tag:blogger.com,1999:blog-22995299753625579862024-03-27T19:53:39.446-04:00The Ultimate Auto Shop Coaching BlogHelping Shop Owners grow into the successful entrepreneurs they imagine themselves to be. <br><br>
<b>On July 16, 2019 this site moved to <a href="https://www.autotraining.net/auto-shop-coaching-blog/">www.autotraining.net/auto-shop-coaching-blog/</a>. Please visit the new site for our most recent posts.</b> Anonymoushttp://www.blogger.com/profile/04640855610589838346noreply@blogger.comBlogger193125tag:blogger.com,1999:blog-2299529975362557986.post-62421786128725204872019-07-10T07:00:00.000-04:002019-07-10T07:00:03.223-04:00Three Clues You Have a Service Advisor Problem<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjl83Yuf3p8Yp1NiNfYoDpSdu6VYx_h6g-zq_fEtrqBXT60hmAr3Aj9zm1xsx6dhmdHkBfcXKRF_htqYYB695wee13CpDZVCDfUOOkV7WYT9a1K_avtk4hr0PTd197k7wX0ZxunsxqBM_w/s1600/AdobeStock_150838372.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Look for the clues of a bad service advisor." border="0" data-original-height="533" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjl83Yuf3p8Yp1NiNfYoDpSdu6VYx_h6g-zq_fEtrqBXT60hmAr3Aj9zm1xsx6dhmdHkBfcXKRF_htqYYB695wee13CpDZVCDfUOOkV7WYT9a1K_avtk4hr0PTd197k7wX0ZxunsxqBM_w/s400/AdobeStock_150838372.jpg" title="" width="400" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<i>“It's easy to look back and see it, and it's easy to give the advice. But the sad fact is, most people don't look beneath the surface until it's too late.” <b> </b></i><b><i>Wendelin Van Draanen</i></b></div>
<div style="text-align: center;">
<br /></div>
<br />
"Greg" and I were struggling to figure out why his car count wasn't improving. He had <strong>ten</strong> five star google reviews. When I Googled all of the primary automotive search terms for his area, I found him on the first page and in the top spot.<br />
<br />
His website was so strong that I would send the link to my other clients as an example of what to do. "Steve," his service advisor, had been with him for seven years and had forgotten more about the automotive business than the average person knew.<br />
<a name='more'></a><br />
<br />
"So how is Steve performing?" I asked. "Eric, Steve isn't the problem. He's my most dependable employee!" To trust but verify, I decided to have one of my fellow coaches call the shop posing as a customer in need of brake service.<br />
<br />
To my surprise, Steve did not attempt to get the caller's name and phone number or to invite him to the shop. I reviewed the results of the mystery call with Steve, and he confirmed that he understood and committed to doing better.<br />
<br />
<strong>In the following weeks, I had two different coaches conduct two additional phone shops, and the results were the same. No attempts were made to invite the caller to the location.</strong><br />
<strong><br /></strong>
Business declined to the point where Greg had to lay Steve off and take over the service writer duties himself. It took eight weeks to find a qualified replacement. During this time, the sales and car count trends took an interesting turn.<br />
<br />
<strong>For the better!!</strong> When Steve was writing service, the shop averaged $14,000 per week in sales with 35 cars. <strong>Greg averaged $19,000 per week with 40 cars.</strong> The only change to the business was Greg taking over at the counter.<br />
<br />
<h2>
Failing Phone Shops</h2>
Here's what I learned from this experience: <strong>Consistently bad phone shops are symptoms of a service advisor problem.</strong> You may be thinking: "But Eric, it was the holiday season and you're too hard on Steve. Failing multiple phone shops isn't a big problem."<br />
<br />
Well, consider the following math: Let's assume that by focusing more on the phones, you only acquired two additional customers per day that typically wouldn't have come in.<br />
<br />
Over five days, that's ten customers. If you have a $400 average repair order, that's an additional $4,000 per week in revenue. (10 x $400=$4,000)<br />
<br />
<strong>By not answering the phones correctly, your writer would cost you $208,000 in potential sales over fifty-two weeks! ($4,000 x 52=$208,000)</strong> This is why I live by the following motto: <strong>If car count drops, do a phone shop.</strong><br />
<strong><br /></strong>
Failing multiple shops isn't the only symptom. Keep reading to learn about two more signs of a bad service advisor.<br />
<br />
<h2>
Common Complaints</h2>
During the eight weeks that Greg covered the counter, he had a total of thirteen customers mention how they were glad to see Steve gone! Several of these patrons commented that if Steve were still employed, they wouldn't have come back.<br />
<br />
Greg was surprised because he only heard three customer complaints about Steve in the past six months. All three mentioned that Steve was very short with them and came across as being rude. Greg didn't realize that these common complaints were just the tip of the iceberg.<br />
<br />
A <a href="http://www.trackur.com/96-of-unhappy-customers-wont-complain-to-you-but-will-tell-15-friends-infographic" rel="noopener noreferrer" target="_blank">2014 retail industry study</a> concluded that 96% of unhappy customers would never complain. The study also found that 91% of these patrons will never return.<br />
<br />
To make matters worse, they will tell up to fifteen of their friends about their experience. If you have three customers voicing the same concern, you have a much bigger problem brewing beneath the surface.<br />
<br />
Pay close attention to those common complaints you receive about your writer. If three people who don't know each other share the same opinion, it's just the tip of the iceberg and the second symptom of a service advisor problem.<br />
<br />
<h2>
Blaming “They”</h2>
A few weeks ago, I was speaking with a service advisor who was in town attending class. He told me that his shop was struggling to stay afloat. When I asked him about using the parts matrix, he said: "They think we're too expensive."<br />
<br />
When I suggested offering every customer an exit appointment, he responded, "They don't like to schedule in advance." I asked him about making follow-up calls to which he replied: "They think it's too pushy." The Twiggs translation for the word "they" is "I." "They" is the signal of a limiting belief and a symptom of a service advisor problem.<br />
<br />
He was really saying <strong>“I think we’re too expensive”; “I don’t like to schedule in advance”; and, “I think making follow up calls is being pushy.”</strong><br />
<strong><br /></strong>
I've discovered that <strong>80% of struggling shop leaders issues are due to mindset, with only 20% resulting from a skill set</strong>. In other words, <strong>how you think drives what you do</strong>.<br />
<br />
Only addressing the skill set doesn't solve the problem. The key is to address their mindset is to ask them to explain how your request is good for the car, the customer, and the company.<br />
<br />
This level of dialogue will allow you to address any limiting beliefs that are causing problems below the surface.<br />
<h2>
Conclusion</h2>
So there you have it. Consistently bad phone shops, common complaints, and blaming "they" are the three symptoms of a service advisor problem.<br />
<br />
If you address these issues head-on, making the top shop list will only be the tip of your success iceberg. You will have more profit and happy customers!<br />
<br />
Eric M. Twiggs<br />
The Accountability Coach<br />
<a href="http://www.autotraining.net/" target="_blank">www.autotraining.net</a><br />
<br />
P.S. Email <a href="mailto:etwiggs@autotraining.net" target="_blank">etwiggs@autotraining.net</a> to receive a <b>Service Advisor Assessment Checklist</b> to help you overcome basic challenges before they become a bigger problem.Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com58tag:blogger.com,1999:blog-2299529975362557986.post-14240114499525505912019-07-03T07:00:00.000-04:002019-07-03T07:00:01.050-04:00The Easy Way to Hire Your Next Employee<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgWnSyeWK8Z1zd7sx9CLRk5yVtCIsnKnvWFG8fIULFzsPOfMMz3JCm9H0M5D7lbSBkRkgtKGzhARGRKcRBUbTjB17rLi_dNb-1ABZ1X5XWiB5EOU-jfRkPCHM24EenOTqHilYvQyjC-5pc/s1600/AdobeStock_128524647.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Evaluate the candidate in an informal setting." border="0" data-original-height="533" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgWnSyeWK8Z1zd7sx9CLRk5yVtCIsnKnvWFG8fIULFzsPOfMMz3JCm9H0M5D7lbSBkRkgtKGzhARGRKcRBUbTjB17rLi_dNb-1ABZ1X5XWiB5EOU-jfRkPCHM24EenOTqHilYvQyjC-5pc/s400/AdobeStock_128524647.jpg" title="" width="400" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<div style="text-align: center;">
<i>“Hire character, train skill.” <b>Peter Schutz</b></i></div>
<strong><br /></strong>
<strong>“Harry”</strong> is a hiring manager for a Fortune 500 company. One fateful morning, he’s driving into the crowded company parking lot to begin his day of scheduled interviews.<br />
<br />
After several minutes of circling, he finally locates a space and pulls in. He doesn’t notice <strong>“Bruce,”</strong> sitting in a brown Buick, waiting for the same spot!<br />
<br />
“<em>Hey, Jerk!”</em> Bruce yells. <em>“Don’t you see me sitting here? Are you blind?” </em>Harry’s running late, so he doesn’t take the time to reply.<br />
<a name='more'></a><br />
<br />
This angers Bruce! He responds with the following words while waiving a certain finger in the air: “Oh I get it, you’re blind AND deaf! Maybe you can understand sign language!”<br />
<br />
Harry arrives at his desk, shaken from the encounter but set for his scheduled interview! As he sits down, “Sarah,” his secretary, chimes in on the intercom: “Good morning, Harry, your 8:30 am appointment is here!” “Thanks, Sarah, please send him in.”<br />
<br />
As the candidate walks into his office, Harry starts to smile. He glances down at the resume on his desk, and says, <em>“Good morning <strong>Bruce</strong>, I’m <strong>REALLY</strong> looking forward to our interview today!” </em><br />
<em><br /></em>
Harry’s hiring decision just got easier! Keep reading so you can discover <strong>the easy way to hire your next employee! </strong>But first, you must become aware of the fundamental problem.<strong><br /></strong><br />
<h2>
The Fundamental Problem</h2>
ATI Fundamental #23 reminds us that ATI<strong> is Family</strong>! It’s simple to substitute your shop name with ATI and claim this fundamental as your own.<br />
<br />
It’s simple to say, “<strong>(Your shop) Automotive is family!” </strong>You figure that all you need to do state this about your location, and the result will be you and your team sitting around the campfire roasting marsh mellows!<br />
<br />
<strong>It’s simple to say, but not easy to embrace. </strong><br />
<strong><br /></strong>
Embracing this fundamental requires having the right culture at your shop, and<strong> you can’t have the right culture if you employ the wrong people! </strong><br />
<strong><br /></strong>
I know what you’re thinking, <em>“Cut me some slack Twiggs, I’m trying to hire the right people! I use an interview script to ask all the right questions, but I still make bad hires!” </em><br />
<em><br /></em>
The problem is that everything is “<em>sunshine and rainbows”</em> during the interview! Your prospect will say and do all the right things to create the most favorable picture of themselves while in your office.<br />
<br />
Also, if the applicant has the same personality traits as you, it can lead you to believe that your “gut” is telling you to hire her.<br />
<br />
For example, if you are an analytical, “owl” personality, you may feel a connection with a service advisor candidate who’s also an owl.<br />
<br />
However, it’s been proven that this personality type is NOT an ideal fit for the role! Just depending on what you experience during the interview, is hiring the hard way. Keep reading to uncover the easy way to hire!<br />
<br />
<h2>
The Easy Way to Hire</h2>
<strong>The easy way to hire is to evaluate the candidate in an informal setting. </strong><br />
<strong><br /></strong>
Before you decide to hire, consider taking the following steps:<br />
<ul>
<li><strong>Have your “Bruce” spend time at the shop to observe a “day in the life.” </strong>This gives you and your employees the opportunity to evaluate him outside of the formal interview setting.</li>
<li><strong>Take him to lunch and include your spouse /significant other in the meeting. </strong>Consider having the waiter intentionally mix up his order to see how he handles adversity.</li>
<li><strong>Follow him on social media. </strong>Seeing his daily posts will provide insight into his character, values, and how he communicates.</li>
<li><strong>Get a reference from the former co-worker reference. </strong>Your prospect will provide you with co-worker references whom they know will say good things about them. Ask the co-worker reference for the contact info of other people in the organization who are familiar with your prospect’s performance.</li>
</ul>
<h2>
Conclusion</h2>
So, there you have it. If you just base the decision on what you observe during the interview, you’re hiring the hard way!<br />
<br />
It would be like bringing Bruce on, without having the company parking lot perspective!<br />
<br />
<strong>Evaluating the candidate in an informal setting is the easy way to hire! </strong><br />
<strong><br /></strong>
Here’s a final tip right from <strong>The Twiggs School of Staffing: </strong>If your prospect yells at you and makes an obscene gesture before the interview, <strong>JUST SAY NO!</strong><br />
<strong><br /></strong>
<br />
<div class="MsoNormal">
Sincerely,<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Eric M. Twiggs</div>
<div class="MsoNoSpacing">
<o:p></o:p></div>
<div class="MsoNoSpacing">
<a href="http://www.autotraining.net/">www.autotraining.net</a><o:p></o:p></div>
<div class="MsoNoSpacing">
<br /></div>
<div class="MsoNoSpacing">
<br /></div>
<div class="MsoNoSpacing">
P.S. Email <a href="mailto:etwiggs@autotraining.net">etwiggs@autotraining.net</a>
to receive a complete list of every successful hiring technique that I know of!<o:p></o:p></div>
<strong></strong>Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com15tag:blogger.com,1999:blog-2299529975362557986.post-49650095748179959992019-06-26T07:00:00.000-04:002019-06-26T07:00:06.194-04:00How to Overcome Your Employee’s Resistance<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhdJTGyfq8srW3FnZeZI_w-m3ImGBhZeOg1Z5WXmiPHpaoyEYipJxZtIL5wREbIw8LN-SrUk_5BL88AfpEAoW5_dtPrKoMAe_H2S1KdyvxmMiotoqGTUt0kV-t1Paui_yPL3OUK1LPCPwc/s1600/AdobeStock_64338310.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="The key to overcoming resistance at your shop is to get curious." border="0" data-original-height="533" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhdJTGyfq8srW3FnZeZI_w-m3ImGBhZeOg1Z5WXmiPHpaoyEYipJxZtIL5wREbIw8LN-SrUk_5BL88AfpEAoW5_dtPrKoMAe_H2S1KdyvxmMiotoqGTUt0kV-t1Paui_yPL3OUK1LPCPwc/s400/AdobeStock_64338310.jpg" title="" width="400" /></a></div>
<div style="text-align: center;">
<em><br /></em></div>
<div style="text-align: center;">
<em>"Judge a man by his questions rather than his answers."</em> <strong><em>- Voltaire</em></strong> </div>
<br />
Don’t try this at home! The year was 1999, and I was a new manager who was having a problem getting my people to embrace the courtesy checks.<br />
<br />
During a shop meeting, I was explaining all the reasons why completing the forms was good for <strong>the car</strong>, <strong>the customer,</strong> and <strong>the company.</strong> Before I could finish, “Terry,” my ‘A’ technician, interrupted me by asking, “<em>How does filling out these</em><strong> #$@!</strong><em> courtesy checks benefit me?”</em><br />
<a name='more'></a><em> </em><br />
<br />
To which I replied, <strong>“CONTINUATION!”</strong> With a puzzled look and shrugged shoulders, Terry asked, “<em>What does that mean?”</em><br />
<br />
Now, before I share my reply, <strong>please remember not to try this at home!</strong> Ok, here’s what I said: “<strong>Terry, if you fill out these courtesy checks, you can CONTINUE to work here!”</strong><br />
<br />
The good news is that after this encounter, I never had a problem with Terry again! The bad news is that it’s no longer 1999!<br /><br />
<h2>
Then and Now</h2>
The “my way or the highway” approach to leadership may not work for you the way it did for me that day! <a href="https://www.youtube.com/watch?v=rblt2EtFfC4" rel="noopener noreferrer" target="_blank"><strong>If “you just want to party like it’s 1999,”</strong></a> you’ll have a hard time keeping people!<br />
<br />
In ‘99 there was no such thing as <strong>LinkedIn.</strong> <strong>Craigslist</strong> did not exist! You sought answers from a real book instead of <strong>Facebook</strong>!<br />
<br />
Let’s fast forward to 2019. Technology has helped to create an abundance of choice for your employee.<br />
<br />
According to <a href="https://www.cnbc.com/2018/06/05/there-are-more-jobs-than-people-out-of-work.html?fbclid=IwAR0-A59-ak_HIahZkOkM5jWL5Gr4c9a_WR8_Ec7AWrQKSIW-n_5ukPcsVic" rel="noopener noreferrer" target="_blank">the Bureau of Labor Statistics,</a> there are <strong>6.7 million job openings</strong> and just <strong>6.4 million available workers to fill them!</strong><br />
<br />
Here’s the big takeaway:<strong> Your best employee can find another job with one swipe of her smartphone screen!</strong><br />
<br />
In ’99, Terry felt lucky to have his job. Today, I would feel lucky to have him<strong>!</strong><br />
<strong><br /></strong>
<strong>So, how do you overcome employee resistance in 2019?</strong> Keep reading to uncover the details!<br /><br />
<h2>
Get Curious</h2>
<strong>ATI Fundamental #22</strong> instructs us to <strong>be quick to ask and slow to judge.</strong><br />
<strong><br /></strong>
<strong>The key to overcoming resistance at your shop is to get curious. </strong>In other words,<strong> lead with the right questions instead of answers.</strong><br />
<br />
When you observe a breakdown in compliance, your instinct is to tell them what you see.<br />
For example, <strong>most shop owners</strong> lead with the following answers:<br />
<ul>
<li><em>“You’re not filling out the courtesy checks!” </em></li>
<li><em>“You’re not asking for Google Reviews!”</em></li>
<li><em>“The Shop is a mess!” </em></li>
</ul>
The person on the receiving end of these answers will feel judged and may respond by making excuses to defend themselves.<br />
<br />
The leader who is<strong> quick to ask</strong> will respond to the same compliance breakdowns with the following questions:<br />
<ul>
<li><strong><em>“What do you need from me to start filling out the courtesy checks as we agreed?”</em></strong></li>
<li><strong><em>“How did you do with asking every customer for a Google review today?” </em></strong></li>
<li><strong><em>"How does the shop look to you after last night’s closing?” </em></strong></li>
</ul>
You will experience less resistance <strong>when they tell you</strong> what happened than if you tell them.<br />
<br />
As stated in a <a href="https://www.autotraining.net/all-news/are-you-getting-thrown-under-the-bus/">previous post,</a> remember to avoid questions that start with <strong>“why.”</strong><br />
<strong><br /></strong>
<strong>Asking someone why they didn’t do something is the same as asking for resistance</strong>!<br />
<br />
For example, imagine me asking you, “Why didn’t you update the portal last week?”<br />
<br />
I’ll bet you just felt the need to resist and defend yourself with answers like, “It rained every day last week!”; “I was busy running parts!”; or “my best tech found one of those <strong>6.7 million jobs</strong>!”<br />
<br />
Alternatively, you would feel less resistant if I asked, <strong>“What happened with the portal entry last week?”</strong> or <strong>“When will the portal be updated?”</strong><br />
<strong><br /></strong>
<strong>Leading with the right questions instead of answers is the key to overcoming employee resistance at your shop!<br /></strong><br />
<h2>
Conclusion</h2>
So, there you have it. Twenty years have passed, and I haven’t heard from Terry. When I see him again, I’ll be sure to lead with the right questions this time!<br />
<br />
Sincerely,<br />
<br />
Eric M. Twiggs<br />
<a href="http://www.autotraining.net/" target="_blank">www.autotraining.net</a><br />
<br />
PS. For a <b>complete list of resistance-free questions</b>, email <a href="mailto:etwiggs@autotraining.net" target="_blank">etwiggs@autotraining.net</a><br />
<div>
<br /></div>
<div class="inline-offer">
<br /></div>
Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com5tag:blogger.com,1999:blog-2299529975362557986.post-40320659156257659892019-06-19T07:00:00.000-04:002019-06-19T07:00:02.972-04:00The Hidden Secret to Growing Your Car Count<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhXzjqnD2e1ppF97S86r7dHMNXrQHpgIYUCSjAfEx7sD1vWr_CkFY6rPEZ9382jPE9mFnw3IZxNvPf-p4Wm96usS5i5F0gvpI5v_hYcdqDgeGugQf6w9NIdKKP6tFVvRQaBGaXAvmSMSAE/s1600/AdobeStock_102231163.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Great shop owners create focus groups." border="0" data-original-height="533" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhXzjqnD2e1ppF97S86r7dHMNXrQHpgIYUCSjAfEx7sD1vWr_CkFY6rPEZ9382jPE9mFnw3IZxNvPf-p4Wm96usS5i5F0gvpI5v_hYcdqDgeGugQf6w9NIdKKP6tFVvRQaBGaXAvmSMSAE/s400/AdobeStock_102231163.jpg" title="" width="400" /></a></div>
<div style="text-align: center;">
<br /></div>
<div style="text-align: center;">
<i>"</i>You<i> will be the same person in five years as </i>you<i> are today except for the people </i>you<i> meet and the </i>books you read<i>." </i><strong>Charlie Tremendous Jones</strong> </div>
<br />
Hard work doesn’t pay off. I know Shop Owners who work around the clock but still have low car count. They arrive early, stay late, but have a low retention rate.<br />
<br />
They work hard to fill their racks, but their customers don’t come back. These examples lead me to believe that hard work doesn’t pay off.<br />
<br />
Now, before you work hard to close this post, allow me to clarify my point.<br />
<a name='more'></a><br />
<br />
Hard work <strong><span style="text-transform: uppercase;">alone</span></strong> doesn’t pay off. <strong>Your network can determine your net worth!</strong><br />
<strong><br /></strong>
<br />
<h2>
<strong>What Kind of Shop Owner Are You?</strong></h2>
When it comes to building a network, there are three types of shop owners. First, you have “Pete,” who’s shop produces quality work, but he doesn’t do anything to <strong>promote </strong>his services or build his network. When asked what he does for marketing, his standard answer is <strong>“word of mouth!” </strong><br />
<strong><br /></strong>
Next, you have “Paul.” Paul is great at <strong>promoting</strong> his shop, but his quality of work is below average. He has so many comebacks his shop could be called <strong>“Boomerang Automotive!” </strong><br />
<strong><br /></strong>
Then you have “Pam.” Pam is great at<strong> promoting</strong> her shop <strong><span style="text-transform: uppercase;">and</span></strong> produces quality work. Her customers refer her and leave five-star reviews even when she doesn’t ask them to.<br />
<br />
<strong><span style="text-transform: uppercase;">All</span> three shop owners work hard. </strong>Which of the three is most likely to grow their net worth the fastest?<br />
<br />
Pete does great work but being unknown outside of his loyal club of customers will catch up with him.<br />
<br />
Paul has the shop you drive by and wonder how they stay busy with such a bad reputation! His promotional savvy may result in short term gain, but he’ll experience long-term pain as the word about the customer experience gets around.<br />
<br />
<strong>Which of the three shop owners is most like you?</strong><br />
<strong><br /></strong>
Since Pete is your final answer, keep reading to discover <strong>The Hidden Secret to Growing Your Car Count</strong> so you can become like Pam instead!<br />
<br />
<h2>
Never Eat Alone</h2>
In his book “<a href="https://www.amazon.com/Never-Eat-Alone-Expanded-Updated/dp/0385346654/ref=sr_1_1?gclid=Cj0KCQjw9JzoBRDjARIsAGcdIDWGjmLJGCwS5Jyy_g_AQH44WZ04SKiQcQJda-Maus7OePMfgKVUxA4aAooEEALw_wcB&hvadid=234327265369&hvdev=c&hvlocphy=9007730&hvnetw=g&hvpos=1t1&hvqmt=e&hvrand=7042657671652970800&hvtargid=kwd-3185689530&hydadcr=22560_10314668&keywords=never+eat+alone+book&qid=1560779154&s=gateway&sr=8-1"><em>Never Eat Alone</em></a>,” Keith Ferrazzi reports on a study that was done at Harvard University to determine the most common trait of a successful student. I figured that work ethic would rank at the top of the list. Surely, their hard work is what paid off. I was wrong!<br />
<br />
The study concluded that <strong>the tendency to create and join study groups was the most common trait that great students shared. </strong><br />
<strong><br /></strong>
In other words, <strong><em>these students became great by networking and building relationships.</em></strong> Are you a great shop owner?<br />
<br />
The great students can maintain the right <strong>grade point average (GPA)</strong>. If you aspire to be great at maintaining the right <strong>car count average</strong> (<strong>CCA</strong>), pay close attention to the next sentence:<br />
<br />
<strong>The hidden secret to growing your car count is to network with your great customers. </strong>Great students create study groups. Great shop owners create <strong>focus groups.</strong><br />
<strong><br /></strong>
<br />
<h2>
The Focus Group</h2>
Start by <strong>creating a focus group</strong> <strong>with your top five customers</strong>. These are the people you would clone because they visit three or more times a year, have a high average repair order, and leave you with raving reviews.<br />
<br />
Schedule a meeting and ask the following questions:<br />
<ol>
<li><strong>What do you like best about my shop?</strong></li>
<li><strong>What do you like least about my shop?</strong></li>
<li><strong>What are the first words that come to mind when you hear the name of my shop mentioned? </strong></li>
<li><strong>What clubs or associations do you belong to? </strong></li>
<li><strong>What magazines/online publications do you subscribe to?</strong></li>
</ol>
The answers to the first two questions can help you improve the quality of your work. The final three questions can assist you in promoting your services to the right people.<br />
<br />
ATI Fundamental #21 reminds us <strong>to</strong> <strong>be a source of acknowledgment and appreciation, </strong>so remember to show them your appreciation for their participation with a gift card they can use at your location in the future.<br />
<br />
<h2>
Conclusion</h2>
<strong>So, there you have it. The focus group</strong> will put you on the road to becoming great at both promoting your shop and producing quality work.<br />
<br />
Seeing the business through the lens of your customer will allow you to leverage <strong>the hidden secret to growing your car count!</strong><br />
<strong><br /></strong>
Looking to have a focus group meeting, but don’t know where to start? Email <a href="mailto:etwiggs@autotraining.net" target="_blank">etwiggs@autotraining.net</a> and I will send you a <b>focus group meeting agenda</b>!Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com23tag:blogger.com,1999:blog-2299529975362557986.post-49866510154643919332019-06-12T07:00:00.000-04:002019-06-17T21:57:56.444-04:00The One Thing You Never Hear from Employees<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiHAONNexXQVQbGp-fG4DkFV1NCteD0aetoClT8O0l_pJlDvYs_RRBQ7DwE7w5GdDMVp8rFUOoy5HeJAeeWcNp5q73tva4g1qPvwfrnaBiCQwBLHVC6jPt_YEKWXnIIv0nbSVJLfTA3H8Y/s1600/AdobeStock_263213278.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Take responsibility for your punctuality." border="0" data-original-height="533" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiHAONNexXQVQbGp-fG4DkFV1NCteD0aetoClT8O0l_pJlDvYs_RRBQ7DwE7w5GdDMVp8rFUOoy5HeJAeeWcNp5q73tva4g1qPvwfrnaBiCQwBLHVC6jPt_YEKWXnIIv0nbSVJLfTA3H8Y/s400/AdobeStock_263213278.jpg" title="" width="400" /></a></div>
<div style="text-align: center;">
<em><br /></em></div>
<div style="text-align: center;">
<em>“Time is what we want most but use worst!” </em><strong><em>William Penn</em></strong> </div>
<br />
“Traffic was really bad!”<br />
“There was a bad accident on the beltway!”<br />
“I was pulled over by a state trooper!”<br />
<br />
If I had a dollar for every time someone has made one of these statements, I’d<em> have about 327 dollars! </em><br />
<a name='more'></a><em> </em><br />
<br />
ATI Fundamental #20 instructs us to <strong>Be Punctual. </strong><br />
<br />
While I’ve heard the previously mentioned reasons for being late, here’s one I’ve never heard: <strong>“Sorry I’m late Twiggs. It’s my fault. I need to leave my house earlier next time.” </strong><br />
<br />
How many times has an employee said this to you?<br />
<strong><em><br /></em></strong>
<strong><em>Extenuating circumstances are factors beyond your control that may hurt your desired outcome (traffic, weather, dog eating your homework, etc.). </em></strong>We all have them. <strong><span style="text-transform: uppercase;">I get it!</span></strong><br />
<br />
The problem is that most<strong><em> people are blind to their responsibility for punctuality despite their extenuating circumstances.</em></strong><br />
<strong><br /></strong>
<br />
<h2>
<strong>Planning</strong></h2>
<em>The root problem is in the planning.</em> When you estimate how long it takes to get to your destination or to meet a deadline, the<strong> tendency is to assume the best case scenario.</strong><br />
<br />
For example, the shop is twenty minutes from your house. You assume there will never be a traffic delay along your way, so you leave twenty minutes before your scheduled time, and arrive late!<br />
<br />
Or, you had thirty days to complete the shop tour video for your 20 Group. Shooting the video only takes thirty minutes, so you plan to do it the Friday before the meeting.<br />
<br />
What you didn’t plan on was working in the shop because your best technician suddenly got sick. As a result, you never get around to shooting the video.<br />
<br />
In these scenarios, who was to blame for being late and missing the deadline? I made this question multiple choice in case you wanted to <strong>use a lifeline or phone a friend:</strong><br />
<ol type="A">
<li>The Traffic</li>
<li>The Technician</li>
<li><a href="https://www.youtube.com/watch?v=Zqe5NP86OCc" rel="noopener noreferrer" target="_blank"><strong>The Reflection in Your Mirror</strong></a></li>
</ol>
If you chose option “C” you’re right on time! Keep reading to discover a simple step you can take <strong>to be on time every time.</strong><br />
<h2>
The 50% Buffer</h2>
Since we now agree that you are responsible for being on time, even with your extenuating circumstances, you are ready to implement <strong>the 50% buffer.</strong><br />
<strong><br /></strong>
This idea comes from Greg McKeown, who introduced it In his book, <em><a href="https://www.amazon.com/Essentialism-Disciplined-Pursuit-Less/dp/B00IWYP5NI/ref=sr_1_1?crid=2130KRGXDJNYJ&keywords=essentialism&qid=1559920413&s=books&sprefix=esse%2Caudible%2C135&sr=1-1" rel="noopener noreferrer" target="_blank">Essentialism: The Disciplined Pursuit of Less</a></em>.<br />
<br />
You simply multiply 50% by the time estimate to account for the worst-case scenarios.<br />
<br />
For example, if it usually takes you twenty minutes to get to your shop, multiplying that number by 50% would allow you to leave 10 minutes earlier! <strong>(20 minutes x 50% = 10 minutes</strong>)<br />
<br />
If it normally takes you an hour to drive to your ATI class, using the 50% buffer would allow you to leave your house 30 minutes earlier! <strong>(1 hour x 50% = 30 minutes) </strong><br />
<strong><br /></strong>
If there were traffic on your way in, the extra ten minutes and the additional thirty minutes would be your buffer to ensure you arrived on time anyway!<br />
<br />
<h2>
Conclusion</h2>
So, there you have it. By taking responsibility for your punctuality, and implementing the 50% buffer, you can be on time every time!<br />
<br />
I normally start writing this blog on Monday morning, but due to <strong>extenuating circumstances,</strong> I didn’t start this week until late Monday afternoon!<br />
<br />
I take personal responsibility for my punctuality and will implement <strong>the 50% Buffer</strong> so that I can start on time next week!<br />
<br />
<br />
<div class="MsoNormal">
Sincerely,<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Eric M. Twiggs</div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<a href="http://www.autotraining.net/" target="_blank">www.autotraining.net</a><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
P.S. Is the fact that
you’re busy putting out fires, causing you to be late? Email <a href="mailto:etwiggs@autotraining.net" target="_blank">etwiggs@autotraining.net</a> to receive an editable copy of <b>The Time
Management Matrix</b>, to help you focus on those things that are important but not
urgent! <b><o:p></o:p></b></div>
<br />Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com7tag:blogger.com,1999:blog-2299529975362557986.post-47253978523338111962019-06-05T07:00:00.000-04:002019-06-10T16:01:38.904-04:00How to Gain an Unfair Advantage in Your Area<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi-ogmaEHupntHNk92ApOsnAWRySutE40K9cjiRB7aIEVYAH0eV7aCm3VUmltB5_i3QGu_lepGFJvVuzKQMbiMB3clDGIEwspXJNiio7BhXzV3kTlNgrAUy6z2fCQIGFisLdCFH9npGtm0/s1600/AdobeStock_107457831.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Follow-up will give you an unfair advantage in your area!" border="0" data-original-height="533" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi-ogmaEHupntHNk92ApOsnAWRySutE40K9cjiRB7aIEVYAH0eV7aCm3VUmltB5_i3QGu_lepGFJvVuzKQMbiMB3clDGIEwspXJNiio7BhXzV3kTlNgrAUy6z2fCQIGFisLdCFH9npGtm0/s400/AdobeStock_107457831.jpg" title="" width="400" /></a></div>
<div style="text-align: center;">
<em><br /></em></div>
<div style="text-align: center;">
<em>“Not following up with your prospects is the same as filling up your bathtub without first putting the stopper in the drain.” <strong>Michelle Moore</strong></em> </div>
<br />
How do they do it? I asked this question several years ago, as a new member of my local <a href="https://www.toastmasters.org/" rel="noopener noreferrer" target="_blank">Toastmasters International club</a>. The meetings were held every Tuesday, and the room was always packed with aspiring speakers.<br />
<br />
At the district conventions, the leaders of the other clubs complained about <strong>member count being down in the area.</strong> When one club leader spoke about their low member count, the others would console her by saying, <strong>“It’s not just you; everybody is slow.” (Sound familiar??)</strong><br />
<a name='more'></a><br />
<strong><br /></strong>
<em>So, how was my club able to </em><a href="https://autoshopcoaching.blogspot.com/2017/03/how-to-grow-when-they-say-its-slow.html" rel="noopener noreferrer" target="_blank">grow while everyone else was slow?</a> I got the answer at our next meeting. <strong>“Clara,”</strong> the club president, asked all the new members who joined within the last 30 days to stand, introduce themselves and tell everyone why they chose our club.<br />
<br />
Four people stood up, introduced themselves, and each stated the following reason, “I called several clubs that were listed on the Toastmasters website, but <strong>Clara was the only one who called me back!” </strong><br />
<strong><br /></strong>
Clara is living proof of this well-known fact: <strong>“The fortune is in the follow-up.” </strong><em>How many customers are currently with your competitor because you failed to get back with them?</em><br />
<em><br /></em>
Since <strong>most businesses are bad at follow-up</strong>, being great in this area can <strong>give you an unfair advantage.</strong> In his book <em><a href="https://www.amazon.com/Never-Eat-Alone-Expanded-Updated/dp/B00M0VIA7W/ref=sr_1_1?crid=1WHF4K1VOOUPP&keywords=never+eat+alone+by+keith+ferrazzi&qid=1559224687&s=books&sprefix=never+eat+alone%2Cstripbooks%2C122&sr=1-1" rel="noopener noreferrer" target="_blank">Never Eat Alone</a></em>, Keith Ferrazzi points out that <strong>great follow-up alone would put you ahead of 95% of your competition.</strong><br />
<strong><br /></strong>
<strong>Are you looking to make a fortune while gaining an unfair advantage in your area?</strong> Keep reading to discover what to do!<br />
<br />
<h2>
Focus on the Fundamental</h2>
<strong>ATI Fundamental #19 states that “Appearance Counts.” </strong>The fundamental reason that appearance counts is because it <strong>creates the first impression.</strong><br />
<strong><br /></strong>
<strong>Follow up (or failing to do so) also creates a first impression</strong>. When Clara promptly called me back, I got the impression that the club was proactive to the needs of its members.<br />
<br />
The club <strong>appeared</strong> to be on top of their game. <strong>Do you appear to be on top of your game? </strong><br />
This is an important question to answer because <strong>YOU</strong> create a similar first impression by promptly following up. The failure to get back with your patrons speaks volumes!<br />
<br />
Consider this: according to a recent study, <strong>68% of all business is lost because of a failure to follow up!</strong> By failing to follow up, you are sending the message that you aren’t concerned about your customer's car.<br />
<br />
<strong>Creating the perception that your customer isn’t the priority, is a recipe for lost business</strong>! By now, you may be thinking<em>, “Interesting twist Twiggs, but I don’t need better follow-up! I need to focus on new customers!”</em><br />
<em><br /></em>
Hopefully, I do a better job of inspiring you to follow up with this next story of the retired dentist.<br />
<br />
<h2>
The Retired Dentist</h2>
The story is told of a <strong>retired Dentist</strong> named “Jack” who was looking to start a second career.<br />
He began his new career as a sales consultant to his area dentists, with an interesting business model.<br />
<br />
<strong>Jack would visit the dental practices and offer to contact all their inactive customers for them. </strong>If the customers came back, Jack would get 5% of the sales as a commission. Sounds like he’s getting the short end of the stick, right? <strong>WRONG!</strong><br />
<strong><br /></strong>
<strong>The dentists were so bad at following up</strong> with their inactive customers, that Jack <strong>made more money making follow-up calls</strong> than he did when he owned his dental practice!<br />
<br />
Has your effort to execute to follow-ups felt like <strong>pulling teeth</strong>? Would Jack be able to make his <strong>monthly Maserati payments</strong> using the commissions from YOUR unmade calls?<br />
<br />
Keep reading to discover some basic tools to help you <strong>gain an unfair advantage. </strong><br />
<strong><br /></strong>
<br />
<h2>
Follow-Up Tools</h2>
If you only have a hammer, every situation will look like a nail. Since the situations will vary, the key to gaining an unfair advantage is to use a variety of tools.<br />
<br />
Below are three of my favorites:<br />
<br />
<h3>
1. The "Three-Day Thank You" Call</h3>
This will give you an unfair advantage in your market because nobody does it! When was the last time you received a thank you call from a retail business after you made a purchase? (Go ahead, I’ll wait!)<br />
<br />
<h3>
2. The "Mystery Envelope"</h3>
Using this to schedule the next service will give you an unfair advantage because the other shops in your area don’t provide their patrons with a prize just for coming back! (Ask your coach to send you the details!)<br />
<br />
<h3>
3. The "HOW Have You Been" Call</h3>
This is not to be confused with the “Where have you been call.” The question,” Where have you been?” sounds judgmental. <strong>“How have you been?” </strong>sounds like you care. Keep in mind that the typical response rate for this type of call is 15%, so it will take twenty calls to get three inactive customers to return (<strong>20 x 15% = 3).</strong><br />
<strong><br /></strong>
<br />
<h2>
Conclusion</h2>
So, there you have it. As I mentioned earlier, appearance counts. By being great at follow-up, you will appear to be proactive in the eyes of your customers, which <strong>will give you an unfair advantage in your area! </strong><br />
<strong><br /></strong>
<br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Sincerely,<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Eric M. Twiggs<o:p></o:p></div>
<div class="MsoNormal">
<a href="http://www.autotraining.net/" target="_blank">www.autotraining.net</a><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
PS. Email <a href="mailto:etwiggs@autotraining.net" target="_blank">etwiggs@autotraining.net</a>
to learn what to say when you get a voice mail while doing a follow-up call! I
will send you a script! <b><o:p></o:p></b></div>
<strong></strong>Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com1tag:blogger.com,1999:blog-2299529975362557986.post-42462468816442566522019-05-29T07:00:00.000-04:002019-05-29T07:00:03.704-04:00Three Steps to Build a Leading Brand<div style="text-align: center;">
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDv02VSpDkyOwdoPUL-coB1B7dO7pYiseve0v_iMj42FWFTfY89C_8MuM5rxXORq41wmiPwyUuymsTIgRoOPmnZFQC2YR_FAoi89ikiW89u8dnjJvwfnXooFkRTHsvsxi48rIBN5KWdv4/s1600/AdobeStock_210096418.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Three Steps to Build a Leading Brand" border="0" data-original-height="470" data-original-width="800" height="235" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDv02VSpDkyOwdoPUL-coB1B7dO7pYiseve0v_iMj42FWFTfY89C_8MuM5rxXORq41wmiPwyUuymsTIgRoOPmnZFQC2YR_FAoi89ikiW89u8dnjJvwfnXooFkRTHsvsxi48rIBN5KWdv4/s400/AdobeStock_210096418.jpg" title="" width="400" /></a></div>
<em><br /></em>
<em>A brand is worthless if it doesn’t connect with the right audience in a relevant way.” </em><strong><em>Cory Torella</em></strong> </div>
<br />
It’s late in the evening and you’re out of town, driving without your GPS device. You don’t know where you are, you don’t know where you’re going, but you do know that you’re hungry! Up ahead, you see the next exit has fast food options so you turn off and go down that road.<br />
<br />
You pull up to the stop light and are faced with a difficult decision: you can either turn left and go to <strong>McDonald’s,</strong> or you can go right and eat at <strong>The</strong> <strong>Twiggs Burger Joint. </strong>What would you do?<br />
<a name='more'></a><br />
<br />
Now I make a great burger, but I’m guessing you would choose McDonald’s. You may be thinking, "But Eric, you fix burgers right the first time, are family owned and operated, and have the lowest prices in town! Why would anyone choose McDonald's over you?”<br />
<br />
It’s because <strong>McDonald’s has built a leading, dominant brand. </strong>When in doubt, <strong>customers will default to the brand they trust.</strong><br />
<strong><br /></strong>
For many consumers, choosing a repair facility feels like going down an unfamiliar road without a navigation system. Here’s the million-dollar question: <strong>Would your shop be their default choice or would the customer make the right turn to your competitor? </strong><br />
<strong><br /></strong>
If your answer leaves you needing a <strong>“happy meal,”</strong> keep reading and you’ll learn a three-step plan to build a dominant brand. But first, let’s make sure we have a clear definition of what your brand is.<br />
<br />
<h2>
What is a Brand?</h2>
Your brand is the perception of the <strong>experience</strong> a customer will have when they interact with your business. <strong><em>It’s the first words that come to mind when someone mentions your shop</em></strong>.<br />
<br />
For example, when someone mentions McDonald’s, the words consistency and convenience come to mind.<br />
<br />
Now that you know the definition of a brand, you are ready to build your three-step plan:<br />
<br />
<h2>
1. Discovery</h2>
Since <strong>you can’t build something you don’t know about,</strong> the first step is to discover what your brand is. Think about your ideal customer whom you would like to clone if you could.<br />
<br />
What are the most common words they use to describe the experience when they give you a testimonial? Why do they do business with you instead of the competition? What words are consistently used in your 5 star Google and Yelp reviews?<br />
<br />
I went through this exercise with Darrin Moncur, owner of Denny’s Auto Service. He discovered the following words described his brand: <strong>family, integrity, and honesty. </strong>Armed with this insight, he was ready to move on to step #2 in the process.<br />
<br />
<h2>
2. Communication</h2>
If you know your brand, but nobody else does, your car count will be similar to that of my make-believe “burger joint!” So the next step is to create a “tag line” that tells the world about the experience they will receive when they do business with you.<br />
<br />
<strong>A tag line is a memorable slogan a company uses to associate with its brand</strong>. After discovering his brand, Darrin, from the earlier example, created the following tagline: <strong>“Honesty • Family • Integrity.”</strong><br />
<strong><br /></strong>
This will be communicated on his website, business cards, and all of his future marketing. He is now working with our Marketing Tool Box Representative, to find a logo that best symbolizes this experience.<br />
<br />
<h2>
3. Choreography</h2>
You know your brand, and you’ve communicated it through your marketing so you're done right? <strong>Wrong!</strong> Choreography is the process of ensuring your people’s daily actions are aligned with the brand you’ve communicated.<br />
<br />
It all starts with the hiring process. For example, someone who lied on their resume would struggle to deliver an experience of honesty and integrity to your customers. After hiring the right person, the next step is to provide on-going training to reinforce the right behaviors.<br />
<br />
Darrin has his service writer watch training videos that instruct on presenting a repair order with honesty and integrity. Communication is talking the talk, but the choreography is walking the walk!<br />
<br />
<h2>
Conclusion</h2>
So there you have it. If you commit to discovery, communication, and choreography, you can create a leading brand. I wouldn’t recommend eating at <strong>The Twiggs Burger Joint,</strong> but I am a fan of <strong>the three-step plan!</strong><br />
<strong><br /></strong>
<strong><br /></strong>
Sincerely,<br />
<br />
Eric M. Twiggs<br />
The Accountability Coach<br />
<a href="https://www.autotraining.net/" target="_blank">www.autotraining.net</a><br />
<br />
P.S. Struggling to find out who your ideal customer really is? Email me at <a href="mailto:etwiggs@autotraining.net" target="_blank">etwiggs@autotraining.net</a> and I will send you my “<b>Ideal Customer Checklist</b>,” to help you target the type of customer you want more of.Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com2tag:blogger.com,1999:blog-2299529975362557986.post-40905285793459283222019-05-22T07:00:00.000-04:002019-05-27T13:23:10.908-04:00Moving From Good to Great as a Shop Owner<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj_lEPBWR0yVMAqONA-xFnqBTMB5DttaZPbfasuJ4OBHh61KRJhAePQbtTRHnz7Q_4z0a5uf9OIZhdsncqBvjFjByWepUAvZ3Q7uCRG9ij-K3Bk6QkYOwTew0tNhthbagrdDn0guYMPcyU/s1600/AdobeStock_72920776.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Change expectations to go from good to great" border="0" data-original-height="533" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj_lEPBWR0yVMAqONA-xFnqBTMB5DttaZPbfasuJ4OBHh61KRJhAePQbtTRHnz7Q_4z0a5uf9OIZhdsncqBvjFjByWepUAvZ3Q7uCRG9ij-K3Bk6QkYOwTew0tNhthbagrdDn0guYMPcyU/s400/AdobeStock_72920776.jpg" title="" width="400" /></a></div>
<div style="text-align: center;">
<em><br /></em></div>
<div style="text-align: center;">
<em>“Don’t expect victory or defeat. Plan for victory, learn from defeat.” </em><strong><em>Gary John Bishop</em></strong> </div>
<br />
In his book <em><a href="https://www.amazon.com/Good-Great-Some-Companies-Others/dp/0066620996/ref=sr_1_1?crid=236CTBJOQXWXB&keywords=good+to+great&qid=1558017747&s=books&sprefix=good+to%2Cstripbooks%2C129&sr=1-1" rel="noopener noreferrer" target="_blank"><strong>Good to Great</strong></a></em>, Jim Collins communicates the concept of <strong>The Stockdale Paradox.</strong> It’s based on the experience of James Stockdale, a high-ranking naval officer who was held captive as a POW for seven years during the Vietnam war.<br />
<br />
He was tortured repeatedly and had no rational reason to remain positive. The dates on the calendar would change, but his situation remained the same.<br />
<a name='more'></a><br />
<br />
Every Christmas, he would <strong>expect</strong> to be released, only to be <strong>disappointed.</strong> Each New Year’s Day, he would <strong>expect</strong> to go home, but for seven years nothing changed. How did he make it through? <strong>He had to shift his mindset. </strong><br />
<strong><br /></strong>
Here’s how he described it in the book: <strong>“You must never confuse the faith that you will prevail in the end with the discipline to confront the most brutal facts of your current reality.” </strong><br />
<strong><br /></strong>
In other words, you<strong> must face your challenges with the right balance of optimism and realism</strong>. When he had overly optimistic <strong>expectations</strong> of going home, he would sink into deep <strong>despair</strong> when his <strong>expectation</strong> wasn’t met.<br />
<br />
He was able to persevere, once he learned to strike the right balance. <strong>Striking the right balance between optimism and realism is a critical step to moving from good to great as a shop owner.</strong><br />
<strong><br /></strong>
The ATI fundamental # 17 says to <strong>set and ask for expectations. </strong>Failing to do this, will cause you to be overly optimistic, and set you up for disappointment.<br />
<br />
Keep reading to discover two additional keys to <strong>moving from good to great as a shop owner.</strong><br />
<strong><br /></strong>
<br />
<h2>
Communicate With Yourself</h2>
<strong><em>A key step in moving from good to great is setting the right expectation with yourself. </em></strong><br />
For example, let’s say you hire “Ted” the “A” technician to replace yourself in the shop with the overly optimistic expectation that Ted will never decide to leave.<br />
<br />
When he does, you sink into despair, vowing to never hire your replacement again! (<strong>Sound familiar?)</strong><br />
<strong><br /></strong>
If you approach this situation with <strong>the right balance</strong>, you will hire the next “A” tech while continuing to advertise the position. (<strong>Always be Hiring!)</strong><br />
<strong><br /></strong>
<strong>You’re optimistic that he will stay while understanding he may stray</strong>.<br />
<br />
When it comes to the ATI program, you must remain optimistic to the possibility of becoming a Top Shop, but realistic to the reality that <strong>it may take longer than 21 days to change 21 years of bad habits! </strong><br />
<strong><br /></strong>
Approach this situation by <strong>prioritizing progress over perfection while working the program</strong>. You may not become a top shop overnight, but <strong>you can get better every day! </strong><br />
<strong><br /></strong>
<br />
<h2>
Communicate With Your Team</h2>
I have a confession to make. My days as a district manager were filled with disappointment. When I took the job, <strong>I expected</strong> my team of managers to approach leadership the way I would.<br />
For example,<strong> I expected</strong> them to resolve their customer complaints at the shop level and fight to ensure that issues never reached me.<br />
<br />
I was disappointed when a customer wanted to use her $20 coupon, that expired the previous day, and my manager said, “I’m sorry, but you need to call Eric Twiggs for that!”<br />
<br />
Initially, I blamed my managers for this problem. After digging deeper, my perspective changed. Here’s what I learned: <strong>Hidden expectation is the root cause of disappointment.</strong><br />
<strong><br /></strong>
I never <strong>set expectations</strong> as it related to handling customer complaints! Things changed for the better once I told them that they were empowered to resolve all complaints at the shop level and to provide refunds of up to $2,000, without getting me involved.<br />
<br />
I faced this challenge with the right balance of <strong>optimism and realism.</strong> I was optimistic that communicating the expectation at my managers' meeting would change behaviors.<br />
<br />
I was also <strong>realistic</strong> to the fact that <a href="http://www.learningsolutionsmag.com/articles/1379/brain-science-the-forgetting-curvethe-dirty-secret-of-corporate-training" rel="noopener noreferrer" target="_blank">within an hour, people forget an average of 50% of the information presented at a meeting,</a> so just telling them wasn’t enough. I had them sign a document that verified they understood the policy.<br />
<br />
<strong>Are you upset with your writer for failing to execute an expectation that you never told her about? (like exit appointments?) </strong>If you don’t communicate with your team, your days will be filled with disappointment!<br />
<br />
<h2>
Conclusion</h2>
So, there you have it. James Stockdale’s shift in expectation got him mentioned in the book, <strong>“<em>Good To Great</em>.” </strong><br />
<strong><br /></strong>
If you communicate the right expectations with yourself and your team, you <strong>can move from good to great as a shop owner! </strong><br />
<strong><br /></strong>
<br />
<div class="MsoNormal">
Sincerely,</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Eric M. Twiggs<o:p></o:p></div>
<div class="MsoNormal">
<a href="http://www.autotraining.net/" target="_blank">www.autotraining.net</a><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
P.S. <a href="mailto:etwiggs@autotraining.net" target="_blank">Email me</a> to receive a checklist of the 7 Expectations
of a highly successful shop owner!</div>
<strong></strong>Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com6tag:blogger.com,1999:blog-2299529975362557986.post-6502993246016180722019-05-15T07:00:00.000-04:002019-05-15T17:22:11.687-04:00Are You Getting Thrown Under the Bus?<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj6ty_IR0SrzG8Ou0xhvnBgj39MsPvQneOT7MDH7mI13FZ5E20IObwO-6g4nD0V9ZoNanecIvhw9O70HxEYDUrcmfLYExkEsvLtzh7V_XoonXrlh-K7FPiMHIyy7yMQe_yLZdBIviQwyVw/s1600/AdobeStock_55828222.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Does your shop practice the blame game?" border="0" data-original-height="533" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj6ty_IR0SrzG8Ou0xhvnBgj39MsPvQneOT7MDH7mI13FZ5E20IObwO-6g4nD0V9ZoNanecIvhw9O70HxEYDUrcmfLYExkEsvLtzh7V_XoonXrlh-K7FPiMHIyy7yMQe_yLZdBIviQwyVw/s400/AdobeStock_55828222.jpg" title="" width="400" /></a></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">“The starting point of success is taking ownership of your failures.” </i></b><b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-size: 14.0pt;"><o:p></o:p></span></i></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
If you Googled the phrase, <b>“To throw under the bus,</b>”
an image of my six-year-old son Eric would appear! </div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
He’s infamous in the Twiggs household for throwing his older
sister Erin under the bus! If I ask, “Eric, <b>why</b> haven’t you gone to
sleep yet?” His reply, <b>“Its Erin’s fault, she keeps talking to me!”</b><br />
<a name='more'></a>
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
“Eric, <b>why</b> is your play area dirty?” <b>“Daddy, its
Erin’s fault! She won’t help me clean up!”</b> “Eric, <b>why</b> haven’t you
started on your homework yet?” <b>“Erin’s fault Daddy! She’s distracting
me!” <o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I’m convinced that one day I’ll come home and catch my son
wearing a bus driver hat and gloves, ready to drive the bus he keeps throwing
his sister under! <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Is there anyone at your shop (<b>or in your mirror</b>) who’s
wearing a bus driver hat and gloves? <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>According to ATI Fundamental #16, the key is to "Practice
Blameless Problem-Solving."</b> You can’t practice blameless problem
solving and throw someone under the bus at the same time!<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Are you getting thrown under the bus at your shop? The
following scenarios will help you to decide:</div>
<div class="MsoNormal">
<ul>
<li>You ask your service manager <b style="mso-bidi-font-weight: normal;">why</b> sales are
down, and she says it’s because <b style="mso-bidi-font-weight: normal;">you </b>need
to do more marketing to get her more cars. </li>
<li>You ask your service advisor <b style="mso-bidi-font-weight: normal;">why</b> he didn't
implement the labor matrix, and he says it’s because <b style="mso-bidi-font-weight: normal;">you</b> are running his customers away with <b style="mso-bidi-font-weight: normal;">your</b> pricing. </li>
<li>You ask your technician <b style="mso-bidi-font-weight: normal;">why</b> the courtesy
check is missing from the pouch, and he says it's because <b style="mso-bidi-font-weight: normal;">you </b>won’t sell everything he finds, so he doesn’t see the
need.
</li>
</ul>
</div>
<div class="MsoNormal">
The loud engine sound you just heard as you were reading
this, <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">is coming from the bus</i> you got thrown under!<span style="mso-spacerun: yes;"> </span></b><o:p></o:p></div>
<div class="MsoListParagraph">
<br /></div>
<div class="MsoNormal">
Keep reading to discover what you can do to <b>create a
culture of blameless problem-solving at your shop. But first, we need to
understand what makes a great team.</b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<h2>
<b><span style="font-size: 14.0pt;">What Makes a Great Team?</span></b></h2>
</div>
<div class="MsoNormal">
Members of great
teams don’t throw each other under the bus. They practice blameless problem-solving.
So, what makes a great team?</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="mso-bidi-font-weight: bold;">To answer the question, Google conducted a study known as </span><a href="https://rework.withgoogle.com/print/guides/5721312655835136/" target="_blank"><span style="mso-bidi-font-weight: bold;">Project Aristotle</span></a><span style="mso-bidi-font-weight: bold;">. The goal of the project was to define what
makes a team at Google great. Teams across the organization were studied and
here’s what they found:<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>The key determinant of success on great teams was an
environment of psychological safety.<span style="mso-spacerun: yes;"> </span><o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="mso-bidi-font-weight: bold;">In this type of an
environment, the team members trust each other to the point where they feel
comfortable owning up to a problem, asking a question, or suggesting a new
idea, without the fear of negative consequences.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Do you have a great team at your shop?</b><span style="mso-bidi-font-weight: bold;"> Keep reading to discover a simple step you
can take to create an environment of psychological safety. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<h2>
<b><span style="font-size: 14.0pt;">Don’t Start with Why</span></b></h2>
</div>
<div class="MsoNormal">
Simon Sinek wrote a great book titled <a href="https://www.amazon.com/Start-Why-Leaders-Inspire-Everyone/dp/1591846447/ref=sr_1_3?gclid=CjwKCAjwq-TmBRBdEiwAaO1en9hW4FvwG4liTq-S-mI5UH93TPLv4ENQZ0hA2RgRAOFCBDbsolAI6RoCBt0QAvD_BwE&hvadid=241614301435&hvdev=c&hvlocphy=9007730&hvnetw=g&hvpos=1t2&hvqmt=e&hvrand=14255378436240251243&hvtargid=kwd-13862146981&hydadcr=22533_10353821&keywords=start+with+why&qid=1557768980&s=gateway&sr=8-3" target="_blank">“Start With Why.”</a> If I were to write a book on the topic of
<b style="mso-bidi-font-weight: normal;">psychological safety</b>, it would be
titled “<b>Don’t Start with Why!”</b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
When there’s a problem at your shop, and you ask a question
that starts with “<b>why” </b>it puts the person on the defensive. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
They fear they will face a <b>negative consequence if they
own up to the problem.</b> Instead of starting with why, begin your questions
with the words <b style="mso-bidi-font-weight: normal;">what, when, or how. <o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
For example, asking your service manager, “Why are your sales
down?” may motivate her to throw you under the bus to protect herself.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Instead try, “<b style="mso-bidi-font-weight: normal;">what do
you think is causing your sales to be lower than last year</b>?” <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Don’t ask your service advisor, “why haven’t you implemented
the labor matrix?” Instead, ask <b style="mso-bidi-font-weight: normal;">“when
will you implement the labor matrix?” <o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
After completing an RO Audit, don’t ask your technician “Why
aren’t you completing the courtesy checks?” Ask, <b style="mso-bidi-font-weight: normal;">“How are you doing with completing those courtesy checks?”</b> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Asking the <b style="mso-bidi-font-weight: normal;">“what, when, and how”</b> questions will get them to take more ownership of the
problem because they’ll feel less threatened by the consequences. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="tab-stops: 185.25pt center 3.25in;">
<h2>
<b style="mso-bidi-font-weight: normal;"><span style="font-size: 14.0pt;">Conclusion</span></b></h2>
</div>
<div class="MsoNormal">
So, there you have it. When I ask my son questions that
start with why he’s more likely to play the blame game. </div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
If I ask him a question that starts with what, when, or how,
he’s more likely to practice blameless problem-solving. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I will practice blameless problem solving, by <b style="mso-bidi-font-weight: normal;">changing my style of questioning</b>
instead of just blaming my son for the problem. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
What do you need to change to create an environment of
psychological safety at your shop?<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Sincerely,<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Eric M. Twiggs<o:p></o:p></div>
<div class="MsoNormal">
<a href="http://www.autotraining.net/" target="_blank">www.autotraining.net</a><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;">P.S. Psychological
safety isn’t the only key to having a great team. Email </b><b style="mso-bidi-font-weight: normal;"><a href="mailto:etwiggs@autotraining.net" target="_blank">etwiggs@autotraining.net</a></b><b style="mso-bidi-font-weight: normal;"> to receive the 5 Keys to a Great Team
checklist. <o:p></o:p></b></div>
<br />Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com0tag:blogger.com,1999:blog-2299529975362557986.post-21460831179663997762019-05-08T07:00:00.000-04:002019-05-08T07:00:02.144-04:00How to Get More Buy-In at Your Shop<div style="text-align: center;">
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgyApdXdcH1K1iLvkkDfHNGlZeHq8KAWcvOgDBArnbJRkUzT-YLTxziwrchQDm99ZVSCistRATT4Vgldni1DC9pV50eRmxsiHseUA6LRe5IxVv-TqjzOr5oTQU2VzsUhekCQuo2ud4y3_k/s1600/AdobeStock_137510951.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Get more team buy-in at your shop." border="0" data-original-height="533" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgyApdXdcH1K1iLvkkDfHNGlZeHq8KAWcvOgDBArnbJRkUzT-YLTxziwrchQDm99ZVSCistRATT4Vgldni1DC9pV50eRmxsiHseUA6LRe5IxVv-TqjzOr5oTQU2VzsUhekCQuo2ud4y3_k/s400/AdobeStock_137510951.jpg" title="" width="400" /></a></div>
<em><br /></em>
<em>“When a team takes ownership of the problem, the problem gets solved.” <strong>Jocko Willink</strong></em> </div>
<br />
Think back on all your extended vacations. How many times did you <strong>take the rental car to the car wash? </strong>I conducted an official survey of a select group of leaders who have high attention to detail.<br />
<br />
I added their combined total of lifetime rental car washes and placed their numbers into my special spreadsheet. The total came to <strong>ZERO!</strong><br />
<strong><br /></strong>
You have NEVER washed the rental car! Why? <strong>It’s because you didn’t own it, and</strong> <strong>you place a higher value on things that you own.</strong><br />
<a name='more'></a><br />
<strong><br /></strong>
Why aren’t your technicians buying into <strong>the courtesy check process?</strong> Why aren’t your advisors buying into <strong>exit scheduling?</strong><br />
<strong><br /></strong>
Your processes are like that rental car: <strong>They don’t value it, because they don’t own it!</strong><br />
Keep reading to discover two steps you can take to <strong>get more buy-in at your shop.</strong><br />
<strong><br /></strong>
<br />
<h2>
1. The Debrief</h2>
The ATI Fundamental number 15 says to, “<strong>Speak the Unvarnished Truth.”</strong> I believe that most shops are failing at this fundamental.<br />
<br />
You aren’t failing to <strong>“tell it like it is</strong>” when you observe your advisor ignoring the exit appointment.<br />
<br />
You’re not failing at <strong>being brutally honest</strong> when you notice the courtesy check has been completed using <strong>invisible ink!</strong><br />
<strong><br /></strong>
<strong>But have you created a shop culture where your people can speak the unvarnished truth TO YOU?</strong><br />
<br />
The reason most shops fail at this is because most employees come from cultures where telling the boss the truth is considered a <strong>“Career Limiting Move.” (CLM)</strong><br />
<br />
Do you have a CLM culture at your shop? The solution is to implement <strong>the debrief.</strong><br />
<br />
The military is famous for conducting <strong>debrief sessions. During</strong> the meeting, everyone removes the rank from their shoulders and gives an honest assessment of the mission.<br />
<br />
It’s an environment where people can<strong> speak the unvarnished truth</strong>. The low ranking private can provide honest feedback to the high-ranking captain without fearing the consequences.<br />
<br />
The good news is that you don’t have to be in the military to have a debrief session. You can <strong>get everyone together to provide an honest assessment of the shop. </strong><br />
<br />
I challenge you to follow the <strong>eating the elephant process</strong> by providing your people with notebooks and having them list what’s going well, and what needs to be improved.<br />
<br />
After celebrating the wins, take the time to agree on the top two items to be improved.<br />
<br />
<h2>
2. The Follow-Up</h2>
Back when I was a district manager, we would have these great shop meetings, get great ideas from the team, but still struggled to get them <strong>to buy in, and own the processes.</strong><br />
<strong><br /></strong>
The employees had experienced many meetings in the past where ideas were communicated on the front end, without any follow-up on the back end.<br />
<strong><br /></strong>
<strong>Since there was no follow-up,</strong> they perceived the ideas as just being <strong>“the flavor of the month.” </strong><br />
<br />
For example, instead of implementing the new courtesy check process, the more experienced techs would ignore it, believing that this <strong>“flavor of the month”</strong> would eventually pass, just like last time.<br />
<br />
This makes a follow-up a critical step. Once you have identified the top two areas for improvement, be sure to <strong>document who is going to do what and by when. </strong>From there you would schedule the next meeting around the established deadlines.<br />
<br />
By following up, you are saying: <strong>“This is not going away!” The combination of employee-generated ideas and owner-initiated follow-up </strong>will lead to more buy-in.<br />
<br />
<h2>
Conclusion</h2>
So, there you have it. Your technician may share an idea that improves <strong>your courtesy checks.</strong> Your advisor may share an idea to enhance <strong>your exit appointments.</strong><br />
<strong><br /></strong>
<strong>By implementing the debrief and the follow-up, will get more buy-in from them.</strong><br />
<strong><br /></strong>
They will stop treating your process like their rental car!<br />
<br />
<div class="MsoNormal">
Sincerely,<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Eric M. Twiggs<o:p></o:p></div>
<div class="MsoNormal">
<a href="http://www.autotraining.net/" target="_blank">www.autotraining.net</a><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<b><i>PS. For more information on the
“Eating the Elephant Process,” email <a href="mailto:etwiggs@autotraining.net" target="_blank">etwiggs@autotraining.net.</a></i></b>Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com1tag:blogger.com,1999:blog-2299529975362557986.post-78808112463677399812019-05-01T07:00:00.000-04:002019-05-01T07:00:08.667-04:00How to Conquer the Car Count Paradox<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiABVdkAJTL5oF_1pmJhyR7TzcYt6CVPo9UWbKdKKriapB4QKvPN0bCT5tgq829N6cPh9iWgpYFOzsLq9HXVg8PcNpXZiPF5XdREPmIepoxGmiTfyWCP_YthPnU4-4M-lxMv45AKroXJPM/s1600/AdobeStock_243376502.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Do you know your fact-based WIN number?" border="0" data-original-height="527" data-original-width="800" height="262" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiABVdkAJTL5oF_1pmJhyR7TzcYt6CVPo9UWbKdKKriapB4QKvPN0bCT5tgq829N6cPh9iWgpYFOzsLq9HXVg8PcNpXZiPF5XdREPmIepoxGmiTfyWCP_YthPnU4-4M-lxMv45AKroXJPM/s400/AdobeStock_243376502.jpg" title="" width="400" /></a></div>
<div style="text-align: center;">
<em><br /></em></div>
<div style="text-align: center;">
<em>"The greatest gift to give yourself is the willingness to change your mind." </em><em><strong>Marianne Williamson</strong></em></div>
<div style="text-align: center;">
<br /></div>
<em> </em>
Have you ever seen a fight break out at the dentist’s office? Let’s think about your last visit. The receptionist handed you a card and said, <strong>“Your next appointment will be on May 1st.”</strong><br />
<br />
She didn’t ask, <em>“would you like to come in on May 1st?”</em> or, <em>“You don’t want to schedule your next appointment, do you?”</em> <strong>She just told you the date and assumed you would accept it</strong>.<br />
<a name='more'></a><br />
<br />
The customer in front of you was handed a different card but told the same thing. There were no <strong>problems, penalties, or predicaments.</strong><br />
<br />
You both accepted the reality that <strong>this is how it’s done</strong> at the dentist’s office.<br />
<br />
Why then are there so many <strong>problems, penalties, and predicaments</strong> at your shop, when it’s time to exit schedule? <strong>It boils down to beliefs.</strong><br />
<strong><br /></strong>
<strong>ATI Fundamental #14</strong> states that it’s important, <strong>“To recognize the power of beliefs to Influence actions.” </strong><strong> </strong><br />
<strong><br /></strong>
<strong>I believe</strong> the exit appointment works at the dentist’s office because the<strong> receptionist doesn’t know that it’s not supposed to!</strong><br />
<br />
In automotive, we’ll take that <strong>one customer out of ten</strong> who says no and use him to justify our belief that it doesn’t work. In other words, <strong>your beliefs are influencing your actions.</strong><br />
<em><br /></em>
<em>Would the dental receptionist <strong>be influenced</strong> to stop making appointments at her <strong>full-time job,</strong> if she took a <strong>part-time job</strong> with <strong>you?</strong> </em><br />
<br />
This leads me to what I call <strong>the car count </strong><a href="https://www.google.com/search?q=paradox" rel="noopener noreferrer" target="_blank"><strong>paradox</strong></a><strong>: “<em>The shop leaders who complain the most about low car count, have the least amount of buy-in to exit scheduling.” </em></strong><br />
<br />
Before we can <strong>conquer the car count paradox,</strong> it's important to understand what a paradox is and how it’s affecting you.<br />
<br />
<h2>
The Paradox Problem</h2>
A paradox is <strong>a scenario that combines features that contradict each other.</strong> For example, you need <strong>more gross profit</strong>, but <strong>don’t believe</strong> in charging correctly for your services. This would be a <strong>Gross Profit Paradox.</strong><br />
<strong><br /></strong>
You need to <strong>hire the right technician </strong>but <strong>won’t start looking</strong> because “There aren’t any good techs in your area.” This would be <strong>a hiring paradox.</strong><br />
<strong><br /></strong>
You need <strong>more cars,</strong> but don’t believe in the exit appointment.<strong> (The least expensive and most effective solution to your car count problem!) This is an example of the count paradox. </strong><br />
<strong><br /></strong>
We live in a world of <strong>cause and effect</strong>. The root <strong>cause </strong>in all three scenarios is <strong>a limiting belief. </strong>The low gross profit, low staffing, and low car count experienced are the <strong>effects.</strong><br />
<strong><br /></strong>
The bottom line is that <strong>you won’t change what you’re experiencing until you change what you’re thinking. </strong><br />
<strong><br /></strong>
Keep reading to discover what you can do to<strong> conquer the car count paradox. </strong><br />
<strong><br /></strong>
<br />
<h2>
Focus on the Facts</h2>
Studies in the automotive industry show that <strong>the customer with an appointment is twice as likely to come to your shop when compared to one who doesn’t have one.</strong><br />
<strong><br /></strong>
<strong>That’s a fact!</strong><br />
<strong><br /></strong>
Unlike other car count strategies, every<strong> shop on the planet can afford to implement an exit appointment program. (FREE is in the budget!!)</strong><br />
<strong><br /></strong>
<strong>That’s a fact!</strong><br />
<strong><br /></strong>
Your employees and bill collectors don’t care about your reasons for not believing in exit appointments.<br />
<br />
<strong>After listening to what you say, they will still expect their pay!</strong><br />
<strong><br /></strong>
<strong>That’s a fact!</strong><br />
<strong><br /></strong>
The teller doesn’t accept “reasons” as a form of payment at the bank, and you can’t deposit excuses!<br />
<br />
<strong>That’s a fact! </strong><br />
<strong><br /></strong>
By now you may be thinking, “This is better than last week Twiggs, but I need more! If only there were a tool to help me <strong>focus on the facts!”</strong><br />
<strong><br /></strong>
The tool you seek is known as <strong>“The WIN Number Drill.” </strong><br />
<strong><br /></strong>
<br />
<h2>
Your WIN Number</h2>
First, take out a sheet of paper and write down how much net profit you need to average each week to feel like that week was a <strong>“WIN”</strong> for you.<br />
<br />
Next, take that number and add it to your average weekly fixed expense amount. Take this total and <strong>divide by</strong> your average weekly gross profit percentage.<br />
<br />
This will give you the total amount of sales needed to generate the profit that you desire.<br />
<br />
For example, if you need <strong>$3,000</strong> a week in net profit to “WIN,” average <strong>$3,000 </strong>a week in fixed expenses with a <strong>42%</strong> gross profit margin, you will need <strong>$14,285</strong> in sales to generate the <strong>$3,000 </strong>in net profit. <strong>($3k+$3K / 42%= $14,285)</strong><br />
<strong><br /></strong>
The final step is to take the sales needed and divide by your <strong>Average Repair Order (ARO</strong>) to determine the necessary car count.<br />
<br />
Let’s say you have an <strong>ARO</strong> of <strong>$400</strong>. By taking the <strong>$14,285</strong> and dividing by <strong>$400,</strong> you would arrive at <strong>35 cars per week. </strong><br />
<strong><br /></strong>
In this scenario, the facts of your situation state that you need <strong>35 cars</strong>. Knowing your WIN number will make it easier to buy-in to the method to accomplish the result.<br />
<br />
<h2>
Conclusion</h2>
So, there you have it. <strong>You can get mad at me, but you can’t get mad at math! Knowing</strong> <strong>your WIN number</strong> will keep you<strong> focused on the facts. </strong><br />
<strong><br /></strong>
Focusing on the facts can help you to <strong>conquer the car count paradox!</strong><br />
<strong><br /></strong>
<br />
<div class="MsoNormal">
<span style="mso-bidi-font-style: italic; mso-bidi-font-weight: bold;">Sincerely,<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="mso-bidi-font-style: italic; mso-bidi-font-weight: bold;">Eric M. Twiggs<o:p></o:p></span></div>
<div class="MsoNormal">
<a href="http://www.autotraining.net/" target="_blank"><span style="mso-bidi-font-style: italic; mso-bidi-font-weight: bold;">www.autotraining.net</span></a><span style="mso-bidi-font-style: italic; mso-bidi-font-weight: bold;"><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b><i>PS.</i></b><span style="mso-bidi-font-style: italic; mso-bidi-font-weight: bold;"><span style="mso-spacerun: yes;"> </span><b><i>Email
</i></b></span><a href="mailto:etwiggs@autotraining.net" target="_blank"><b><i>etwiggs@autotraining.net</i></b></a><b><i>
to receive a spreadsheet of the WIN Number Drill to help you focus on the
facts!<o:p></o:p></i></b></div>
<strong></strong>Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com0tag:blogger.com,1999:blog-2299529975362557986.post-79299656925409729272019-04-24T07:00:00.000-04:002019-04-24T07:00:09.537-04:00The Difference Between Losing and Being Beaten<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj0djuyUEhDNC091kePc0XV3HeczZAkQrRNxQ3aUPG43YksRSGJMF6Kfk7C1twKc3yRSGTO3MsBvlPlnyvVr5kMPHecyqMEgvD9UGyCwfnu9e7CVD23CR4trwlGIyLaUDEbypKNxyfNNcE/s1600/AdobeStock_202519270.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Listen generously to focus on what's important now." border="0" data-original-height="546" data-original-width="800" height="272" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj0djuyUEhDNC091kePc0XV3HeczZAkQrRNxQ3aUPG43YksRSGJMF6Kfk7C1twKc3yRSGTO3MsBvlPlnyvVr5kMPHecyqMEgvD9UGyCwfnu9e7CVD23CR4trwlGIyLaUDEbypKNxyfNNcE/s400/AdobeStock_202519270.jpg" title="" width="400" /></a></div>
<div style="text-align: center;">
<br /></div>
<div style="text-align: center;">
“<em>He who chases two rabbits catches neither.”</em> <strong><em>Confucius</em></strong> </div>
<br />
In his book <em><a href="https://www.amazon.com/Essentialism-Disciplined-Pursuit-Greg-McKeown/dp/0804137382/ref=sr_1_1?hvadid=243318105331&hvdev=c&hvlocphy=9053018&hvnetw=g&hvpos=1t1&hvqmt=e&hvrand=18340950423487096162&hvtargid=aud-649564993678%3Akwd-371881432717&keywords=essentialism+the+book&qid=1555936783&s=gateway&sr=8-1" rel="noopener noreferrer" target="_blank">Essentialism, The Disciplined Pursuit of Less</a></em>, Greg McKeon tells the story of <a href="https://en.wikipedia.org/wiki/Larry_Gelwix" rel="noopener noreferrer" target="_blank">Larry Gelwix,</a> one of the most successful high school rugby coaches in history.<br />
<br />
In thirty-five years, his Highland High School Rugby Team compiled a record of <strong>419 wins, 10 losses, and 20 national championships! </strong><br />
<br />
If you played for coach Gelwix, here’s what he would tell you:<br />
<a name='more'></a><br />
<br />
“<strong>There’s a difference between losing and being beaten</strong>. Being beaten means that your competition is better. They’re faster, stronger, and more talented than you. <strong>Losing means that you lost focus!” </strong><br />
<br />
Gelwix has created the following acronym using the word <strong>WIN</strong> to highlight the importance of focus: <strong><em>W</em></strong><em>hat’s <strong>I</strong>mportant, <strong>N</strong>ow. </em><br />
<em><br /></em>
<em>Is your competition better, faster and stronger than you are? </em>If you just yelled the words<strong> “HECK NO” </strong>at your computer screen, I have good news<strong>: You can change your results by channeling your focus.</strong><br />
<br />
By now you may be thinking, “Great Rugby opening Twiggs, but what does this have to do with my shop?”<br />
<strong><br /></strong>
<strong>Stay focused</strong> to discover how this looks in your world.<br />
<br />
<h2>
Are YOU Losing or Being Beaten?</h2>
The following is an imaginary scenario for you to consider: My customer “<strong>Chris”</strong> walks up to the counter with the following concern: “I have a<strong> 2013 Ford Fusion</strong>. How much to replace front brakes?”<br />
<br />
I respond with, <strong>“</strong>I’d be happy to assist you, but first<strong> I need to know the year make and model of the vehicle!”</strong><br />
<br />
If he declines the estimate and has the work done with my competition, <strong>did I lose or was I beaten?</strong><br />
<br />
The answer to the question <strong>“What’s Important Now?”</strong> is Chris. Instead of focusing on him, I was waiting for my turn to talk, thinking about what I would say next, and mentally planning my presentation.<br />
<strong><br /></strong>
<strong>The bottom line is that I lost</strong>. He told me the year make and model, but I wasn’t listening! This lack of focus created enough doubt to cause Chris to price shop.<br />
<br />
Here’s the big takeaway: <strong>Listening can keep you from losing.</strong> <em>What has a failure to listen caused you to lose?</em><br />
<em><br /></em>
<br />
<h2>
Listen Generously</h2>
<strong>ATI Fundamental #13 is to Listen Generously. </strong>I’ve discovered that <strong>most declined estimates are the result of a failure to listen.</strong><br />
<br />
Most bad hires are the result of the failure to listen during the interview. A good employee will want to leave when the boss fails to listen.<br />
<br />
It will become easier to listen generously when you consider this: <strong>the person in front of you may have that one piece of information that you need to succeed.</strong><br />
<br />
When you listen to<strong> your customer, </strong>you can discover what her plans are for the vehicle and explain how your service is aligned with her plans.<br />
<br />
When you listen to <strong>your colleagues </strong>in your 20 Group, you can learn from those who have overcome the biggest issue that you’ve been struggling with.<br />
<br />
When you listen to <strong>your coach,</strong> you will discover the strategy that can result in more profit even if you are experiencing less car count.<br />
<br />
<h2>
Conclusion</h2>
So, there you have it. The difference between losing and being beaten boils down to focus<strong>. When you’re not focused, you beat yourself.</strong><br />
<br />
The best way to focus is to <strong>listen generously to the person in front of you.</strong> I challenge you <strong>to listen as if you were going to be tested on what’s being said.</strong><br />
<br />
This will help you to focus on <strong>What’s Important Now!</strong>Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com0tag:blogger.com,1999:blog-2299529975362557986.post-57931538309342824872019-04-17T07:00:00.000-04:002019-04-17T14:48:31.135-04:00The Batting Cage Strategy<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiP-KBfjmNFpf11KF1AXL88HZ0SRorW-iC2qxg-SXPHjuJJDePdbx0bauIQcb1A5M0ZqiQ51tjRH7T9hAx7dJAXHrIwiTT0cgacVGXVQcEIkCRgzSXWm_bZOxmEm_nlYwvAFvoAvM2ON-E/s1600/AdobeStock_134791345.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="The Batting Cage Strategy: Keep on Swinging!" border="0" data-original-height="533" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiP-KBfjmNFpf11KF1AXL88HZ0SRorW-iC2qxg-SXPHjuJJDePdbx0bauIQcb1A5M0ZqiQ51tjRH7T9hAx7dJAXHrIwiTT0cgacVGXVQcEIkCRgzSXWm_bZOxmEm_nlYwvAFvoAvM2ON-E/s400/AdobeStock_134791345.jpg" title="" width="400" /></a></div>
<div style="text-align: center;">
<em><br /></em></div>
<div style="text-align: center;">
<em>“Some defeats are only installments to victory." </em><strong><em>Jacob Riis</em></strong> </div>
<br />
One of the biggest mistakes you can make is judging the success of your effort by the initial response you get. I was reminded of this as I sat through a 20 Group meeting. Mike Haley, the former hiring class instructor, was the guest speaker on the agenda.<br />
<br />
He opened his session by asking about the current state of hiring in the shops. One owner talked about running an employment ad that didn't work. Someone else mentioned having a scheduled interview with a great candidate who didn't show up for the appointment. Then there was another entrepreneur who chimed in about using a head hunter only to have the resulting hire quit on them.<br />
<a name='more'></a><br />
<br />
Then Mike asked the group to comment on how they found the best employee who currently works for them. Several people mentioned finding them through advertisements. They were then asked how many ads it took to hire <strong><em>"Mr. Right." </em></strong><br />
<br />
Here is what surprised me about their response: <strong><em>Nobody mentioned finding their "A" player on the first attempt! </em></strong><em>It took an average of five to seven ads to find the right person!</em> They would have missed out on a great hire if they judged the success of their effort by the response of the initial attempt.<br />
<br />
This is why you must approach your goals like <strong>the blind man in the batting cage: </strong><em>If you just keep swinging, you can get a hit, even if you <strong>can’t see</strong> how it will work</em>! Keep reading you will learn about two other aspects of your business that require you to keep swinging.<br />
<br />
<h2>
Follow Up Calls</h2>
I had service writer tell me that follow up calls don't work. I asked him how many he made, to which he replied, <strong><em>"Five. And none of them came in!"</em></strong> Based on the latest marketing research, the typical response rate when you are contacting existing customers is <strong><em>15%. </em></strong><br />
<br />
If you had a goal to get <strong><em>three </em></strong>customers as a result of <strong><em>"declined service"</em></strong> calls, you would need to make <strong>twenty</strong> calls to accomplish your goal! <strong><em>(20 x 15%=3) </em></strong>Judging the success of your program based on a five-call effort will cause you to <strong>strike out</strong> on the bottom line!<br />
<br />
The right amount of calls, delivered the right way, can lead to a <strong><em>home run</em></strong> and improve your response rate beyond the 15% average.<br />
<br />
<h2>
Fleet Business</h2>
Have you ever given up on a potential fleet customer because he didn't say yes on the first attempt? <strong>The</strong> <strong>Thomas Publishing Company</strong> did a study concluding that only <strong>10%</strong> of salespeople go beyond the <strong>third</strong> contact. They then found that <strong><em>80% of</em></strong> "new business"<strong><em> </em></strong><em>sales are made on the <strong>fifth contact! This perspective can help you to overcome future resistance with persistence.</strong></em><br />
<em><strong><br /></strong></em>
The key is to change up your methods of communication so that you <strong><em>"keep swinging" </em></strong>without coming across as pushy. A phone call, followed by an email, a LinkedIn message, a mailed package, and then a visit works better than just making multiple phone calls.<br />
<br />
One of our clients mails his potential fleet customers a pair of socks with a letter promising to provide a level of service that will "knock their socks off." His next "swing," which is a visit, is usually well received and he has become known as "the socks guy!"<br />
<br />
<h2>
Summary</h2>
<strong><em>Sometimes, your most common objection is a reflection of YOUR beliefs. </em></strong>If you always get the following objection, "I can’t afford it," check the mirror to make sure your beliefs line up with your financial goals. <strong>What you believe determines what you see. </strong><br />
<strong><br /></strong>
This is important because it takes faith to keep swinging when you don’t see immediate results. Approaching your <strong>follow-up calls</strong> and <strong>fleet managers</strong> with the right mindset will improve your success rate and keep you swinging like <strong>the blind man in the batting cage!</strong><br />
<strong><br /></strong>
Sincerely,<br />
<br />
Eric M. Twiggs
<b><i>The Accountability coach</i></b>
<a href="http://www.autotraining.net/">www.autotraining.net</a><br />
<b><i>P.S. I have a New Fleet Acquisition Kit with the details on the above mentioned "socks mailer", that will help you swing for the fences. Email me at <a href="mailto:etwiggs@autotraining.net">etwiggs@autotraining.net</a> and I will send it to you.</i></b>
Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com0tag:blogger.com,1999:blog-2299529975362557986.post-10077186093091309142019-04-10T07:00:00.000-04:002019-04-10T07:00:01.000-04:00How to Increase the WOW Count at Your Shop<div align="center" class="MsoNormal" style="text-align: center;">
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEihfCHJWSnXtfwA2Nv21uUpUfTYu7HUnu1-rDOl5dYeBaW7EGtbN92wbhavkhdq3W9C8TcrZmz8_gejzI52kqIxSpLNgCfbfIom_KUgvZC0gwlLgu9OzBanc89lW0IdrSMROu-8PYUMbuE/s1600/AdobeStock_201685285.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Increase the WOW cont at your shop. " border="0" data-original-height="533" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEihfCHJWSnXtfwA2Nv21uUpUfTYu7HUnu1-rDOl5dYeBaW7EGtbN92wbhavkhdq3W9C8TcrZmz8_gejzI52kqIxSpLNgCfbfIom_KUgvZC0gwlLgu9OzBanc89lW0IdrSMROu-8PYUMbuE/s400/AdobeStock_201685285.jpg" title="" width="400" /></a></div>
<br /></div>
<div class="MsoNormal" style="text-align: center;">
<b>“Clients do not come first. <em>Employees</em> come first. If you <em>take care of your employees</em>, they will <i>take care of the clients.</i>”</b> Richard Branson</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Imagine that you’re a customer getting your car serviced at your shop. What are the first <b>words</b> that come to mind when you pull up to the curb? </div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
What’s the first <b>impression</b> you get as you walk up to the counter? How do you <b>feel</b> after interacting with your service advisor? <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Be <b>brutally honest</b>. If you weren’t the owner, <b>would you enthusiastically refer your shop to your friends? </b>If your first words, impressions, and feelings weren’t “<b>WOW,” </b>you would be unlikely to refer.<br />
<a name='more'></a> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
You have a<b> low WOW count!<o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
By now you may be thinking, “<b>Great opening, Twiggs, but my issue is car count, NOT WOW count! That government shutdown has really impacted me!” (The fact that you’re STILL blaming the shutdown THREE MONTHS LATER, is a topic for a future blog post!) <o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Well, consider this: according to a recent service management group study, the<b> customer who is WOWed is twice as likely to return and three times more likely to refer in comparison to one who is merely satisfied. <o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Your WOW count is impacting your bottom line more than you realize. <o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>ATI Fundamental #11</b> states the following truth: “<b><i>We‘re All In The Customer Service Business</i></b>.” When it comes to customer service, <b>WOW is the new satisfied!<o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>You aren’t “WOWed” by what you expect!</b> Here’s something you’ll never hear: <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
“<b>You’ve got to go to Eric’s Automotive</b>. <b>They greeted me at the counter, took forty minutes to change my oil and rotate my tires, and didn’t lose my hubcaps!” <o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
While this is satisfactory, it’s FAR from a WOW! The key to increasing your WOW count is to focus on your most neglected customer: <b>Your internal customer. To do this, I must first address</b> <b>“The</b> <b>negativity sandwich.” </b><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<h2>
<span style="font-size: 14pt;">The Negativity Sandwich</span></h2>
</div>
<div class="MsoNormal">
Early in my career as a shop leader, I would always deliver <b>“the negativity sandwich”</b> to my employees. For example, I would call my technician, “Tom,” to the office and begin with this statement: “Tom, I appreciate the fact that you’re always on time and that you’re always willing to stay late to help a customer.” (<b>Positive)</b><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I would continue: <b>“BUT Tom, I really need you to do a better job of doing the test drives and completing the courtesy checks on every car.” (Negativity) </b>I would then finish with, “Tom, you’re a valued member of my team, and I appreciate your efforts.” (<b>Positive)</b> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
As you can see, the negativity was <b>"<i>sandwiched" </i></b>in the middle.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I was delivering <b>"sandwiches" </b>so much, that it felt like it was always <b>lunchtime</b> at my shop! <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
It was so bad, that whenever I said something positive, they knew the negative statement was coming! In their mind, they were thinking, <b>“Wait for it, wait for it…”</b> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Eventually, my employees ignored the positive opening and closing statements <b>and only focused on the negative.</b> Imagine having a shop where your people only focus on negativity. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
How motivated would they be to improve your <b>WOW count?</b> The solution is to <b>practice proactive positivity. </b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<h2>
<span style="font-size: 14.0pt;"><b>The Power of Positivity</b></span></h2>
</div>
<div class="MsoNormal">
Eventually, I came to my senses and started <b>practicing proactive positivity.</b> During my managers' meetings, I gave out plaques to recognize the top performers in <b>Gross Sales,</b> <b>Gross Profit Improvement, and</b> <b>Net Profit as a Percent to Sales.</b> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I presented my manager, “Marco,” with his “<b>Best Gross Profit Improvement</b> Plaque” for the year and was concerned by his apparent lack of excitement after receiving the award. He never even cracked a smile. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Seven years later, after leaving the organization, I returned to his shop to have some work done to my car. As I greeted him in his office, I noticed something surprising. <b>The plaque was still hanging on the wall above his desk! <o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
When I mentioned it, he got emotional, and referred to that day as one of his best since joining the company! <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Never underestimate the power of positivity. </b>As you increase your <b>WOW count</b> with your employees, they will be motivated to pass it on to your customers. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<h2>
<span style="font-size: 14.0pt;"><b>The Benefits of Positivity</b></span></h2>
</div>
<div class="MsoNormal">
I challenge you to create a culture that inspires your team members to say, “I <b>get</b> to go to work,” instead of “I <b>have</b><span style="color: red;"> </span>to go to work.” </div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
If every shop paid the same, offered the same benefits, and was 15 minutes away, would<b> your employee still choose to work for you? <o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The service advisor who <b>GETS</b> to go to work will be inspired stay late to <b>shuttle your customer. <o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The technician who<b> GETS</b> to go to work <b>won’t leave for the day without cleaning his bay.</b> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The Shuttle driver who <b>GETS</b> to go to work will radio in to let you know the name of the customer he’s picking up to allow you to <b>greet her by name when she arrives.</b> (For more information on the Concierge Service, <a href="https://autoshopcoaching.blogspot.com/2017/04/how-to-succeed-as-expensive-shop-by.html" target="_blank">click here)</a><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>The bottom line is that WOWed employees are more likely to increase your WOW count with your external customers! <o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<h2>
<span style="font-size: 14.0pt; mso-bidi-font-weight: bold;"><b>Conclusion</b></span></h2>
</div>
<div class="MsoNormal">
There’s a time and place to start and finish your coaching sessions on a positive note. <b>I GET IT!</b> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The final challenge I leave you with is <b>to consistently find time to communicate positivity that isn’t just a sandwich to cover a negative statement. <o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
This will help to <b>improve your WOW count!</b> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Sincerely,<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Eric M. Twiggs<o:p></o:p></div>
<div class="MsoNormal">
<a href="http://www.autotraining.net/">www.autotraining.net</a><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b><i>PS. Email </i></b><i><a href="mailto:etwiggs@autotraining.net" target="_blank"><b>etwiggs@autotraining.net</b></a><b> to receive your Emergency WOW Count Checklist!</b></i><br />
<i><b><br /></b></i></div>
Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com2tag:blogger.com,1999:blog-2299529975362557986.post-85421703430826020552019-04-03T07:05:00.000-04:002019-04-03T07:05:00.764-04:00The Reason Your Shop Meetings Aren't Working<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg8AGV22u4FJA0oUvOdDV-fhEp3HE1_yK7gdKiD-zpU8kQknc8KxVKVXM3u67j0rsRVDjZFZv6ItLRxTFfdUSPTzlNeJEkbIOytC6Bk0W-um9WxfRoGr3HWJKcYes1_0pjH7hhDC7F53f0/s1600/AdobeStock_115372982.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Always Inspect what you expect." border="0" data-original-height="618" data-original-width="800" height="308" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg8AGV22u4FJA0oUvOdDV-fhEp3HE1_yK7gdKiD-zpU8kQknc8KxVKVXM3u67j0rsRVDjZFZv6ItLRxTFfdUSPTzlNeJEkbIOytC6Bk0W-um9WxfRoGr3HWJKcYes1_0pjH7hhDC7F53f0/s400/AdobeStock_115372982.jpg" title="" width="400" /></a></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<i><b><br /></b></i></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<i><b>“The single biggest problem with communication is the illusion that it has taken place.” </b>George Bernard Shaw</i></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<i><br /></i></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<i><o:p></o:p></i></div>
<div class="MsoNormal">
I was all in, on-board, and “drinking the Kool-Aid!” As a new district manager of automotive service, I had a just returned from a national meeting where our president clearly communicated the company direction. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
What he said was good for the <b>car,</b> the <b>customer,</b> and the <b>corporation.</b> My next step was to have a meeting with my managers to get their buy-in. </div>
<a name='more'></a><o:p></o:p><br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>I told them</b> that the <b>courtesy checks </b>were a non-negotiable aspect of the business that had to be done on every car! <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>I told them</b> that I expected every service advisor to <b>make a quality visit to the car with every customer,</b> as they were checking in. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>I told them</b> that I expected all customers in the waiting room to be <b>updated</b><b> on their vehicle status</b> at <b>ten o’clock, two o’clock, and four o’clock, </b>every day without fail.<b> <o:p></o:p></b></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
To seal the deal, I created a flip chart containing these three items and had all seventeen of my managers sign it, saying that they would get their teams to comply. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Several weeks later, “Gary” my regional manager, called to let me know that he would be visiting my shops with me and asked If my team was executing the three main items discussed at the national meeting.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<i>“Gary, we are on it!”</i> I said with a tone of confidence! I was looking forward to our upcoming visits. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Gary and I visited five of my locations, and we saw some interesting things. The employees at my shops were doing everything <i><span style="text-transform: uppercase;">except</span></i> <b>the courtesy checks, the quality visit, and the customer updates!<o:p></o:p></b></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
If looks could kill, I wouldn’t be here today based off how Gary was staring at me. Here was my feeble response, <b>“But Gary, I told them!”</b> <o:p></o:p></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
Where did I go wrong? I’ll bet it’s the same place you went wrong when you came back from the SuperConference, your 20 Group, or ATI class filled with great ideas. <b>I was unaware of The 70% Rule!</b><o:p></o:p></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
Have you ever been all in, on-board, and drinking the Kool-Aid, based on an idea you heard, but fail to achieve implementation at your shop? Keep reading to uncover why this happened and what you can do about it. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<h2>
<b><span style="font-size: 14.0pt; line-height: 107%;">The 70% Rule</span></b></h2>
<div class="MsoNormal">
Based on twenty-six years in the business and thousands of coaching sessions with shop owners, I have become aware of <b>the 70% rule.</b> </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
When communicating a significant change, I’ve found that 10% of employees will refuse to buy in no matter what, 20% will execute with or without leadership oversight, and <b>70% of the group can go either way depending on how the leader follows up. <o:p></o:p></b></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
<b>(Disclaimer for my </b><a href="https://autoshopcoaching.blogspot.com/2018/12/the-surprising-secret-of-influential.html"><b>“owl personalities”</b></a><b> out there: these are merely averages; the results may vary depending on shop culture and the specific idea in question!) <o:p></o:p></b></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
Let’s say you have a shop of ten employees, and you come back from the <b>SuperConference</b> and tell them that <b>everyone must do a goal poster. <o:p></o:p></b></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
Based on the math, one employee will refuse, two will comply just because you told them to, and <b>the rest can go either way depending on how you follow up.</b><o:p></o:p></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
Since I was unaware of the 70% rule, I just “told them” and was surprised when it didn’t happen! So, the key to implementing change at your shop is <b>always Inspect what you expect. <o:p></o:p></b></div>
<div class="MsoNormal">
<b><br /></b></div>
<h2>
<b><span style="font-size: 14.0pt; line-height: 107%;">Inspect What You Expect</span></b></h2>
<div class="MsoNormal">
You can pay <a href="https://en.wikipedia.org/wiki/Tony_Robbins" target="_blank">Tony Robbins</a> to come in and walk on hot coals at your next shop meeting! You can show up to your shop wearing boxing attire with <a href="https://www.youtube.com/watch?v=DhlPAj38rHc" target="_blank">Rocky Music</a> playing in the background! You can bring in <a href="https://en.wikipedia.org/wiki/Ray_Lewis" target="_blank">Ray Lewis</a> to yell at everyone! <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
But here’s the question: <b>How do YOU respond when your employee isn’t doing what you mentioned at the meeting? <o:p></o:p></b></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
<b>If there isn’t a response, it’s like the meeting never happened.</b> At least <b>70% </b>of your team will go back to business as usual. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b><i>You can’t respond to what you don’t see</i></b><i>,</i> so<i> t</i>he key is to <b>create systems that allow you to inspect what you expect. </b>When you can see what’s going on, you are positioned to respond accordingly. The following are my favorite follow-up systems:</div>
<div class="MsoNormal">
<b style="text-indent: -0.25in;"><br /></b></div>
<div class="MsoNormal">
</div>
<ul>
<li><b style="text-indent: -0.25in;">Daily RO Audits</b><span style="text-indent: -0.25in;"> -- This is the daily habit of reviewing a random selection of work orders, invoices, and courtesy checks, and providing the appropriate feedback. If you discussed courtesy check compliance at your meeting, the RO Audit gives you an opportunity to provide positive recognition for those who are executing, and constructive feedback to those who aren’t.</span></li>
<li><b>Weekly One-on-Ones</b> -- The most effective one-on-ones are those scheduled on <b>the same day and at the same time every week. </b>If I work for you and I know that every Tuesday at 2pm you will be reviewing the <b>Digital inspection Report</b> with me, I will be more likely to follow through with sending my customers the digital photos we spoke about at your meeting.</li>
<li><b>Regular Review Of Recordings --</b> In years past, I would conduct phone shops and send the owner the feedback based on what I heard. Sometimes, the advisor would claim that I was wrong or deny even getting the call. The beauty of the recordings is that everyone can hear what happened at the same time. <b>The most effective coaching method is to play the recording and have them tell you how the call went based on the standards you shared at the meeting.</b></li>
</ul>
<br />
<div class="MsoNormal">
<h2>
<b><span style="font-size: 14.0pt; line-height: 107%;">Conclusion</span></b></h2>
</div>
<o:p></o:p><br />
<div class="MsoNormal">
So, there you have it. My shop meeting didn’t work because <b>I</b><b> failed to Inspect What I Expected. <o:p></o:p></b></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
If you happen to be part of the 70% that needs follow-up to execute the ideas in this blog post, remember that Tony Robbins and Ray Lewis don’t give refunds!<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Sincerely,<o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNoSpacing">
Eric M. Twiggs<o:p></o:p></div>
<div class="MsoNoSpacing">
<a href="http://www.autotraining.net/" target="_blank">www.autotraining.net</a><o:p></o:p></div>
<div class="MsoNoSpacing">
<br /></div>
<div class="MsoNoSpacing">
<br /></div>
<br />
<div class="MsoNoSpacing">
PS. Email me at <a href="mailto:etwiggs@autotraining.net" target="_blank">etwiggs@autotraining.net</a> to receive my <b>7 Keys to Conducting An Effective Meeting.<o:p></o:p></b></div>
Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com0tag:blogger.com,1999:blog-2299529975362557986.post-14152868657595656172019-03-27T07:05:00.000-04:002019-03-27T07:05:00.316-04:00The Secret to Finding Success When You're Feeling Stuck<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgl8p9MdIxKTpS_QDtl0sfTbLoGoAqeUb5YRL2vRrjqdeNe2ZqTederfvm2amJcVNrUF5dhP_Fx2l9bxqbQQTVVFs5UcC5tUSADBrg0dRP_WoNtw6eITEGIvABYbMJp6nDEzpZ8wFvZDLY/s1600/AdobeStock_100205813.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Look up for help getting out of the hole. " border="0" data-original-height="533" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgl8p9MdIxKTpS_QDtl0sfTbLoGoAqeUb5YRL2vRrjqdeNe2ZqTederfvm2amJcVNrUF5dhP_Fx2l9bxqbQQTVVFs5UcC5tUSADBrg0dRP_WoNtw6eITEGIvABYbMJp6nDEzpZ8wFvZDLY/s400/AdobeStock_100205813.jpg" title="" width="400" /></a></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<i><br /></i></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<i>“Never take constructive criticism from someone who has never constructed anything.” <br /><b>Dr. George Frazier</b></i></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
“Harry” is a shop owner in your area. One day he’s walking down the street thinking about his <b>dreams,</b> his <b>dollars</b>, and the upcoming <b>decisions </b>he will have to make at his shop. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
He’s so focused on his future that he fails to notice that there is a hole in the sidewalk. As a result, Harry falls in the hole! <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Harry’s best efforts to climb up result in him falling down! To make matters worse, it’s starting to rain and the water is up to his ankles. (<b>BTW, why does it only rain on the days when you wash your car and fall into a hole?) </b></div>
<a name='more'></a><b><o:p></o:p></b><br />
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
As he <b>looks up,</b> he sees a therapist walking by. “Help! I’m down here stuck in this hole! Get me out!” The therapist sits down and asks, <i>“So tell me, if you knew the answer to get out of this hole, what would it be?” <o:p></o:p></i></div>
<div class="MsoNormal">
<i><br /></i></div>
<div class="MsoNormal">
They go back and forth for a few minutes until the alarm on her watch makes the following sound: “ beep beep!”<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
She then says, “I’m sorry, but our time is up for this week. I’ll check back with you next week if you’re still stuck.” And off she goes.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The water has risen to his knees and Harry starts to feel desperate. He <b>looks up</b> and notices a doctor walking by. Harry yells out, “Help! I’m down here stuck in this hole!” <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The doctor sits down and asks<i>, “So tell me, can you think of a time when you didn’t have this hole problem?” <o:p></o:p></i></div>
<div class="MsoNormal">
<i><br /></i></div>
<div class="MsoNormal">
After a few minutes of back and forth, the doctor whips out a sheet of paper and starts writing. <i>“Here’s a prescription for your hole symptoms. I’ll check back with you next week to see if you’re better!</i>” And off he goes!<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Things are going from bad to worse. The water is now up to his thighs. Harry <b>looks up</b> and notices his friend Fred walking by. “Hey, Fred! Down here! I’m stuck in this hole!” <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Fred responds by jumping in the hole with him! <b>“</b><i>Oh, nice move genius! Now we’re both stuck!”</i><b> </b>said Harry, with a tone of frustration mixed with sarcasm. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Fred’s next words would shift Harry’s perspective<i>: “Settle down! I’ve been stuck in this hole before. <b>Follow me; let me show you the way out!” <o:p></o:p></b></i></div>
<div class="MsoNormal">
<i><b><br /></b></i></div>
<div class="MsoNormal">
By now, you may be thinking, <i>“Cute story Coach, but what does this have to do with me?” Stay with me to discover <b>the secret to finding success when you’re feeling stuck.</b> <o:p></o:p></i></div>
<div class="MsoNormal">
<i><br /></i></div>
<h2>
<b><span style="font-size: 16.0pt; line-height: 107%;">The Hole In Your Sidewalk</span></b></h2>
<div class="MsoNormal">
Are you currently stuck in a hole? The following scenarios may help you to decide: <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoListParagraphCxSpFirst" style="margin-left: 38.25pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]--><b>1.<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal; font-weight: normal; line-height: normal;"> </span></b><b>You can’t go to the vacation destination you have pictured on your goal poster because YOU are the only writer and the A technician. <o:p></o:p></b></div>
<div class="MsoListParagraphCxSpFirst" style="margin-left: 38.25pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -.25in;">
<b><br /></b></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 38.25pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]--><b>2.<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal; font-weight: normal; line-height: normal;"> </span></b><b>You feel like you’re forced to tolerate tardiness and non-compliance from your employees because you’re short-handed with no qualified replacements in mind. <o:p></o:p></b></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 38.25pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -.25in;">
<b><br /></b></div>
<div class="MsoListParagraphCxSpLast" style="margin-left: 38.25pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]--><b>3.<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal; font-weight: normal; line-height: normal;"> </span></b><b>You have to tap that line of credit to make payroll because your marketing hasn’t produced more cars and your technicians aren’t finding more on the cars you have. <o:p></o:p></b></div>
<div class="MsoListParagraphCxSpLast" style="margin-left: 38.25pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -.25in;">
<b><br /></b></div>
<div class="MsoNormal">
If you can identify with any of these scenarios, you are like Harry before Fred came along! The good news is that I am jumping in the hole with you. <b>Follow me, let me show you the way out!</b> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<h2>
<b><span style="font-size: 16.0pt; line-height: 107%;">“USE” Your Network</span></b></h2>
<div class="MsoNormal">
Years ago, I purchased a treadmill. It was a great thing to have. It tracked how many miles I ran, my heart rate, and the average amount of minutes it took me to run a mile. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
However, when I went to the doctor, I discovered that I was overweight and that my blood pressure was higher than the norm. How could this be when I had the treadmill? <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I had the treadmill, <i>but I was only using it as a laundry station<b>! </b></i><b>If I had been USING it for what it was designed for my health situation would have been better! <o:p></o:p></b></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
<b>YOU </b>have <b>ATI classes</b>, your <b>20 Group,</b> and <b>the SuperConference</b> all of which gives you a powerful network. <b>Are you USING it for what it was designed for?</b> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
There’s someone who will be at your next class who has overcome being stuck at the counter as the only writer. She would be happy to jump in the hole with you. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
There’s a member of <b>your 20 Group</b> who has overcome the problem of his employees holding him hostage. Follow him, and he will show you the way out! <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
There’s someone at <b>the SuperConference</b> (BTW, the Top 12 Shop Owners attend every year!) who is waiting in the hallway and eager to share what she did to improve Gross Profit to the point where payroll was no longer a problem. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Since she has been stuck before she can show you what to do. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<h2>
<b><span style="font-size: 16.0pt; line-height: 107%;">Conclusion</span></b></h2>
<div class="MsoNormal">
So, there you have it. The secret to finding success when you’re feeling stuck is to <b>USE your network for what it was designed for. <o:p></o:p></b></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
When Harry was stuck in the hole, he had to <b>look up</b> to see his friend Fred. He would not have seen the answer to his problem if his head was down. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The hidden lesson in this message is to keep looking up! <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Sincerely,<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNoSpacing">
Eric M. Twiggs<o:p></o:p></div>
<div class="MsoNoSpacing">
<a href="http://www.autotraining.net/" target="_blank">www.autotraining.net</a><o:p></o:p></div>
<div class="MsoNoSpacing">
<br /></div>
<div class="MsoNoSpacing">
<br /></div>
<div class="MsoNoSpacing">
<b><i>PS. Email </i></b><a href="mailto:etwiggs@autotraining.net" target="_blank"><b><i>etwiggs@autotraining.net</i></b></a><b><i> to receive my latest Profit Improvement Checklist that will help you dig out of the hole. </i><o:p></o:p></b></div>
Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com0tag:blogger.com,1999:blog-2299529975362557986.post-68506975698650041262019-03-20T07:15:00.000-04:002019-03-20T07:15:02.963-04:00The Fastest Way to Build Trust With Your Customers<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhv5VgQDXQ8ApGULBbRPPTUKK71qKVrkNZ9iI0xWg5eyl-0K7qfuajReQLZlVNP3mSqaN4nsbFRJ8M2BqvkP7p8R_lkxghxVLIEm9JXZnvcomBFgleByEnXH8dIG8znFj1jV2DcctwAOk0/s1600/AdobeStock_195917605.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Make a deposit in your customer's trust account. " border="0" data-original-height="533" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhv5VgQDXQ8ApGULBbRPPTUKK71qKVrkNZ9iI0xWg5eyl-0K7qfuajReQLZlVNP3mSqaN4nsbFRJ8M2BqvkP7p8R_lkxghxVLIEm9JXZnvcomBFgleByEnXH8dIG8znFj1jV2DcctwAOk0/s400/AdobeStock_195917605.jpg" title="" width="400" /></a></div>
<div style="text-align: center;">
<em><br /></em></div>
<div style="text-align: center;">
<em>It takes twenty years to build a reputation and five minutes to ruin it. </em><em><strong>Warren Buffett</strong></em> </div>
<br />
"That's outrageous! It's just too much!" Said "Gary," the owner of a 2007 Toyota Camry in need of a power steering pump and fluid exchange.<br />
<br />
I overheard this conversation as I was <strong>listening to the recording of </strong>"John," a service writer from Maryland, present the technician's findings. It was painfully obvious that this call was not going well!<br />
<a name='more'></a><br />
<br />
John quoted $904.37 for the power steering services, and Gary was not having it! "This is the third time in less than four years I've had to bring the car in to have something done! I'm going to file a complaint!"<br />
<br />
To which John replied," I understand how you feel Gary. I understand that you're frustrated with the situation and not me. Gary, did you want me to move forward with this service?"<br />
<br />
I had to pause the recording to go get some popcorn because I knew things were about to get interesting!<br />
<br />
With a loud and angry tone of voice, Gary said, <strong>"Go ahead and do it!" </strong>And with calmer tone, he asked, <strong>"Can you call me today when everything is done?"</strong><br />
<strong><br /></strong>
I spilled my popcorn after hearing this! How was John able to get his hostile customer to approve the work that was needed?<br />
<br />
Here's how: <strong>John had a positive balance in their trust account.</strong><br />
<strong><br /></strong>
<br />
<h2>
The Speed Of Trust</h2>
In his book, <a href="https://www.amazon.com/dp/074329730X/?tag=googhydr-20&hvadid=319296651969&hvpos=1t2&hvnetw=g&hvrand=10067368330274649095&hvpone=&hvptwo=&hvqmt=e&hvdev=c&hvdvcmdl=&hvlocint=&hvlocphy=9007730&hvtargid=aud-649564993678:kwd-3105005102&ref=pd_sl_7rsrztolma_e" rel="noopener noreferrer" target="_blank"><em>The Speed of Trust: The One Thing That Changes Everything</em>,</a> Steven M.R. Covey introduces the concept of <strong>the trust account.</strong><br />
<strong><br /></strong>
In any interaction, you have the opportunity to either make a deposit or a withdrawal into this account. When the amount deposited exceeds the amount withdrawn you have a successful relationship, where the other person is more likely to agree to your request or to do business with you.<br />
<br />
You can make deposits into the trust account by, establishing rapport, operating with integrity, being honest, and delivering the result you promised in the time frame you promised it.<br />
<br />
You make withdrawals in the account when you fail to deliver the agreed-upon result, are dishonest, fail to fix it right the first time, and <strong>when you over promise and under deliver.</strong><br />
<strong><br /></strong>
According to Covey, <em>one withdrawal can have anywhere from ten to fifty times the effect of a single deposit, </em>so <strong>the fastest way to build trust is to stop making withdrawals!</strong><br />
<strong><br /></strong>
For example, one failure to send your new customer pictures of the failed component can empty your trust account and create the perception that you're overselling.<br />
<br />
John was able to move Gary from hostility to happiness because he made several deposits, and didn't make any withdrawals during their interaction. Keep reading to discover the details!<br />
<br />
<h2>
Lessons From John</h2>
Here are some specific things that John did with Gary to avoid making withdrawals into the trust account:<br />
<br />
<h3>
Quality Visit to the Car</h3>
When Gary arrived at the location John visited the vehicle with him. This gave him the opportunity to establish rapport and build a relationship. They were both able to see the preexisting damages on the Camry, and John took the time to compliment him on the overall condition of the car.<br />
<br />
By not going to the car with the customer, you're making a withdrawal in the trust account. A sure sign that the account is empty is when your customer says, "I'm getting rid of the car next month!" Doing a quality visit to the car gives you an opportunity to make a deposit!<br />
<br />
<h3>
Using the Customer's Name</h3>
People love to hear the sound of their own name and tend to like people who use it. Studies show that <strong>83% of all sales results come from the customer liking the salesperson.</strong> People trust people they like, so using the customer's name two to three times during the estimate presentation is an easy way to build trust with your customer.<br />
<br />
John's use of Gary's name during their interaction helped him to overcome the fact that Gary wasn't thrilled with the price of the pump.<br />
<br />
<h3>
Mentioning the Digital Photos</h3>
Research in the automotive industry has concluded <strong>that customers who view the digital photos of your findings for 400 seconds or longer are more likely to make a purchase.</strong> A critical step to building trust is to verify that the customer has viewed the photos <strong><span style="text-transform: uppercase;">before</span></strong> you make your presentation.<br />
<br />
<strong>Transparency builds trust</strong>. It's easier for your customer to trust you when they see you have nothing to hide. At the beginning of their call, John verified that Gary had received the photos. As a result, he trusted John even though he was upset with the situation.<br />
<br />
<h2>
Conclusion</h2>
So, there you have it. If you <strong>make a quality visit to the car, use the customer's name</strong>, and <strong>mention sending the digital photos, </strong>you will increase <strong>the speed of trust </strong>with your customers!<br />
<br />
<strong>A surplus in the trust account can lead to a surplus in your bank account!</strong><br />
<strong><br /></strong>
<br />
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;">Sincerely,<o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNoSpacing">
Eric M. Twiggs<o:p></o:p></div>
<div class="MsoNoSpacing">
<a href="http://www.autotraining.net/" target="_blank">www.autotraining.net</a><span class="MsoHyperlink"><o:p></o:p></span></div>
<div class="MsoNoSpacing">
<br /></div>
<div class="MsoNoSpacing">
<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">PS.<span style="mso-spacerun: yes;"> </span>Email </i></b><a href="mailto:etwiggs@autotraining.net" target="_blank"><b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">etwiggs@autotraining.net</i></b></a><b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"> to
receive a Trust Checklist to help you maintain a positive balance in your trust
account!<o:p></o:p></i></b></div>
<strong></strong>Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com1tag:blogger.com,1999:blog-2299529975362557986.post-63808917519171304322019-03-13T07:05:00.000-04:002019-03-13T10:09:43.837-04:00How to Lose Your Good Customers Over Price<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiF88wplbIHr0X-1vcupewySZtnBijge4BgF5193imwE636LE0IaNCKgzhbgZyccIxKuVazS97ziZ5aS5Jmre4TRbebFIVng6lpbYMcTlHq7ESJGskT6QBHTCh2-N9TUyPk6WX-2hN_3ic/s1600/AdobeStock_192085935.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="How to lose good customers over price." border="0" data-original-height="534" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiF88wplbIHr0X-1vcupewySZtnBijge4BgF5193imwE636LE0IaNCKgzhbgZyccIxKuVazS97ziZ5aS5Jmre4TRbebFIVng6lpbYMcTlHq7ESJGskT6QBHTCh2-N9TUyPk6WX-2hN_3ic/s400/AdobeStock_192085935.jpg" title="" width="400" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
</div>
<div style="text-align: center;">
<i><b><br /></b></i></div>
<div style="text-align: center;">
<i><b>"There are no price objections; only value questions."</b> Art Sobczak</i></div>
<br />
"I'm losing business because of the pricing matrix!" This statement was made by a shop owner named Rich, during our weekly coaching call. Both his car count and average repair order (<b>ARO</b>) were down from the previous year.<br />
<br />
He had two service writers named Steve and Chris. Even though they had the same invoice count, Steve held a 61% parts margin and a $400 ARO, while Chris hovered around 45% and $230.<br />
<br />
I had Rich make the "<b>where have you been</b>" calls to determine why people weren't coming back. He spoke to ten customers; five from each writer.<br />
<a name='more'></a><br />
<br />
As suspected, he got feedback stating that he was too expensive. Four previously loyal customers mentioned finding another shop with lower prices. Which service writer do you think had the most complaints?<br />
<br />
If you guessed Steve, guess again! None of his patrons mentioned the price. They had good things to say about him and the service. <b>All of the complaints came from Chris' customers.</b><br />
<br />
Why would Chris' clientele complain even though Steve was charging more? Keep reading and you will learn two ways to lose your good customers over price.<br />
<br />
<h2>
Only Mention What's Wrong</h2>
Chris would only to talk to his customers about what needed to be repaired on the vehicle. Steve began his presentations by mentioning the positive findings from the courtesy check. Steve's people felt their vehicle was worth investing in while Chris often heard the following: "I'm getting rid of the car, so why spend the money."<br />
<br />
The customer has to value your service and their vehicle. <b>If the customer feels the value, they will pay the price! </b><br />
<br />
<h2>
Don't Do Show and Tell</h2>
Steve did a vehicle walk around with everyone, which enabled him to show the worn tires and wiper blades. He experienced less resistance because he and the customer had the evidence in front of them. Chris didn't have time to go out to the car, besides, "his customers" didn't like going back outside.<br />
<br />
<b>If you only mention what's wrong, and refuse to do a show and tell, you will end up with the same results as Chris!</b><br />
<br />
<h2>
Conclusion</h2>
Several weeks later, Rich terminated Chris, replacing him with a restaurant industry veteran who focused on talking about the positive items from the courtesy check and performing vehicle walks with the customer. The price complaints decreased and the margins increased!<br />
<br />
<b>Have you been hearing more price objections lately? Pay close attention to how your writer is communicating the value of both your service and the vehicles.</b>Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com5tag:blogger.com,1999:blog-2299529975362557986.post-71730008608706049412019-03-06T07:00:00.000-05:002019-03-06T16:23:14.991-05:00The Key to Attracting Your Ideal Customer<div align="center" class="MsoNormal" style="text-align: center;">
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiEC9URwTq5XX3RjMMeAZWXO1eemAxLud4LGxiP-m_Sam748gFbWkQNRHZc-Vxdjw1lmct1g2OnybEuLgS0hl1FgenYnoyPocDNHJofaJv38m3TJMS81G9tngAy-_FRZoMmSQjQQ-l2vkY/s1600/AdobeStock_51688790.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="The key to attracting your ideal customer is to assume that everyone is a VIP. " border="0" data-original-height="533" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiEC9URwTq5XX3RjMMeAZWXO1eemAxLud4LGxiP-m_Sam748gFbWkQNRHZc-Vxdjw1lmct1g2OnybEuLgS0hl1FgenYnoyPocDNHJofaJv38m3TJMS81G9tngAy-_FRZoMmSQjQQ-l2vkY/s400/AdobeStock_51688790.jpg" title="" width="400" /></a></div>
<b><i><br /></i></b>
<b><i>Look at everything as if you were seeing it either for the first or last time. </i></b><i>Betty Smith<o:p></o:p></i></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div class="MsoNormal">
Several weeks ago I took my car to a local tire retailer to resolve a slow leak. As soon as I arrived at the service counter it became obvious that “Jeff,” the service writer, didn’t want my business.</div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
He didn’t smile, didn’t greet me, but he did say the following: “Sir, I need you to step to the other side of the counter because I’m with a customer.” After several minutes it was my turn and I made him aware of my tire situation.<br />
<a name='more'></a><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
“Sir, I won’t be able to get to it today. We’re backed up with other work.” To which I replied: “But Its 5:55pm and your sign says you close at 7:00!” He became more insistent: “I can’t get to it. My guys are loaded up, so there’s nothing I can do.” <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Jeff was clear on what he couldn’t do. What he didn’t know, was that “Glen,” the District Manager for the location, and I were friends. I decided this would be a great time to give him a call to catch up on old times. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I told Glen that I was at his shop and Jeff couldn’t look at my tire. He advised me to go back to the counter and give Jeff my phone. The look on Jeff’s face was priceless as I handed him my cell and said: <b>“Glen Franklin would like to speak with you!” </b>I don’t know what Glen said, but Jeff suddenly became a different person. “Mr. Twiggs my apologies, I’ll have my guys stay late and we’ll get you taken care of!”<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
His team worked on my car with the speed of a NASCAR pit crew! <b>He treated me like a VIP. </b>As I left the shop, I wrestled with the following question:<b> What if Jeff treated every customer like they were close friends with his boss?</b> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Here's the big takeaway: <b>You never know who will walk through your doors.</b> The lady with the old car may have new money. That irate fellow you just spoke with may have an Instagram following. <b>The key to attracting your ideal customer is to assume that everyone is a VIP. <o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
This is important because VIP’s associate with others who are like them, and studies show that <b>the customer who’s” wowed” is three times more likely to refer you than one who’s merely satisfied. <o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Stay with to learn two specific strategies to help attract your ideal customer. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="text-align: center;">
<h2 style="text-align: left;">
<b><span style="font-size: 14pt;">Tailored Recognition</span></b></h2>
</div>
<div class="MsoNormal" style="text-align: justify;">
<div style="text-align: left;">
<b>Discretionary effort</b> is that extra level of effort that’s not required but can be given by employees if they really wanted to. Helping a customer with a flat tire after closing hours would be an example of discretionary effort. In his book <a href="https://www.amazon.com/Bringing-Out-Best-People-Reinforcement/dp/1501256335" target="_blank"><i>Bringing Out The Best In People</i>,</a> <a href="https://en.wikipedia.org/wiki/Aubrey_Daniels">Aubrey Daniels</a> reports on an employee engagement survey conducted on a sampling of employees working in small businesses. <o:p></o:p></div>
</div>
<div class="MsoNormal" style="text-align: justify;">
<div style="text-align: left;">
<br /></div>
</div>
<div class="MsoNormal" style="text-align: justify;">
<div style="text-align: left;">
Only 23% of the participants said they were working to their fullest potential<b>. 44% of the respondents admitted to only doing what was required and nothing more. </b>Jeff from my previously mentioned story would fall into the 44% group.<b> </b>So what can be done to get your people to go the extra mile?<o:p></o:p></div>
</div>
<div class="MsoNormal" style="text-align: justify;">
<div style="text-align: left;">
<br /></div>
</div>
<div class="MsoNormal" style="text-align: justify;">
<div style="text-align: left;">
A tailored recognition program<b> </b>is a great place to start because <b>you will get more of whatever behavior you reward. </b>If you want to create a culture where everyone goes the extra mile, then implement a recognition program that rewards those who do. <b>The key is to tailor the recognition you provide to the interests of your employee.</b><o:p></o:p></div>
</div>
<div class="MsoNormal" style="text-align: justify;">
<div style="text-align: left;">
<br /></div>
</div>
<div class="MsoNormal" style="text-align: justify;">
<div style="text-align: left;">
Is your writer a football fan? Then recognize her <b>raving customer</b> testimonial by giving her tickets to the <b>Ravens game.</b> Is your technician motivated by time off? Surprise him with a day off with pay for staying after hours to help a stranded customer. When discretionary effort is consistently rewarded, your customer will feel like a <b>VIP.</b> </div>
</div>
<div class="MsoNormal" style="text-align: justify;">
<div style="text-align: left;">
<br /></div>
</div>
<div class="MsoNormal" style="text-align: center;">
<h2 style="text-align: left;">
<b><span style="font-size: 14pt;">Formal CSI Program</span></b></h2>
</div>
<div class="MsoNormal">
In a <a href="http://autoshopcoaching.blogspot.com/2016/10/the-secret-to-keeping-good-people.html" target="_blank">previous blog</a>, I wrote about the importance of being self-aware, as it relates to keeping good employees. When it comes to providing VIP level service, the shop owner who is self-aware has the ability to look at his shop through the lens of his customer. Having a system in place to get feedback on their experience is critical. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Do you have a formal CSI (<b>C</b>ustomer <b>S</b>atisfaction <b>I</b>ndex) program in place? Many of the shops I work with pay an outside company to randomly contact their customers and ask specific questions related to their experience. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The customer is asked to rate their experience in several areas based on either a five or ten-point scale. The total number of respondents are averaged to come up with an overall score. This number is a key indicator of whether or not your customers are being treated like VIPs.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
If you prefer to do it yourself, you can make random CSI calls asking specific questions. I recommend having someone who didn’t wait on the person to make this call. People are more likely to open up to someone they perceive to be neutral to the situation.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
You can also use <a href="https://www.surveymonkey.com/" target="_blank">Survey Monkey</a> to create questions that you email out to your patrons. Generally, those who respond to survey’s without any prompting are either in the extremely happy or extremely dissatisfied group, so offering an incentive for responding will help you to get feedback from those who aren’t in one of the extreme groups.<br />
<br /></div>
<div class="MsoNormal" style="text-align: center;">
<h2 style="text-align: left;">
<b><span style="font-size: 14pt;">Summary</span></b></h2>
</div>
<div class="MsoNormal">
As I was leaving the shop, Jeff said: “You should have told me you knew Glen.” To which I replied: “I shouldn’t have to!” <b>If you commit to a tailored recognition and formal CSI program, your people will be motivated to treat your customers as if they were the boss.</b> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Sincerely,</div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Eric M. Twiggs</div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<b><i>The Accountability Coach<o:p></o:p></i></b></div>
<div class="MsoNormal">
<a href="http://www.autotraining.net/">www.autotraining.net</a><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b><i>PS. Interested in a CSI program but don’t know where to start? Email <a href="mailto:etwiggs@autotraining.net" target="_blank">etwiggs@autotraining.net</a> and I will send you a list of questions to ask along with a listing of companies that can survey your customers.</i></b></div>
Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com0tag:blogger.com,1999:blog-2299529975362557986.post-27497073105635610802019-02-27T07:10:00.000-05:002019-02-27T07:10:03.025-05:00How to Hire the Right Technician for Your Shop<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiSbu8NU-NoMpFMcJn64M9NtXdN09VkIStOEUUREu4u-Ql6BtJzUB8Bw6j5Z_g9zLQTC11eYI3VAG5FGQrPK-2PbLLEYXC6_r3rTluE_hOeLtetwX7ici_kRZcXGkxaAdb0jFDoqoFNx3A/s1600/AdobeStock_117182136.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Fundamentals are the building blocks of your shop culture." border="0" data-original-height="534" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiSbu8NU-NoMpFMcJn64M9NtXdN09VkIStOEUUREu4u-Ql6BtJzUB8Bw6j5Z_g9zLQTC11eYI3VAG5FGQrPK-2PbLLEYXC6_r3rTluE_hOeLtetwX7ici_kRZcXGkxaAdb0jFDoqoFNx3A/s400/AdobeStock_117182136.jpg" title="" width="400" /></a></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b><span style="background: white; letter-spacing: -0.05pt;"><i>"Customers will never love a company until the employees love it first.” </i>Simon Sinek </span></b><b><o:p></o:p></b></div>
<br />
When it comes to automotive education, "Bill" has more <em>degrees</em> than a thermometer! He's a master certified ASE technician. He also has certifications from Ford and Subaru.<br />
<br />
If you were to survey the tool truck drivers and ask them to name the most productive technician in town, they wouldn't have to phone a friend or use a lifeline! They would name Bill.<br />
<br />
His white toolbox is bigger than a Buick, and if he ever got a scratch on it, he would replace the entire drawer!<br />
<br />
What if Bill knocked on your door today, with the goal of becoming your next "A" technician? Would you hire him?<br />
<a name='more'></a><br />
<br />
Well, of course, you would! "That's a dumb question!" Who wouldn't right? Well, "Brad" decided to pass!<br />
<br />
Brad, a seasoned shop owner, interviewed Bill and decided not to hire him because <strong>character is critical to his culture. </strong>Speaking with Bill left Brad with several reasons to question his character.<br />
<br />
For example, during the interview, Bill described courtesy checks as <em>"such a waste of my time."</em> When Brad asked Bill about his reasons for leaving his previous shops, he responded by badmouthing the service writers at each location.<br />
<br />
When asked about comebacks, Bill said, <em>"I don't make mistakes! I never have any comebacks!"</em> And to make matters worse, Bill smelled like an ashtray and looked like he bathed in grease!<br />
<br />
Brad uses the following words to describe his shop culture: "fun, family, friendly, and taking care of each other." Based on this description, it was easy for him to determine that Bill wasn't a fit.<br />
<br />
<strong>How would you describe your shop culture? </strong>Answering this question will make it easier<strong> to hire the right technician for your shop! </strong><br />
<h2>
<b>What is Culture? </b></h2>
<strong>Culture is the combination of customs, rituals, and values, shared by an organization that must be accepted by new members.</strong><br />
<strong><br /></strong> As the author and consulting legend <a href="https://en.wikipedia.org/wiki/Peter_Drucker">Peter Drucker</a> put it, <strong>"Culture eats strategy for breakfast!"</strong><br />
<strong><br /></strong> There are two types of cultures:<strong> The desired, and the default. The desired culture</strong> is one the leader can instantly describe because he or she has a proactive focus on it.<br />
<br />
For example, I can call one of the Top 12 Shop owners right now, and ask them to describe their shop culture. Without hesitating, they would have an answer. In this instance, the owner has taken the time to create and reinforce <strong>the desired shop culture.</strong><br />
<strong><br /></strong> <strong>The default culture</strong> is what you end up with when you don't have a vision for what <strong>the desired culture</strong> would look like.<br />
<br />
As a result, your team members develop their own <strong>customs, rituals, and values</strong>. For example, you train your technician to do courtesy checks, but the default culture says, "We don't do courtesy checks here!"<br />
<br />
You send your service advisor to their ATI class, and Randy Somers trains her to make a quality visit to the car with the customer. She returns to a default culture that says, "We don't have time to do that here!"<br />
<br />
You have a good technician hired, but he doesn't come back from his lunch break because your default culture says, <em>"the employee is always wrong!"</em><br />
<em><br /></em> Here's the bottom line: <strong>Your shop has a culture even if you don't know what it is! </strong><br />
So how do you create an environment that attracts the right people? You must be <strong>fundamentally different.</strong><br />
<h2>
<b>Establish Your Fundamentals </b></h2>
In his book <a href="https://www.amazon.com/Fundamentally-Different-David-J-Friedman/dp/0741468360/ref=sr_1_1?crid=664WISJGZS70&keywords=fundamentally+different&qid=1551121139&s=books&sprefix=fundamentally+%2Cstripbooks%2C147&sr=1-1" target="_blank"><i>Fundamentally Different</i>,</a> David Friedman demonstrates the connection between <strong>shared values and business success.</strong><br />
<strong><br /></strong> He teaches business leaders to create a specific number of "fundamentals" that communicate the core values that each employee will align with. During weekly team meetings, employees are asked to name <strong><em>the fundamental of the week</em></strong> and to describe what it means to them.<br />
The fact that<strong> you make decisions based on what you value, </strong>makes<strong> establishing your fundamentals</strong> a powerful exercise. The fundamentals then become the building blocks of your shop culture.<br />
<br />
For example, one of ATI's Fundamentals is to <strong><em>"Practice Blameless Problem-Solving."</em></strong> If this is was one of your values, and the applicant in front of you was <em>blaming everyone for his problems</em>, (<strong>everyone except himself, of course!</strong>) you would decide not to hire him!<br />
<br />
Another ATI fundamental is to <strong>"Be Punctual." </strong>If your technician applicant arrives at 3:15pm sharp for his 3:00pm interview, your hiring decision just got easier!<br />
<br />
One of Brad's fundamentals is, <strong>"Appearance counts." </strong>Since Bill looked like he just took a grease bath, he was not a fit for Brad's culture!<br />
<br />
Reading Friedman's book and working with your coach can help you to establish your fundamentals!<br />
<h2>
<b>Conclusion </b></h2>
So, there you have it. Since Brad established his fundamentals, he's opened two additional locations, and has more qualified applicants who want to work for him, than he does openings!<br />
<br />
Establishing your fundamentals will help you to <strong>hire the right technician for your shop</strong> as well.<br />
<br />
<div class="MsoNormal">
<b>Sincerely,<o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNoSpacing">
<i>Eric M. Twiggs<o:p></o:p></i></div>
<div class="MsoNoSpacing">
<span class="MsoHyperlink"><a href="http://www.autotraining.net/" target="_blank">www.autotraining.net</a></span> <o:p></o:p></div>
<div class="MsoNoSpacing">
<br /></div>
<div class="MsoNoSpacing">
<br /></div>
<div class="MsoNoSpacing">
P.S. Email <span class="MsoHyperlink"><a href="mailto:etwiggs@autotraining.net" target="_blank">etwiggs@autotraining.net</a></span> to receive my <b>7 Steps to Designing Your Desired Culture!</b></div>
Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com0tag:blogger.com,1999:blog-2299529975362557986.post-42618724128750968202019-02-20T07:00:00.000-05:002019-03-06T16:23:44.458-05:00The Leading Cause of Low Car Count at Your Shop<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjX1wd7UvX1v41B71d7VtIvtLNWeqzebCew84gxyrZYB-pnLDZ0herS17cVPTUPE_r6M2gStYmW46CLH9-FKl7HBrEk97eetpK6IyzeaKyhQqpchWTkcQnUUnxMs4dz6VXwDK4GYXQfVTQ/s1600/AdobeStock_14294249.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="The Leading Cause of Low Car Count at Your Shop" border="0" data-original-height="533" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjX1wd7UvX1v41B71d7VtIvtLNWeqzebCew84gxyrZYB-pnLDZ0herS17cVPTUPE_r6M2gStYmW46CLH9-FKl7HBrEk97eetpK6IyzeaKyhQqpchWTkcQnUUnxMs4dz6VXwDK4GYXQfVTQ/s400/AdobeStock_14294249.jpg" title="" width="400" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
<i><br /></i></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<i><b>“We don’t see things as they are, we see them as we are.” </b>Anais Nin</i></div>
<br />
He got out of a Ford Crown Victoria with no hubcaps. He had a full shaggy beard, a white t-shirt, jeans with holes in them, and flip flops. It appeared that it had been a while since he last combed his hair!<br />
<br />
This is how Dave Ramsey describes his sales prospect, "Chris" in his book <i><b><a href="https://www.amazon.com/EntreLeadership-Practical-Business-Wisdom-Trenches/dp/1451617852" target="_blank">EntreLeadership, 20 Years of Practical Business Wisdom from the Trenches</a></b></i>. This encounter occurred back when Ramsey sold expensive custom homes as a Real Estate professional.<br />
<a name='more'></a><br />
<br />
During his sales training, Dave was taught to make judgment calls about customers based on the car they drove, what type of shoes they wore, their style of haircut, and other external indicators of success.<br />
<br />
Their sales <b>process</b> was time-consuming, so these judgment calls were made to help the seller invest their time with <b>serious buyers</b>.<br />
<br />
Dave would usually walk the prospect through the home, demonstrating the unique features and benefits it had to offer. Since he believed Chris wasn't a serious buyer, Dave just pointed Chris in the direction of the model homes and allowed him to fend for himself.<br />
<br />
He felt irritated when Chris came back and asked for a brochure. He became agitated when his wife returned to ask questions about the kitchen. He got frustrated when Chris stopped by again to ask how much one of the model homes would cost.<br />
<br />
This was a busy Saturday, and Chris was keeping him from working with the "real buyers." Dave was surprised when Chris asked his next question, "Is it Ok if I pay in cash?"<br />
<br />
What Dave didn't know was that Chris had become a <b>multi-millionaire</b> by writing software for a startup company that went public.<br />
<br />
Dave suffered from the same problem that's <b>the leading cause of low car count at your shop: He allowed his perceptions to interfere with the process</b>.<br />
<br />
<b>Have you allowed your perceptions to interfere with the process? </b><br />
<br />
Keep reading to discover how this problem may be affecting you, and what you can do about it.<br />
<br />
<h2>
<b>My Shop Is Different </b></h2>
Ok, let's address the elephant in the room. By now you're probably thinking, "Great story Twiggs, but <b>my shop is different</b>! Car count is down because of the weather, the economy, and my customers who are still recovering from the government shutdown!"<br />
<br />
Before you press the delete button, consider this: I was recently speaking with two shop owners who are located in the same zip code. They had the same weather, their customers had the <b><a href="https://www.esri.com/en-us/arcgis/products/tapestry-segmentation/zip-lookup" target="_blank">same median income average</a></b>, and both had a similar percentage of government workers in their database.<br />
<br />
On the first coaching call, the owner was struggling to make payroll and tapping lines of credit to stay afloat. We spoke at great length about all the external reasons for his results.<br />
<br />
During my call with the second shop owner, these same factors never came up, because he was too busy discussing how he just had his best January EVER! What was the difference?<br />
<br />
<b>The first owner allowed his perceptions to interfere with the process. </b>When we were speaking about the external problems, he had plenty to say. When I asked specific questions about <b>the process</b>, all I heard was the sound of crickets!<br />
<br />
Since <b>he believed</b> that the economy was his problem, he stopped doing <b>RO audits</b>, he stopped using the <b>phone log</b>, and he stopped <b>making follow up calls</b>.<br />
<br />
What can be done to overcome this leading cause of low car count? <b>Focus on right now!</b><br />
<br />
<h2>
<b>Focus on Right NOW</b></h2>
The Navy Seals had a problem. 76% of their potential candidates were dropping out of their six-week training program. They called in the renowned psychologist, <b><a href="https://themindfuladvantage.com/master-the-mental-toughness-of-a-navy-seal/" target="_blank">Dr. Eric Potterat</a></b> to review their training techniques.<br />
<br />
What he suggested resulted in a 50% increase in their graduation rate: <b>Focus on Right NOW</b>.<br />
<br />
Thanks to Potterat, the Seal candidates were trained to only focus on the task at hand. For example, while doing a 20-mile run, they only focused on finishing the run.<br />
<br />
They didn't think about dinner. They didn't think about what they had to do that night. They only <b>focused on the task at hand</b>.<br />
<br />
When it comes to improving your shop, the key is <b>to focus on right now</b>. I challenge you to treat your business as if you were a Navy Seal embarking on a 20-mile run.<br />
<br />
Don't think about the weather. Don't think about the economy. Don't think about the government shutdown. Just focus on the task at hand, which is <b>delivering an exceptional customer experience to the person in front of you</b>.<br />
<br />
<h2>
<b>Conclusion</b></h2>
So, there you have it. <b>Instead of allowing your perceptions to interfere with the process, focus on right now.</b> If you embrace the perception that <b>every customer is a millionaire in disguise</b>, you won't have a car count problem!<br />
<br />
<div class="MsoNormal">
Sincerely,<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNoSpacing">
Eric M. Twiggs<o:p></o:p></div>
<div class="MsoNoSpacing">
<span class="MsoHyperlink"><a href="http://www.autotraining.net/" target="_blank">www.autotraining.net</a></span><o:p></o:p></div>
<div class="MsoNoSpacing">
<br /></div>
<div class="MsoNoSpacing">
P.S. Email <span class="MsoHyperlink"><a href="mailto:etwiggs@autotraining.net" target="_blank">etwiggs@autotraining.net</a></span> to receive <b>5 Tips to Treat Your Customer Like A Millionaire!</b></div>
<br />Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com3tag:blogger.com,1999:blog-2299529975362557986.post-36763265521108729682019-02-12T18:00:00.000-05:002019-02-12T18:25:30.385-05:00Something to Consider When You Feel Like Giving Up<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgd2xWn78VtHAIxXAYBcyjEqH1sz-6o91jifDSin2ouJYqnudMeEC8LpzjTB6N9D-blvmE2H38PW9lSppvui0P5k5vQ0YnyABdYRhikCtJmhaxsQ0Dcmzaft8wlTUaqU7ZKx88EBOToOcw/s1600/AdobeStock_137078565.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Something to Consider When You Feel Like Giving Up -- I Can" border="0" data-original-height="534" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgd2xWn78VtHAIxXAYBcyjEqH1sz-6o91jifDSin2ouJYqnudMeEC8LpzjTB6N9D-blvmE2H38PW9lSppvui0P5k5vQ0YnyABdYRhikCtJmhaxsQ0Dcmzaft8wlTUaqU7ZKx88EBOToOcw/s400/AdobeStock_137078565.jpg" title="" width="400" /></a></div>
<div style="text-align: center;">
<i><b><br /></b></i></div>
<div style="text-align: center;">
<i><b>"You can never tell how close you are, it may be near when it seems far." </b>John Greenleaf Whittier</i></div>
<br />
<strong>Have you ever felt like giving up?</strong> "Mike" and "Harry" certainly did. They were frustrated by their general manager's performance failures. He was highly compensated, but his results weren't on par with his pay.<br />
<br />
In spite of their best efforts to provide training and coaching, sales were slipping, profits were plummeting, and morale was moving in the wrong direction.<br />
<br />
They ran hiring ads to find the right general manager, but only the forklift drivers applied! When they did meet a promising prospect, the candidate would "forget "to show up for the interview! It was truly a frustrating situation.<br />
<a name='more'></a><br />
<br />
One day, while Mike and Harry were attending an out of town business meeting, they stopped into a convenience store to grab some snacks. They were both impressed with the service provided by "Dan" the convenience store manager.<br />
<br />
"We need to hire Dan!" said Harry. "We <strong>can't</strong> do that!" said Mike. "Dan would have to relocate to work for us!" Harry then made the following plea to Mike, "Let's just exchange business cards with him and go from there." So they did.<br />
<br />
Harry called Dan a month later to touch base. What Dan said next caught them by surprise, <strong>"Harry, I'm glad you called. I've been thinking about you guys since you came into my store that day!" </strong><br />
<br />
As it turned out, Dan was frustrated with his work situation and was looking for a change. <strong>He felt like giving up.</strong> They hired him, and he became their general manager! <br />
<br />
Fifteen years later, the business has expanded to five locations and Dan is one of the most successful automotive general managers in the ATI program.<br />
<br />
Here's what we've learned from Mike, Harry, and Dan: <strong>You're only one decision away from being on a better path.</strong> <em>This is something to consider when you feel like giving up. </em><br />
<strong><br /></strong>
<strong>What path are you on right now?</strong> Stay with me to learn what you can do to overcome the urge to give up.<br />
<br />
<h2>
Use Your Imagination </h2>
Wayne State University Professor LV Clark conducted a study of three groups of basketball players for a two week period. The first group was instructed to <strong>imagine</strong> themselves practicing their free throws. The second group of players was told to physically practice, while the third was directed not to practice at all.<br />
<br />
After the two-week test, the players were asked to shoot ten free throws to compare their results with their previous averages.<br />
<br />
The group that didn't practice at all got worse. Not a shocker! But here's what's interesting: <strong>The group that used their imagination showed the same level of improvement as the group who physically practiced. </strong><br />
<br />
Like the basketball players, <strong>whatever you imagine can become your reality</strong>. The best way to use your imagination is to move from <strong>"can't"</strong> to <strong>"could."</strong><br />
<br />
For example, when Mike says, "We <strong>can't</strong> do that," the question to ask is, "What would be possible if you <strong>could</strong>?" This would cause Mike to imagine the possibility of <strong>increased sales and decreased stress</strong>. <br />
<br />
By now, you may be thinking, <em>"Cute stories Coach, but what does this have to do with me?"</em> No worries, because I just <strong>imagined the possibility</strong> of you reading on!<br />
<br />
<h2>
Examples from Your World </h2>
"<strong>Can't</strong> find the right "A" technician? What would be possible if you <strong>could</strong>? This would help you <strong>imagine happier customers and a healthier bank account. The decision to change up your ad can put you on a better path.</strong> <br />
<br />
"Can't use the pricing matrix because your area is different?" What would be possible if you could? This would help you to imagine <strong>finally paying off that line of credit. The decision to actually do what you were taught in the first shop owner's class can put you on a better path. </strong><br />
<br />
"Can't maintain the right car count?" What would be possible if you could? This would help you to imagine <strong>paying for that tropical vacation</strong> that you placed on your goal poster.<br />
<strong><br /></strong>
<strong>The decision to listen to the recordings of your incoming phone calls can put you on a better path. (By the way, 96% of the service advisors we phone shop fail to offer an appointment. Imagine that!)</strong><br />
<strong><br /></strong>
<br />
<h2>
Conclusion </h2>
So, there you have it. Harry's decision to call Dan put their <strong>business</strong> on a better path. Dan's decision to accept the position put his <strong>career</strong> on a better path.<br />
<br />
Using your imagination can motivate you to make that one decision that can put your <strong>life</strong> on a better path. <strong>Now that's something to consider when you feel like giving up!</strong><br />
<br />
Sincerely,<br />
<br />
Eric M. Twiggs<br />
<a href="http://www.autotraining.net/" target="_blank">www.autotraining.net</a><br />
<br />
PS. Looking to change up your hiring ad but don't know where to start? Email <a href="mailto:etwiggs@autotraining.net" target="_blank">etwiggs@autotraining.net</a> to receive <strong>7 Hiring Headlines That Will Make You Stand Out!</strong>Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com1tag:blogger.com,1999:blog-2299529975362557986.post-77072071290792943072019-02-07T14:47:00.000-05:002019-02-07T14:55:10.190-05:00My Biggest Frustration With Selling Service<div class="MsoNormal">
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiu4H-kW-lUQBaSWA5BYJbVLK2qmrz2Az1MBAHQ6LSmBtVMVSYdMDq29H_V_9-wc6ouhnCv4M2TJqOPa8wFI2UnNH4AjpyUgq3wSx-6QwqrcIOBR9zsPFKxuznYMvCvfDMrGO4sXlo7rRs/s1600/AdobeStock_41134939.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="" border="0" data-original-height="649" data-original-width="800" height="323" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiu4H-kW-lUQBaSWA5BYJbVLK2qmrz2Az1MBAHQ6LSmBtVMVSYdMDq29H_V_9-wc6ouhnCv4M2TJqOPa8wFI2UnNH4AjpyUgq3wSx-6QwqrcIOBR9zsPFKxuznYMvCvfDMrGO4sXlo7rRs/s400/AdobeStock_41134939.jpg" title="" width="400" /></a></div>
<div style="text-align: center;">
<i><b><br /></b></i></div>
<div style="text-align: center;">
<i><b>“It ain't what you don't know that gets you into trouble. It's what you know for sure that just ain't so.” </b>Mark Twain</i></div>
<br />
Imagine that “Cliff,” your customer, has dropped off a brown 2007 Toyota Scion with over 115,000 miles. The paint is peeling, the front bumper is missing, and the rear windshield is cracking. If you typed the word <b>“beater”</b> into “Google,” an image of this car would appear!<br />
<br /></div>
<div class="MsoNormal">
After conducting a complete courtesy check, you find that it needs over $3,500 worth of work to include front and rear brakes, the valve cover gasket, and a tune-up. Cliff’s reason for bringing the car to you was to have the oil changed and tires rotated. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Your technician has just handed you the courtesy check and complete estimate. It’s time to call Cliff and present your findings.<br />
<a name='more'></a><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
As you ponder your presentation, you are faced with the following choices:</div>
<div class="MsoNormal">
</div>
<ol style="list-style-type: upper-alpha;">
<li><b>You can advise him to sell the car and avoid quoting any prices to him.</b></li>
<li><b>You can prioritize the ticket based on the immediate safety concerns and advise him to address the other issues at a later time. </b></li>
<li><b>You can present the complete estimate and let him decide.</b></li>
</ol>
<div class="MsoNormal">
Which option did you choose? </div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Oh, by the way, I left out a minor detail: <b>the car belongs to Cliff’s wife “Clara,” and it was given to her as a gift by her grandfather.</b></div>
<div class="MsoNormal">
<b> <o:p></o:p></b></div>
<div class="MsoNormal">
<b>Did that little detail change your decision? </b>Back when I was a service advisor, it would have changed mine! <b>I would have made a major decision without having all the necessary information.</b><o:p></o:p></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
<b>My biggest frustration with selling service was having to present an estimate total that was higher than what I believed the car was worth. </b>If you happen to share my frustration, I have some good news: </div>
<div class="MsoNormal">
<b> <o:p></o:p></b></div>
<div class="MsoNormal">
<b>You can cure your frustration, by getting the right information. </b>Keep reading to discover how to get the right information. </div>
<h2>
<span style="font-size: 14pt; text-align: center;">Get Curious</span></h2>
<div class="MsoNormal">
<b>What if I offered you $1,000 to jump out of a perfectly good, 747 airplane without a parachute?</b> Would you do it? You would probably say no, and ultimately get frustrated if I kept asking.</div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
What if I told you the 747 was on the ground and NOT in the air? Did that little detail change your decision? <b>Not having the right information, would cause you to leave money on the table!</b> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>How much money are you leaving on the table at your shop</b>? <b>The solution is to get curious. <o:p></o:p></b></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
In his book <span class="MsoHyperlink"><a href="https://www.amazon.com/Just-Listen-Discover-Getting-Absolutely/dp/0814436471" target="_blank">Just Listen,</a></span> Mark Goulston writes that <b>new knowledge is built on old knowledge.</b> In other words,<b> our natural tendency is to evaluate situations based on what we think we already know. </b></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
For example, we automatically think that jumping out of a 747 is a bad idea! We automatically think that someone <b>driving a “beater” has a limited budget.</b> Instead of going with what you think you know<b>, I challenge you to get curious. </b><br />
<b><br /></b></div>
<h2 style="text-align: left;">
<span style="font-size: 14pt; line-height: 107%;">Curiosity At Your Shop</span></h2>
<div class="MsoNormal" style="text-align: left;">
The first step to getting curious, is to <b>visit the vehicle with the customer.</b> This can help to <b>break the ice</b> and <b>build trust</b>.</div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Next, ask the following question:<b> ”What are your plans for the vehicle?”</b> This is a critical question to help you get the right information. </div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
I’ve had customers respond with, <b>“I’m getting rid of the car in three months!”</b> This statement triggers my curiosity, and prompts me to ask, <b>“You’re getting rid of the car in three months?”</b> <o:p></o:p></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
Just asking the question, breaks the ice, and begins the process of establishing rapport. <b>“Getting rid of the car,”</b> is usually <b>a default answer</b> that’s used to avoid being pressured into an unwanted purchase. Like when you said, <b>“I’m just looking!”</b> while browsing at the clothing store during the holidays! </div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<b>Repeating the customer's exact words in your question</b> shows that you’re listening and helps them to feel understood.</div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<b>Once they feel understood, they will share the important details that you need to help them make the right decision. </b> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<h2 style="text-align: left;">
<span style="font-size: 14pt; line-height: 107%;">Conclusion</span></h2>
<div class="MsoNormal" style="text-align: left;">
The scenario with the 2007 Toyota Scion has an interesting twist. <b>It’s real!</b> Larry, a service manager working at an ATI shop, had an encounter with this customer.</div>
<div class="MsoNormal" style="text-align: left;">
<br /></div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
By getting curious, he discovered all the details I mentioned about the wife and the grandfather. Armed with the right information, <b>Larry chose option C and presented the complete $3500 estimate. <o:p></o:p></b></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
“Cliff” approved the work and left the shop happy<b>. If you get curious, your customers will leave happy, and you will cure your frustration by getting the right information!<o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Sincerely,<o:p></o:p></div>
<div class="MsoNoSpacing">
Eric M. Twiggs<o:p></o:p></div>
<div class="MsoNoSpacing">
<span class="MsoHyperlink"><a href="http://www.autotraining.net/" target="_blank">www.autotraining.net</a></span><o:p></o:p></div>
<div class="MsoNoSpacing">
<br /></div>
<br />
<div class="MsoNoSpacing">
PS. Listening is a critical step to getting the right information. Email <span class="MsoHyperlink"><a href="mailto:etwiggs@autotraining.net" target="_blank">etwiggs@autotraining.net</a></span> to receive <b>The 7 Secrets To Becoming a Great Listener. <o:p></o:p></b></div>
Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com1tag:blogger.com,1999:blog-2299529975362557986.post-39687351075637521292019-01-30T07:00:00.000-05:002019-01-30T12:55:40.600-05:00How to Regain Your Swagger at The Shop<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjk1cTWMyJhRJ9oOOsfWrLVX6XcvDeT3NpRzlQbwWub2h3CZlvaunMrICruj9GU5MkRDjj0ETYRAODWV-DyVV2SJp9IZNhxJfAEyE5kr75Y4WSH492UnneHYtiamlUcWa5DURNdKWHOqY8/s1600/AdobeStock_127111397.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="534" data-original-width="800" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjk1cTWMyJhRJ9oOOsfWrLVX6XcvDeT3NpRzlQbwWub2h3CZlvaunMrICruj9GU5MkRDjj0ETYRAODWV-DyVV2SJp9IZNhxJfAEyE5kr75Y4WSH492UnneHYtiamlUcWa5DURNdKWHOqY8/s400/AdobeStock_127111397.jpg" width="400" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
</div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><br /></i></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">“Skill and confidence are an
unconquered army”</i></b> <i style="mso-bidi-font-style: normal;">George
Herbert</i><o:p></o:p></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div class="MsoNormal">
The year was 2012 and I was frustrated.<span style="mso-spacerun: yes;"> </span>I was frustrated by the fact that I couldn’t
move “Jack.” Jack is a shop owner who was failing to achieve his profit goals. He and
I would speak every week, but the results didn’t change.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="MsoNormal">
<span style="mso-spacerun: yes;"><br /></span></div>
<div class="MsoNormal">
We improved his<b style="mso-bidi-font-weight: normal;">
pricing,</b> but never experienced the <b style="mso-bidi-font-weight: normal;">payoff.</b>
We implemented new <b style="mso-bidi-font-weight: normal;">processes</b> but failed to see the <b style="mso-bidi-font-weight: normal;">performance.</b><span style="mso-spacerun: yes;"> </span>We hired new<b style="mso-bidi-font-weight: normal;"> people</b> but didn’t enhance <b style="mso-bidi-font-weight: normal;">production.</b><span style="mso-spacerun: yes;"> </span>What was I missing?<br />
<a name='more'></a><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
My frustration had reached its boiling point.<span style="mso-spacerun: yes;"> </span>On one of our coaching calls, I said, <b style="mso-bidi-font-weight: normal;">“Jack, I coach 80 shops, and you rank 79<sup> </sup>out of 80 in Gross Profit Dollar Improvement!”<span style="mso-spacerun: yes;"> </span></b></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;"><span style="mso-spacerun: yes;"> </span><o:p></o:p></b></div>
<div class="MsoNormal">
His response revealed what I was missing: <i style="mso-bidi-font-style: normal;">“Great!<span style="mso-spacerun: yes;"> </span>At least I’m not in last place!”<span style="mso-spacerun: yes;">
</span><o:p></o:p></i></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;"><br /></b></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;">Clearly, Jack had
lost his “swagger” at the shop!<o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<h2 style="text-align: left;">
<b style="mso-bidi-font-weight: normal;"><span style="font-size: 14.0pt; line-height: 107%;">What is Swagger?</span></b></h2>
<div class="MsoNormal">
The dictionary defines swagger as<b>, walking and behaving in a very confident manner. </b>For example, when I ask you to name the
best professional athlete in America, who comes to mind?<b> The typical answer is Tom Brady. (Yes, get over it!)</b></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
Now, when I ask you to name the best shop owner that you’ve
ever been around, who comes to mind? You
may name one of the <b style="mso-bidi-font-weight: normal;">ATI Top 12 Shop
owners</b> that you met at the Super Conference or in your 20 group. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I don’t know who you thought of in either scenario, but I do
know this:<span style="mso-spacerun: yes;"> </span><b style="mso-bidi-font-weight: normal;">Whoever you named, has tons of swagger. </b>I know this because it’s<b style="mso-bidi-font-weight: normal;"> impossible to become the best of the best
without it!<span style="mso-spacerun: yes;"> </span><o:p></o:p></b></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;"><span style="mso-spacerun: yes;"><br /></span></b></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;">The root cause of
swagger is a confident expectation.<span style="mso-spacerun: yes;"> </span></b>For
example, if you asked Tom Brady, who he thinks will win the upcoming Super
Bowl, <b style="mso-bidi-font-weight: normal;">he’s not picking his opponent, the
Rams!</b><span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="MsoNormal">
<span style="mso-spacerun: yes;"><br /></span></div>
<div class="MsoNormal">
On the other hand, Jack’s greatest expectation was to avoid
last place!<span style="mso-spacerun: yes;"> </span>What about you?<span style="mso-spacerun: yes;"> </span>What results do you expect from your shop? Swagger is important because over time, <b style="mso-bidi-font-weight: normal;">what you expect, will show up in your
experience. <o:p></o:p></b></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;"><br /></b></div>
<div class="MsoNormal">
By now you may be thinking<b style="mso-bidi-font-weight: normal;">: “This all sounds great Twiggs, but how can I have ‘swag’ with
everything that’s going wrong at my shop?”</b><span style="mso-spacerun: yes;"> </span>If you can resist the urge to
press that delete button, you will <b style="mso-bidi-font-weight: normal;">discover
a key idea to help regain your swagger at the shop!<o:p></o:p></b></div>
<div class="MsoNormal">
<b><span style="font-size: 14.0pt; line-height: 107%;"><br /></span></b></div>
<h2>
<b><span style="font-size: 14.0pt; line-height: 107%;">Document Your Victories</span></b></h2>
<div class="MsoNormal">
During my coaching calls with Jack, I would begin by asking
him, <b style="mso-bidi-font-weight: normal;">“What’s on your mind?”</b><span style="mso-spacerun: yes;"> </span>He would respond by telling me all about the
shortage of good technicians, the major fleet account he lost three years ago,
and how <i style="mso-bidi-font-style: normal;">“these millennials just don’t
want to work!”<span style="mso-spacerun: yes;"> </span><o:p></o:p></i></div>
<div class="MsoNormal">
<i style="mso-bidi-font-style: normal;"><span style="mso-spacerun: yes;"><br /></span></i></div>
<div class="MsoNormal">
It was always a lengthy conversation with him doing 80% of
the talking! <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
One day I decided to change things up.<span style="mso-spacerun: yes;"> </span>I started the call by asking, <b style="mso-bidi-font-weight: normal;">“Tell me about your WINS since we spoke
last?” </b>I was met with awkward
silence, followed by a series of filler words! (Err, <i style="mso-bidi-font-style: normal;">Um, Uh…)</i> He was at a loss
for words!<span style="mso-spacerun: yes;"> </span><b style="mso-bidi-font-weight: normal;">It was hard for him to speak about the positives because he was
focused on the negative.</b></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;"><span style="mso-spacerun: yes;"> </span><span style="mso-spacerun: yes;"> </span><o:p></o:p></b></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;">What are you focused
on?<span style="mso-spacerun: yes;"> </span></b>When
you think about the wrong parts deliveries, irate customers, job applicant
no-shows, and the financial pressures that come with owning a shop, it’s easy
to focus on the negative.<span style="mso-spacerun: yes;"> </span><b style="mso-bidi-font-weight: normal;">The solution is to document your victories.</b></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;"><span style="mso-spacerun: yes;"> </span><o:p></o:p></b></div>
<div class="MsoNormal">
Start by grabbing a notepad and <b style="mso-bidi-font-weight: normal;">making a daily list of your victories. For example,</b> when you complete
your morning exercise routine like you said you would, <b style="mso-bidi-font-weight: normal;">write it down.</b><span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
When you have that difficult conversation with the employee you’ve been avoiding, <b style="mso-bidi-font-weight: normal;">write it down.</b><span style="mso-spacerun: yes;"> </span>When you
convert that irate complainer, into a referring customer, <b style="mso-bidi-font-weight: normal;">write it down.<span style="mso-spacerun: yes;"> </span><o:p></o:p></b></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;"><br /></b></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;">The more you commit
to documenting your victories, the more victories you’ll have to document.<span style="mso-spacerun: yes;"> </span></b>This
will cause you to develop swagger, because now <b style="mso-bidi-font-weight: normal;">you expect to have victories to write about! <o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
When you have those days when everything is going wrong, you
can review your victories list, and shift your focus!</div>
<div class="MsoNormal">
<br /></div>
<h2 style="text-align: left;">
<b style="mso-bidi-font-weight: normal;"><span style="font-size: 14.0pt; line-height: 107%;">Conclusion</span></b></h2>
<div class="MsoNormal" style="text-align: left;">
So, there you have it. By focusing on his wins, Jack started to experience<b> better</b> profit results.
Today, Jack can leave his shop for weeks at a time and return to a<b> better </b>business.<b> He has regained his swagger! </b></div>
<div class="MsoNormal" style="text-align: left;">
<b><br /></b></div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
If you commit to making a daily victories list, <b style="mso-bidi-font-weight: normal;">you can regain your swagger at the shop!<span style="mso-spacerun: yes;"> </span></b>You may never win the Super Bowl.<span style="mso-spacerun: yes;"> </span>You may never make the <b style="mso-bidi-font-weight: normal;">ATI Top 12.</b><span style="mso-spacerun: yes;"> </span>But with
swagger, you can get <b style="mso-bidi-font-weight: normal;">better!</b><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Sincerely,<b><o:p></o:p></b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNoSpacing">
Eric M. Twiggs<o:p></o:p></div>
<div class="MsoNoSpacing">
<span class="MsoHyperlink"><a href="http://www.autotraining.net/" target="_blank">www.autotraining.net</a></span><o:p></o:p></div>
<div class="MsoNoSpacing">
<br /></div>
<div class="MsoNoSpacing">
PS.<span style="mso-spacerun: yes;"> </span>Email <span class="MsoHyperlink"><a href="mailto:etwiggs@autotraining.net" target="_blank">etwiggs@autotraining.net</a></span>
to receive a checklist of additional
best practices to regain your swagger!</div>
Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com1tag:blogger.com,1999:blog-2299529975362557986.post-40433895942296365652019-01-23T07:50:00.000-05:002019-01-23T07:50:02.707-05:00How to Achieve Relentless Success at Your Shop<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhR1v1B6vQSV7X7Q4MEPcTrb_QhMkLPornuOukbbTMzfLF9omxOW3KhL3AeDzG_8sJMjbjvDBPPNOZVLvb0sSIjqH53S2dr4lrS9zKzTEM0gX19VlshMLkRIcpaVUJUTJTj2Qm_kEkDdGs/s1600/AdobeStock_57407941.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="Looking in the mirror" border="0" data-original-height="436" data-original-width="800" height="217" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhR1v1B6vQSV7X7Q4MEPcTrb_QhMkLPornuOukbbTMzfLF9omxOW3KhL3AeDzG_8sJMjbjvDBPPNOZVLvb0sSIjqH53S2dr4lrS9zKzTEM0gX19VlshMLkRIcpaVUJUTJTj2Qm_kEkDdGs/s400/AdobeStock_57407941.jpg" title="" width="400" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<div style="text-align: center;">
<b><i>“The biggest room in the world is the room for improvement.”</i> Helmut Schmidt</b></div>
<br />
In his book, <i><a href="https://www.amazon.com/Relentless-Unstoppable-Tim-S-Grover-ebook/dp/B008O4TY3I" target="_blank">Relentless, From Good To Great To Unstoppable</a></i>, Tim Grover tells the story of how he became the personal trainer of choice for professional basketball players in the NBA.<br />
<br />
Back in the late 1980s, Tim was a 25-year-old, with no prior experience working with pro athletes. He was hoping to get his big break.<br />
<br />
He picked up the phone and contacted the local team offering his <b>performance improvement</b> services. He called all twelve players on the roster leaving messages for them to get back with him. Eleven of the twelve ignored the call.<br />
<a name='more'></a><br />
The local team he reached out to was the Chicago Bulls. <b>The only player who returned his phone call was Michael Jordan.</b><br />
<br />
By now you may be thinking, <i>“Great Story Twiggs, but why was Jordan, <b>the Top NBA player</b>, the <b>most</b> interested in performance improvement?”</i><br />
<br />
It’s the same reason that the <b>Top Shop Owners</b> are the most active in their <b>20 Groups</b>, watch the most training webinars, and attend the most <a href="https://www.autotraining.net/superconference19/" target="_blank"><b>SuperConferences</b></a>.<br />
<br />
Michael Jordan and the Top Shop owners recognize the following truth: <b>You don’t have to be bad to get better! </b><br />
<b><br />
</b> <b>Once you embrace this idea, you can achieve relentless success at your shop.</b> <br />
<b><br /></b>
<div>
<b> </b> <br />
<h3>
<span style="font-size: large;">The Biggest Barrier to Relentless Success</span></h3>
<div>
<br /></div>
<div>
Several years ago, I was assigned a new shop. The owners sent their service advisor named “Sam” to the service advisors class in Baltimore.</div>
<br />
I noticed that Sam was sitting in the back of the room with his arms folded. He was wearing a frown on his face.<br />
<br />
Before I could say “hello,” he interrupted me with the following statement, <i>“I don’t know why they sent me here! I don’t need training! I’ve been doing this for 20 years and could teach this class!"</i><br />
<br />
Later I spoke with his Shop Owner and was “shocked” to discover that <b>Sam ranked third out of the shop’s three service advisors in EVERY measurable performance category!</b><br />
<br />
My experience with Sam brought the following trend to my attention: <b>Those who are the most resistant to training, are also the least likely to become successful.</b><br />
<br />
They never get better because they <b>mistake the need for improvement as a sign of weakness</b>. Do you know anyone who has this problem? Do they work at your shop? Did you see them in your mirror this morning?<br />
<br />
The belief that the need for improvement is a sign of weakness is the barrier that will keep you from experiencing relentless success. As you read on you will uncover the critical step, that can break down this barrier, and allow you to experience the success you desire.<br />
<br />
<h3>
<span style="font-size: large;">Start with Yourself</span></h3>
<br />
Years ago, I was taking a leadership class, and the instructor had us do an interesting exercise. He asked everyone to stand and stretch our arms pointing our index fingers to our opposite sides. As he was speaking, he demonstrated this behavior <b>in front of us so that we could see his example. </b><br />
<br />
Next, he asked us to take both index fingers and <b>touch our chin</b>. But this time, <b>while he was telling us to touch our chin, he intentionally demonstrated a different behavior by touching his nose. </b><br />
<br />
About 90% of the class ignored his verbal instruction and touched their noses even though <b>he said to do otherwise. In other words, his demonstration spoke louder than his words.</b><br />
<b><br />
</b> <b>When it comes to continuous personal improvement, what behaviors are you demonstrating in front of your team?</b><br />
<br />
If you’re always reading self-improvement books, your people are more likely to become readers as well.<br />
<br />
However, if you tell your technician to get current with his ASE certifications, but you aren’t current with your ATI classes, he may pay closer attention to what you do, than what you say! <b>Your demonstration is speaking louder than your words.</b><br />
<b><br />
</b> <b>If you mistake the need for improvement, as a sign of weakness, then so will he.</b> The critical step to achieving relentless success at your shop is for YOU to do at least one personal improvement activity every day.<br />
<br />
The following are examples of personal improvement activities to get you started. I have included links to help you access additional information.<br />
<ul>
<li><a href="https://www.entrepreneur.com/article/325302" target="_blank">Reading Books</a></li>
<li><a href="http://drivingchangeatati.podbean.com/" target="_blank">Listening to The ATI Podcast</a> </li>
<li><a href="https://www.autotraining.net/newsandresources_articles.htm" target="_blank">Reading articles</a> </li>
<li><a href="https://cpts2.autotraining.net/Account/Login" target="_blank">Attending classes</a> </li>
<li><a href="https://www.youtube.com/playlist?list=PL96676E4FEE9CA242" target="_blank">Watching training videos</a></li>
</ul>
<br />
<h3>
<span style="font-size: large;">Conclusion</span></h3>
<br />
So, there you have it. Michael Jordan is arguably the greatest ever to play the game.<b> He never viewed the need for improvement as a sign of weakness.</b> Instead, he led by example and demonstrated the right behaviors.<br />
<br />
If you commit to doing the same, you can be like Mike, and <b>achieve relentless success at your shop!</b><br />
<br />
Sincerely,<br />
<br />
Eric M. Twiggs<br />
<a href="https://www.autotraining.net/" target="_blank">www.autotraining.net</a><br />
<i><br />
</i> <i>P.S. Looking to provide training for your technicians, but don’t know where to start? Email <a href="mailto:etwiggs@autotraining.net" target="_blank">etwiggs@autotraining.net</a> to receive my <b>Top 5 Technician Training Sites.</b></i></div>
Automotive Training Institutehttp://www.blogger.com/profile/09763567588653313484noreply@blogger.com0