI Coach


Eric M. Twiggs

“The best time to fix the roof is when the sun is shining” John F. Kennedy

Imagine me pulling up to your shop in a shiny, black, 2018 Mercedes Benz CLS 550 Coupe.  It’s fully equipped to include the 8 cylinder engine, 18 inch aluminum wheels, leather bucket seats, a sunroof, and the leather upholstered dashboard.  As we begin to discuss the car, our conversation shifts to my warranty coverage.

“So what does your extended warranty cover?” You ask. Imagine if I replied with the following response:   “I decided not to go with any coverage, since I never had any issues with my last car.  As a matter of fact, I plan to call Geico today and cancel my auto insurance plan.  I’ve never been in an accident, so why do I need insurance?”    

If you were to fill out an ATI takeaway worksheet based on our conversation, you would probably write “Coach Twiggs has gone crazy!”  After all, it’s crazy to assume that nothing will ever go wrong with the car. It’s crazy to assume that I will never get into an accident.  

It’s crazy to not have a contingency plan in place for such a significant investment.   Well, you have more invested in your shop than I would have in my Mercedes, so what does YOUR contingency plan look like?     

What is the contingency plan for your shop that would cover you if you were to have an accident?  Do you have the necessary “extended coverage” that would protect you if you were to lose your best employee tomorrow? 

As you ponder these questions, I feel the need to share with you my biggest regret as an ATI coach, so here it is:  It’s that I didn’t push you harder to cover your contingencies.   

It’s Personal 

I take it personally when my suggestion to “always be hiringfalls on deaf ears, only to have the same shop owner who ignored my advice lose a key person and get stuck working IN the business.  It saddens me to see the loss of money and momentum that could have been easily avoided.

I take it personally when I see a shop owner suffer an unexpected medical emergency and have to be away from their shop for six months at a time.  My reaction is never “I told you so!”  Instead it’s “what else could I have told you?” 

My feeling of regret ends TODAY, because I am committed to push harder than ever to ensure that you have the necessary extended coverage.  My goal is to help you to embrace “The Blue Man Philosophy”

The Blue Man Philosophy

In 1987 three close friends decided to paint themselves blue and create music together.    Their show was a combination of rock music and entertainment.  Chris Wink, Matt Goldman, and Phil Stanton formed The Blue Man Group.

They worked IN their business for 14 hours a day performing over 1200 shows together.  One fateful night, Phil, cut his hand using a power tool and was unable to perform.  They were forced to create a contingency plan by bringing in a backup blue man to take his place.    

This incident gave them the idea to hire their replacements.  Today, The Blue Man Group can perform shows in Las Vegas, Los Angeles, and Long Island, simultaneously, while the three founding members are relaxing in Long Beach!  

 It took Phil cutting his hand to get the group members to change their philosophy.  What’s it going to take for you to change your philosophy?  What’s it going to take for you to start looking for your replacement? 

What’s it going to take for you to recruit even when you’re fully staffed?  What’s it going to take for you to create contingency plans so that your shop can thrive with our without you being there? 


So, there you have it.   If you commit to the process of covering your contingencies, I won’t have anything to regret, and you will have no reason to feel blue, when you unexpectedly lose a key person from your team.

You can use all the extra money your shop produces to buy yourself a brand-new Mercedes Coupe!


Eric M. Twiggs
The Accountability Coach

PS.  Email to receive a contingency planning template to help you commit to the process.

Wednesday, April 4, 2018

How To Avoid The Biggest Mistake That Shop Owners Make

How To Avoid The Biggest Mistake That Shop Owners Make


Eric M. Twiggs

The root cause of all anxiety is the unmade decision.” Kain Ramsey

“Joe” is a shop owner who works IN instead of ON his business.  His business has him in bondage to the point, that when he needs to consult with his ‘A’ tech, he doesn’t look out in the bays, he looks in the mirror!

I suggested that he contact a certain “head hunter” recruitment company that sources, screens, and selects, technician prospects for the owner to interview and consider for hire. 

He loved the idea of having someone find technicians for him.  He loved the fact that the technicians would be prescreened before he interviewed them.  He lost that loving feeling, when I told him that the total fee for this service was $1,500. 

“But Eric, $1,500 is a lot of money!” Joe said. I responded with the following question: “How much money is your current strategy costing you?”

Suddenly, there was the sound of awkward silence.  As I was reaching for my cell phone to call Verizon to complain about the phone line, he interrupted the silence with the following words: “It’s costing me more than $1500 a day!” 

Joe had made the biggest mistake that shop owners make:  He failed to account for the hidden cost of inaction.  In other words, he didn’t factor in the opportunity cost. defines opportunity cost as the loss of potential gain from other alternatives when one alternative is chosen.  Initially Joe believed that he would save himself $1500 by not taking the recommended alternative of using the head hunter service.

Based on the ATI technician efficiency model, bringing on a good technician to an understaffed shop can add an additional 15 cars a week to that location. 

If Joe maintains a $400 average repair order on the 15 additional cars, he would gross an extra $6,000 per week in sales. ($400 X 15 =$6,000) The alternative of inaction is costing Joe at least $6,000 per week.

The right technician would free him up to attend networking events and build relationships with fleet accounts, so his failure to act could be costing him more than calculated!  

How much is your failure to act costing you?   Keep reading to learn what you can do to avoid the biggest mistake that shop owners make.

Think Like A Master

If I were to go to the park and challenge a chess grand master to a game, I would be at a disadvantage, because he and I would be looking at the same board in a different way. Since I’m a novice, I would be focused on which chess piece to use and what the next move would be.

 The master would win, because he would be thinking two to three moves ahead.   When it comes to playing the game of automotive service, are you a novice or a master?  

The novice in the automotive service game is only focused on fixing the cars in the bay that day.  The master is focused on scheduling the next appointment for 90 days later.

The novice stops recruiting once the position has been filled.  The master is always recruiting regardless of the current staffing levels.

The novice blames low car count on the spring break season.  The master completed a marketing calendar, and has a spring break special that has already launched. 

The master doesn’t have to pay the opportunity cost since she’s anticipated her needs before they became needs.   If you commit to thinking like a master, you can avoid the hidden cost that comes with inaction.  

Ask The Hard Questions

In his book To Sell Is Human, The Surprising Truth About Moving Others, Daniel Pink explains the difference between positive & interrogative self-talk.  Pink points out that the purpose of positive self-talk is to encourage yourself.  “You can do it!”, would be an example of a positive statement you could make to yourself.

Interrogative self-talk happens when you ask yourself questions.  An example of this would be, “Can I do it?”  Positive self-talk is good, but interrogative self-talk is better because it helps you to plan and prepare.  The key is to ask yourself the hard questions. 

When you talk to yourself today, ask the following questions: 1. What would happen to my business if I were involved in an accident and suddenly became unavailable to work IN it every day?”  2. How much business would I lose if my best technician quit tomorrow.  3. How much business am I losing because I don’t have enough bays to satisfy the increasing demand for my service? 

Your direction is determined by the answer to the questions you ask yourself.  Asking the hard questions can keep you moving in the direction of becoming the master of avoiding opportunity costs!


So, there you have it.  Joe’s story has a happy ending.  He is taking action by using the head hunter service, and has several promising prospects to choose from.  If you think like a master and ask the hard questions, your story can have a happy ending as well!  


Eric M. Twiggs
The Accountability Coach

PS.  Email to receive a succession depth chart to help you plan for worst case staffing scenarios.