How To Become An Unstoppable Shop Owner This Year

Success is the sum of small efforts, repeated day in and day out.  Robert Collier

Have you ever attended a training class looking for "the silver bullet?" I thought about this as I watched a documentary on legendary football coach Vince Lombardi. Lombardi is considered to be the greatest coach of his era. He would conduct clinics for assistant coaches around the league who were seeking the secret to his success.

How To Become The Best of The Best

How To Become The Best of The Best

By

Eric M. Twiggs

One reason people resist change is because they focus on what they have to give up instead of what they have to gain.  Rick Godwin

What separates the Top Shops from everyone else?  I pondered this while attending the awards banquet last week at the ATI Super Conference.  Out of 1400 shops in the program, only 12 are recognized as the Best of the Best based on their results and community involvement.  The answer to my question was revealed as I reviewed the name badges of each award winner.    

Upon registration, each conference attendee is given a name badge to wear around their neck.  This year, we labeled each badge with a listing of the previous Super Conferences the owner has attended.  When looking at the names of the Top Shops I observed an interesting trend: Each winner had attended at least 5 consecutive conferences. 

This begs the following question: Are they able to go every year because of their success or are they successful because they go every year?  I say neither.  The fundamental reason for their success, is their habit of making decisions that pay for themselves. 

Most shop owners only focus on the short term costs while ignoring the long term benefits.

For example, I have spoken with several clients who have told me the following: “I can’t send my writer to class for two days, because I’ll have to work the counter.”

The top shops, on the other hand, are willing to make this sacrifice knowing that one implemented idea from their advisor can pay for his trip!  So what other decisions do the best of the best shop owners make that payoff down the road?   Stay with me and you will learn about the two decisions these leaders have in common.  

Digital Tablet Courtesy Checks

While conducting my “Top Shop study”, I discovered some interesting trends. First, 11 of the 12 award winners are using a tablet based courtesy check system.  Secondly, the tablets chat feature, which allows tech’s to instantly communicate with the writers, customers, and each other, has reduced total nonproductive time by an average of 115 minutes per day in these locations!

The monthly fee ranges anywhere from $229 to $400 per month, depending on the provider and the chosen plan. The decision to invest in the digital tablets would pay for itself, even if you only sold one additional estimate per month. 

Imagine what your checkbook would look like if you sold an extra estimate per day in comparison to the paper courtesy check system!

Designated Service Manager

It’s hard to see the picture when you’re stuck inside the frame.   In other words, it’s difficult to focus ON your dreams while working IN the business.   This explains why each top shop has a designated service manager running their day to day operation.  The best examples of this are the most recent ATI Shop of the Year Award Winners Dave & Jan Murphy, owners of Murphy's Autocare. 

When they started their business back in 1994, Dave was the designated service manager at his location.  He worked around the clock and was unable to leave without closing the shop. Six years later he hired his replacement in spite of his fears of not being able to afford him.  This was a decision that paid for itself.

Today, Dave & Jan take an average of 12 weeks of vacation every year.  When they aren’t vacationing they attend 20 group meetings, ATI classes, and various industry conferences, while their designated service manager runs the shop.

The Murphy’s are sticklers for doing an annual goal poster.  It’s easier for them to see the pictures because they aren’t stuck in the “frame”. 

Summary

Becoming a top shop has everything to do with making decisions that pay for themselves.  Attending the Super Conferences, investing in the digital tablets, and hiring a designated service manager, will cause your customers to view you as the best of the best!

Sincerely,

Eric M. Twiggs

The Accountability Coach

www.autotraining.net

PS.  The best of the best service manager candidates are not actively looking for you.  Email etwiggs@autotraining.net and I will send you 5 specific strategies to attract these passive job seekers.

The Easy Button

  

"Most people have the will to win, few have the will to prepare to win. Bobby Knight

The year was 2007, and I was the new District Manager for twelve shops that ranked in the bottom 10% of the company in profits.   My first visit was to the Salisbury Maryland location to meet "Dave", the service manager. 

 Here is how our conversation went:  "Dave, are you scheduling the next service for your customers?"  "No, Eric, our customers in this area don't like to be scheduled."

 "Why aren't the tech's doing the courtesy checks?”  "I tell them to do it, but they don’t believe in them."  "Dave, why are the technicians wearing sneakers instead of the safety toed boots?"   "Eric, the guys feel that the sneakers are more comfortable." 

Raising his voice, Dave asked: "show me in writing where it says I have to get my guys to exit schedule, do courtesy checks, and wear safety toed boots?" 

 I responded like any graduate of the George Zeeks School of Leadership would:   I grabbed the yellow legal pad from his desk, ripped off the first page, and wrote: YOU have to get  your guys to exit schedule, do courtesy checks, and wear the safety toed boots!   I handed him the paper and said:  "Now you have it in writing!!"

Later that day, I wondered what kept the Salisbury team from implementing the processes.  And then it hit me.  They were looking for the easy button.

Everyone working for you wants to succeed.  I'm sure your tech doesn't go home bragging to his spouse about having the most comebacks!   Since its human nature is to choose the path of least resistance, people will default to what's easy if your standards are unclear. 

So what can you do to keep your team from ignoring the processes and pushing the easy button?  As you keep reading, you will pick up two ideas to improve your team's compliance. 

Communicate Your Non Negotiables

I recall having a shop meeting where I explained in great detail how to fill out the courtesy checks and why it was a good idea.  With a smug look on his face, one of the techs asked me:  "what's in it for me to fill out the form?" 

 I responded by reminding him how he would get the benefit of continued employment at the shop!  I never had an issue with him doing courtesy checks after that, because he realized this was a non-negotiable.

When enforcing on your non-negotiables, ask your people if they believe that what you are asking for is good for the car, the company, and the customers.  Have them explain how and why all three areas will benefit.  

 It will be hard to push the easy button, after they tell you the process is helpful for the customer, company and car. 

Conduct Your One On Ones

The weekly one on ones, give you an opportunity to check in with your team member to review his execution of the non-negotiables.  I recommend creating a show me list of items he will bring to the weekly meeting. 

 For example, if following the phone process is on your list, have him show you the completed phone log for that week.  For exit appointments, he can bring the daily tracker that details who was exit scheduled. 

Having your meeting on the same day at the same time each week creates accountability.   He will be less likely to push the easy button on Monday, if he knows you will ask him about it on Wednesday at 2pm.  Your people will respect what you inspect.   

Conclusion

I communicated my non-negotiables and conducted weekly one on ones with Dave, my service manager. 

 Within a few weeks, he became one of my best managers and a solid team player who helped me enforce the processes in other locations.  If it worked for me, why not you? 

  

Sincerely,

Eric M. Twiggs

The Accountability Coach

www.autotraining.net

  

PS.  Looking for an easy step by step process for conducting One on One's?  Email etwiggs@autotraining.net  and I will send you the 5 steps to an effective one on one!

Addition By Subtraction

Addition By Subtraction

By

Eric M. Twiggs

"Don't be afraid to give up the good to go for the great" John D Rockefeller

"Tom" had been writing service for 15 years.  He thought he knew his customers, and what they could afford.   Business was trending down for the past six months and "Greg",the shop owner, didn't know why. 

One thing he was sure of was that it had nothing to do with Tom and his performance.   Both he and Tom blamed the negative trend on the local economy.  After all, their tool guy just told them about all of the other area shops being slow. 

I decided to phone shop Tom and was "shocked"(ok, not really) to learn that he made no attempts to ask for the appointment or invite the customer to the location.    In spite of Greg's coaching and follow up, Tom failed a second phone shop the following week by not asking for the business.

Feeling the financial pressure, Greg decided to eliminate Tom's position and take over the role of service manager himself. 

You’ll never guess what happened next.  Weekly sales improved by an average of $6k, and have exceeded $20k ever since.  Several customers told Greg they were glad to see Tom go and would not have come back if he was still there!   This is classic case of addition by subtraction.

When trying to get to the next level, it's natural to think about what needs to be added to achieve your goals.  Greg's story teaches us that sometimes it's the process of elimination that leads to elevation. 

As we embark on a new year, I pose the following question:  What do you need put down in order to move up?   As you read on, you will learn about two specific areas where this applies.

  

Perspective

Do your beliefs line up with where you're trying to go?  For example, if your goal is to improve cash flow, but you don't believe in pricing properly, your perspective is the problem.   Ask any of the shop owners who made it to The Top 50, and they will confirm that their cash flow improved once they eliminated their limiting beliefs about the business. 

They raised their labor rate only to discover that the anticipated angry mob of customers carrying pitch forks, never showed up at their doors!  Feel free to contact me to ask about speaking to a shop owner experiencing similar challenges as you but achieving better results. 

Talking with someone who’s getting results,can change your perspective.  If someone else is doing it, it has to be doable! 

People

 Elite organizations view hiring as a process of elimination and NOT of inclusion.  In other words, they hire tough so they can manage easy.  Google for example, only hires .2% of the three million candidates that apply each year. 

They have a structured and rigorous selection process that includes an online application, phone screening, five on site interviews, reference checks, and several assessment tests!  Their goal is to weed out the unqualified candidates from the process, so they are left with only the "A" players.  Is your hiring a process of elimination or desperation?

The feeling of desperation will cause you to add unqualified people to your team, who will subtract your customer count.    Google can be selective because they always have applicants to choose from.  If you only recruit when you have an opening, it will be harder to adopt the elimination mindset when interviewing!

Summary

Greg's winning streak began by losing the wrong service manager.   If you are willing to lose your limiting beliefs and weed out the unqualified candidates, you too can benefit from addition by subtraction. 

Happy New Year,

Eric M. Twiggs

The Accountability Coach

www.autotraining.net

PS.  Are limiting beliefs adding to your frustration while subtracting from your bottom line?  Email etwiggs@autotraining.net and I will send you a listing of 7 Books that will elevate your thinking in 2016!!

Are You The Little Engine That "Can't?"

Are You The Little Engine That "Can't?"

By

Eric M. Twiggs

Whether you think you can, or you think you can't--you're right.” Henry Ford

"Rob" was the little engine that can't!  Every week, he told me all the reasons why he couldn't raise his prices. When I asked him about his labor rate, he responded:  “I can't raise my labor rate, because all the shops in this area are cheaper." 

 I reminded him about the correct way to charge for diagnostics, only to have him say: “I can't charge that much, because the parts house down the street scans the codes for free!" 

 We would talk about his low parts margins and he replied: “I can't use the matrix, because my customers can't afford it.   Unlike the little engine from the famous story, Rob's chant was “I think I can't, I think I can't, I think I can't!!"  Do you know anyone like Rob?   

Things took an interesting twist when he hired "Jack", as the entry level service advisor.  Jack was new to automotive, but had spent the previous two years in a retail sales position.  One day, Jack was working with a customer and her Chevy Silverado that needed an engine.  

Since he was new, he didn't know that he wasn't supposed to use the parts matrix like he was taught on the ATI training video.    Since the matrix was posted behind the counter, he used it on the remanufactured engine.

In a shop where the customers “didn't have the money," Jack managed to sell the engine for $8,300 to include parts and labor!  They finished the week with $21,000 in total sales, which was their best week of the year!

Is there a "Jack" out there, who could come to your location and make the sale you believe to be impossible?    The late author Jim Rohn said it best when he said: "your income is primarily determined by your philosophy and not the economy."     Stay with me and you will learn two philosophies that can increase your weekly income.

  Value

What is it about your service that exceeds the customers' expectations and leaves them saying WOW?  This is the question that must be answered before you say that you're too expensive.  It's a proven fact that people will pay if they believe they're getting the appropriate value in return. 

 The real question is never about the price.  The customer is really asking if the service is worth the money.   The commitment to delivering an experience that justifies the price is what will grow your income. 

A key to your success is to focus more on what you can do, than what you can't.  You can't control the economy, but you can control your delivery. 

 Accountability

A victim is defined as a person who suffers a negative outcome because of someone or something outside of themselves.  For example, anyone who blames the customers and the competition for their result is playing the role of a victim. 

The problem is that you won't fix what you don't believe to be your fault.    Instead of saying, “I can't…" ask yourself the following question: “What CAN I do, to improve?"  The victim says:" My customers don't have the money."  The seller who is accountable will ask: “What is it about my presentation that needs to change?" 

If you are truly accountable, you work from the assumption that everything is your fault.   If the customer was to blame in my earlier story, Jack would have never made the sale.

Conclusion

So there you have it.  Embracing the philosophies of value and accountability can increase your weekly income.  This will help you to realize that the light at the end of the tunnel is NOT a train!    

I think I can, I think I can, I think I can!

Sincerely,

Eric M. Twiggs

The Accountability Coach

www.autotraining.net

PS. Do you still believe that price is the customers #1 concern?   Email me at etwiggs@autotraining.net  and I will send you a list of the 7 factors that motivate a customer to buy.  Mentioning these motivators during your estimate presentation will improve your sales! 

Have You Been Kicked By The Cold Foot?

Have You Been Kicked By The Cold Foot?

By

Eric M. Twiggs

"A leader has the right to be beaten, but never the right to be surprised". – Napoleon 

The year was 2007 and my shop was like a sinking ship!   Customer complaints were increasing while gross profit was decreasing.  This location had been without a service manager for eight weeks and morale was at an all-time low.   But everything was about to change because I had just interviewed “Greg“for the position.   

Greg was so good that if you were to “Google” the term “A player”, his picture would come up!  He was referred to me by several people in my organization because of his track record of success in the market.

He accepted my offer and turned in his two week notice to his employer.  I had completed the hiring process and could now cross “find a service manager” off of my to-do list, right?    

Well, let’s fast forward two weeks.  It’s Monday morning and I get a call from my assistant asking if I had heard from Greg yet.  Uh-oh!   He was a no-show, and wouldn’t return our phone calls.

Since I only recruited when I had an opening, I didn’t have a “plan B” and had to start the hiring process all over again.  It wasn’t until six weeks later that I had a new manager in place.  It took four weeks to find him, and two weeks for him to finish with his current employer.   I had been kicked by Greg’s cold foot! 

The term cold feet is used to describe someone who makes a commitment,  then gets nervous and changes their mind before following through.   Have you ever been kicked by the cold foot of an “A” player?  Keep reading and you will learn two strategies to avoid those cold feet. 

Stay Connected

How would you react if you’re most productive employee told you she was leaving?  I bet you wouldn’t just shake her hand and say “Ok, nice knowing you!”  You would make an honest effort to convince her to stay, wouldn’t you?

The key to staying connected, is anticipating the fact that your competition will also do their best to keep a great person from leaving to go work for you.    

Two weeks is a long time for a top performer who is about to make a life changing decision.   I recommend checking in with the person a minimum of twice a week until they show up for their first day.

Helping them move their tool boxes, and having them stop by to complete paperwork, are basic steps that can increase their level of commitment. 

 Many of my clients, along with their spouse will meet with the potential hire and their significant other for a “welcome dinner.”  This gives your candidate the chance to connect with you on an interpersonal level in a different setting.    If they feel a connection with you, they will be less likely to get cold feet. 

Stay Consistent

Most shop owners end their search once they believe they have found the right person.  Keep in mind that’s it’s possible for YOU to get cold feet after they show up for work!  What if they aren’t as good as advertised? 

The best way to stay consistent, is to continue collecting resumes while you wait on your new hire. This will give you a backup plan in case they don’t pan out. 

Based on my experience, the average time period from the start of the search process to the employees first day on the job, is six weeks.  You will feel like kicking yourself, if you have to endure six more weeks of unhappy customers.

Summary

Do you currently have a new hire your waiting on that's working out their two week notice?  If you stay connected and consistent, you can avoid being kicked by their cold foot. 

Sincerely,

Eric M. Twiggs

The Accountability Coach

www.autotraining.net

PS. Are you tired of being kicked by the cold foot of “A” players?   Email etwiggs@autotraining.net  and I will send you my "Cold Foot Prevention Plan." 

The Secret To Becoming World Class

The Secret To Becoming World Class

By

Eric Twiggs

"The finish line is just the beginning of a whole new race"  Unknown

Do you know the secret to becoming world class?   The following story about Pro basketball star Kobe Bryant will reveal the answer.   Kobe has already accomplished his goals and achieved great success in his career. "Rob", his personal trainer, was hired to get him in shape to play in the summer Olympic Games for Team USA. 

The night before the first scrimmage, he gets a call from Bryant at 3:30am asking for help with conditioning work.  Rob arrived to the practice facility at 4:30am to find Kobe alone and drenched in sweat from his individual workouts as if he had just taken a swim!  They worked out together until around 6am, and Rob went back to his hotel and crashed.

Rob then woke up and dragged himself to the practice facility again at 11am.  He noticed all the Team USA players practicing on one side of the court except for Kobe, who was by himself on the other court shooting baskets.

Rob approached him and said. "Great work last night.  When did you finish?" "Finish what?" replied Kobe.  "Getting your shots up?  What time did you finish your workout and leave the facility?" 

Kobe's response tells us the secret. "Oh, I never left.  I have to make 800 shots at the end of each workout and I'm still working!   Why would someone who has already succeeded, put himself through this grind? 

It's because, the secret to becoming world class is realizing that you're never finished!  Think about the last graduation ceremony you attended.  They referred to it as a commencement right?  

The dictionary defines commencement as a beginning or start.  In other words, the real work begins once you have experienced success.  Our world is always changing.  If you stop working, you will fall behind. So, what areas of your business should you always be working on? 

Keep reading and you will be two steps closer to becoming world class!

People

Imagine having the opportunity to purchase a new shop, and staff it with your dream team.  You could have the best writer in town, writing for the best technicians in the industry.

Now look at your current crew.  Who from your existing staff would you hire for the new location? The key is to always be working on a plan for anyone whom you wouldn't rehire.

What can be done to either develop them into a top performer or to find the "A" player you need?   Your current top producers need a plan as well to maintain their edge.

Vehicle technology is improving and your competition is one "mouse click" away.  This is why world class organizations always have a plan to attract and develop exceptional people.

Pricing

What if you called your power company and let them know you can't make the payment because the customers "in your area" don't have the money for your services? 

You would discover that in spite of your limiting belief, Pepco still expects to be paid! The reality is that your costs of doing business are always increasing.  If you aren't regularly adjusting your prices, you will experience a gradual decline to your bottom line! 

When was the last time you reviewed your labor rate?  Are you using the most current parts matrix?  Are you charging correctly for diagnostics? 

The people and pricing plans are connected, because a team of top performers will deliver an upgraded experience that will justify the pricing! 

Conclusion

So there you have it.  You are never finished, but consistently working on your people and pricing can produce world class results!

Sincerely,

Eric M Twiggs

www.autotraining.net

PS.  Email me at etwiggs@autotraining.net if you want my step by step process to develop your new hire into a world class performer!

The Secret To Losing Gross Profit

The Secret To Losing Gross Profit

By

Eric Twiggs

“Every day you either get better or you get worse. You never stay the same."  Bo Schembechler, Football Coach

Meet "Jeff", a service manager who was a legend in his own mind.  As a veteran with over twenty years in the business, he knew it all.  Jeff attended the Service Advisor class and left a day early because it was "a waste of his time".   I sent him the links to our phone skills webinar only to have him remind me of how long he had been in the business. 

With all of his"vast knowledge", I wondered why the shop had a much lower gross profit dollar (GPD) lift than my average client.  When I asked Jeff this question, he responded by telling me about how bad the economy was in his area, and how his customers didn't have any money.

I had Jeff phone shopped on two occasions and he failed both calls with flying colors!    Business reached a point where "James", the shop owner, had to terminate Jeff and become the service writer. You'll never guess what happened next. 

Weekly sales improved from $14k to$21k and gross profit dollar lift rose to over $4,000 per week. Today, James is a successful alumni client with a weekly GPD lift above the national average. 

Why did Jeff leaving result in the business returning?   It's because he had mastered the secret to losing  gross profit.

The secret to losing gross profit is to stop learning.  In six years as a Coach, I have never met a successful client who said the following: "I already knew that!"

Those who've said this, have either been fired from their shop, or left the program without achieving their return on investment.  The following are some additional signs that you or someone you know has stopped learning:  

·         The Empty Workbook -- When you send your writers to class, do they come back with pages of notes or an empty workbook?   The key is to be proactive.  Before they arrive to ATI, let them know you expect them to take notes and to come back with specific ideas to improve your business. 

 If your manager returns without any notes, it's because you have failed to set the expectations beforehand.  The best defense is a good offense when it comes to dealing with the empty workbook!

·         Lack OF ASE Interest --  The technician who is unwilling to pursue or renew his  ASE certifications, even though you reimburse for it, has stopped learning.   I have a shop in the Midwest where the tech is complaining about wanting a raise, knowing that his pay plan would increase his base by 5% once he passed his next test! 

 Vehicle technology is advancing, and the dynamics of our industry are always changing.  If you have a technician with a lack of ASE interest, it bears the following question: What is he doing to improve his skills and increase his knowledge base?  Since there is no such thing as staying the same, he's getting worse if he isn't doing anything to get better.  Do you want someone who is on the decline, working on vehicles that are improving?   

According to John Maxwell, "the speed of the leader is the speed of the team." In other words, your people will do what you do.  The owner, who has stopped learning, is likely to have technicians not getting their ASE's, and writers with empty workbooks.   

What are YOU doing to improve your skills and increase your knowledge base?  If your answer is "nothing", you will succeed at losing gross profit! 

Sincerely,

Eric Twiggs

www.autotraining.net

 PS.   I have a list of books that our Top ATI Shop owners are reading.  Email etwiggs@autotraining.net  if you would like a copy.

Elephants Don't Bite

Elephants Don't Bite

By Eric Twiggs

When was the last time you heard of someone getting bitten by an elephant?  As I reflect on this question I am reminded of “Mike" and "Larry", who are former clients of mine that owned two different shops back in 2010.    At the time, they both had been with ATI for eighteen months and averaged three thousand dollars per week in net profit. 

Both had what they believed to be a good crew consisting of a service manager and three technicians.  Mike and Larry were working ON the business and could leave their shops for extended periods of time without the results changing.

They were both in good health because they left the shop to go to the gym three days per week.  They both updated the portals, were current on their classes, and available for their weekly coaching call.

The only difference between Mike and Larry was that Mike invested one hour per week on hiring activities.  Every Friday morning at nine o'clock, Mike would refresh his Craigslist ads, review his applicant Rolodex, and interview at least one qualified candidate.  Larry didn't see the need to advertise his openings because he was already fully staffed. 

I told Larry what Mike was doing, but he resisted, reminding me of how loyal his people were to him.  After all, "his shop was different, and I didn't understand." 

Three months later, there weren't any noticeable differences in performance between Mike and Larry.  At the six month mark, they were still experiencing the same results.

Twelve months later, the differences between Mike and Larry were staggering.   Mike had lost ten pounds, increased his net profit to four thousand dollars per week, and was spending more time away from his shop pursuing his race car passion.  

Larry on the other hand, was no longer available for my calls because he was working the service counter and turning wrenches.   He went from averaging three thousand dollars per week in net profit, to fifteen hundred dollars.  Larry was experiencing health issues related to stress and the additional twenty pounds he gained.    

Why did one hour per week of invested time make such a difference in their results?  It's because elephants don't bite!    

It's not the elephants, It’s the little things that will come back to bite you.    The decision to do or ignore these little things creates a ripple effect.

For Larry, his failure to spend one hour per week recruiting, led to him to being caught off guard when his service manager resigned to work for the competitor.  The service manager leaving had a ripple effect on his lead technician, who left to go work with the service manager.

Larry being IN the business affected his profit results because he couldn't sell like the service manager.   His health declined because he didn't have the time to go to the gym like he used to. 

The failure to invest one hour per week on hiring was the root cause of his problems.  He couldn't blame "the economy elephant” for his failures! 

Mike also lost his lead tech during the same twelve month time span.  Since he had been interviewing anyway, he was able to hire a qualified replacement within two weeks. 

As it turned out, the new tech was more productive and had a following of customers from the old shop that followed him to Mike's location.   His strong staffing levels gave him the free time to hire a personal trainer which improved his health and led to his weight loss. 

The economy, your area, and "the lack of good people out there", are just elephants. Please stop reading right now, grab a mirror, and ask yourself the following question: "Have I been consistently doing the little things that lead to long term success?"

How you answer this question can determine where you will be one year from today!   Don't blame the elephants, because they don't bite! 

 PS.  I have a checklist that outlines the little things you need to do to find great people.  Email me at etwiggs@autotraining.net if you would like a copy.  

The Perfect Time

The Perfect Time
By Eric Twiggs

"There will never be a perfect time to do something that stretches you."  James Clear

I have fond memories of the summer of 2012, when my wife and I got the news that she was expecting our second child.   During my coaching calls, my clients would ask, "Eric are you ready?"  I would go home in the evenings, and my friends would ask, are you ready?   I would see my relatives on the weekends, and they would ask "are you ready?"  

As I thought about the sleepless nights and additional childcare costs, and wondered if I was truly ready. Then it hit me.  If your goal is to "give birth" to a game changing vision, there will never be a perfect time to start the process.   There will always be an element of risk and a feeling of uncertainty associated with your pursuit. 

What are you looking to give birth to in your business?    If you just sit back and wait for the perfect time, you will never reach your goal.   

Are you waiting for the perfect time to bring on that A technician that will free you up from turning wrenches? Are you waiting for the perfect time to invest in that management system that will make your life easier?    Are you waiting for the perfect time to hire that General Manager who will allow you to work ON instead of IN your business?   

The one factor that you may not have considered is the hidden cost, as it relates to how you are currently doing business.  How much is not having the right technician or service manager really costing you? 

 A recent Success Magazine study concluded that having the wrong person in a position can cost a business up to six times the salary for that position when you factor in lost sales opportunities, lack of repeat business, reputation damaging mistakes, and training expenses.   In other words, it may be costing you more now than it would if you hired the right person. 

The slowest week of the year is usually the week after you interview that person who could be a game changer for you.  I get it. 

Think of the inevitable drop in business that comes after the interview as labor pains that show up to test how committed you are to your goal.      I challenge you to not let the labor pains, keep you from giving birth to your vision. 

Finding The Staff: Finding The Needle In A Field Of Needles

         Finding The Needle In A Field Of Needles

                              By George Zeeks

Everything is going great. The phone is ringing, we have customers coming through the door wanting work done on their car and all is right with the world.  Except, we don’t have enough technicians or maybe the right technician for the job.  A very common scenario that plays out in shops around the country everyday, a common complaint from our clients is the problem finding a good technician or the “right” technician.  My first impulse is to ask why we lost a good technician and were they that good to begin with.  Look at how you are hiring your employees.  If we find that we are doing the old fashioned “fog the mirror” test, then you got what you deserved.  Look at how you are treating your employees.  I have found it is very difficult to steal a happy employee; they just do not want to leave.  If you need to read further, because you need staffing, focus on fixing the root problem first or you will always end up looking for people.

First thing that we need to do to find staffing in today’s market is to get our head outside of the box.  The old ways just do not work anymore.  If you run an ad in the paper, it is expensive and a major gamble.  You might as well go to Vegas and try your luck there.   However, if we are going to run an ad let’s be smart about it.  Look at it from the employee’s point of view and sell what they want to buy.  What is different about your company that would appeal to a prospect?  Do you have benefits, training, flexible hours?  Are you closed on weekends and perhaps someone who is currently working the weekends would want to come to work for you so they could spend time with their family.  If you are going to run an ad, run one that will emphasize the benefits that you have to offer.  If it looks like everyone else’s ad then how are they going to find you?

Internet dating, I mean employment services can be a great resource or a total nightmare.  We have a company that we recommend on a regular basis that does a very good job.  There are, however, many companies that are not much better than placing an ad in a newspaper.  Anytime you spend your money on a one shot deal, you had better do everything that you can to make sure you are reaching the right employees.  Also, keep in mind what part of the country you are in.  The more rural your situation, the smaller the demographic pool that you have to work with; the less likely you are to have a positive result.

  Just like with customers, referrals are to best way to find people.  Do you have a rolodex of the past employee’s that have ever worked for you?   Do you keep the old applications for the applicants that impressed you in some way but were not right for the position open at that time?  Why not?  The “C” technician that you did not feel was ready 3 years ago may have turned into a skilled addition, provided that you parted company on the best of terms.  That happens quite often, by the way.  Networking with past employees is a great way to keep your options open and makes sure you have a good reputation among the technician community.

Talking to the Parts houses and the Tool Guys can be a great resource.  Too many times we ask them to “keep an eye out for a technician/ manager” but we fail to make it worth their while.  Offering a bounty for a good potential employee makes a lot of sense.  Offering a bounty to your current staff makes even more sense; they know people in the field and would not refer someone just for the money because they have to work with them.  You only pay once you have found the right person and have hired them and nothing works quite like cash on the barrel.  Some people may find this distasteful but remember that you can’t steal a happy employee.

A major target for many opportunities is the large corporate chain stores.  If you happen to be employed by such a facility, keep this in mind.  The further the employee is from a feeling of personal empowerment, the more susceptible he is to making a change.  The extended hours and the weekends do not help to retain staff and can make other opportunities that come up very attractive.  I have been on both sides of this particular fence, so I know the pros and con’s of each side very well.  I just made sure my people felt appreciated and valued so that I would not lose them, but many corporate managers lose sight of that.

A major missed opportunity is what happens before and after work.  Find you target area and spend some time in the coffee shops before work.  Anyone in a uniform is fair game, just walk up and introduce yourself and start selling.  It is amazing how many times this works.  Networking with fellow shop owners can become a mutual benefit by providing the prospective employee an alternative if you do not have a position for them right now, but make sure to keep their number on file for the future.  It also gives you another possible source for staffing by having the relationship with the other shop owners.  Seminars and training sessions can be a great pool of prospects.  The people there are looking to grow and advance in the field.  Keep the conversation quick and simple, establish some basis for further communication and get their phone number and call back at a more convenient time.  Here is the biggest chance to get your head outside the box; the only thing that will limit you is your imagination.

First & last is they way you treat your employees.  Most people invest a certain amount of their self image into their jobs.  It is your responsibility as a leader to encourage that investment by providing a positive atmosphere where the employee can feel a sense of growth, advancement and team spirit.  We hear all the time that we need to praise out employees more to encourage positive behavior, but this also increases the connection to management and each other.  It is not a catch phrase, it is hard work and requires constant attention to change the way we deal with those around us.  If you do not make this change then you will always be searching for new employees.

There are tons of employees out there; you just have to find them.  It truly is finding a needle in a field of needles; you just have to find the right one.  People change jobs every day and the person that you need is working somewhere right now but they are unhappy.  You just have to find the right needle.