[Craig]

Hi Tom,

I am with the others before me. We built our client experience to not be what todays “norm” is. The norm has been the client is a number or a paycheck that is there to serve the business. Not a week goes by that we do not have clients tell us everything the dislike about the OE’s. Chains and even many independents. When we call out clients at the two day follow up /thanks you we ask if they were “Completely satisfied” We also actively look to provide what others do not. It is no longer uncommon for clients to by pass warranty work and opt for our team to do the work for in more than one case to the tune of over a thousands dollars, rather than have to dealer with the dealer. With that said almost everyone has an SRS inflator recall to have done. The dealer we worked with had poor communication (as in none) truck came back with an SRS light that was from “The tech forgot to plug in the new part” and just about a key toss of “here ya go she’s all good now” service. So Yeah, interesting idea but we will stick to providing exceptional service and always be looking and asking for how can we do better. Also with this thought in mind have a females perspective grade your own place, as a place to start in house. Thanks for the topic and keeping over the top service first and foremost. CZ

[Craig]

The viewpoint of the observer will be based on their level of confidence in their ability to lead the team or individual. No clear training or “natural” ability in leadership will feel like “baby-sitting” if the subordinates are not self-motivated and or lack respect for the supervisor. Natural ability will only get you so far for so long, and works better when the role is more of a mentor.

When true leadership training has been received along with gained experience in the field (for our conversation it is the automotive industry) does the viewpoint of baby-sitting change to supervising and all the nuances and “tools in their tool box to solve challenges”.

A place this can be a trap is when the trained supervisor reaches their peak level of training and experience but no longer seeks further self-improvement that they miss the que and find themselves frustrated at a lack of forward progress with the “team” they are supposed to be taking some place special. You can often spot this person because they are jaded by the years passing them by and feeling the things, they used to have by the tail have now run off and left them. An example is an owner that gets a good dose of business training for a few years then goes out on their own no longer using the “coach” or ongoing training. For a short while, things go well, but all to often things go back to the way they were before and the bay-sitting starts all over again.

[Craig]

Most owners agree having the right equipment to do the job is very important. Most owners I talk to about being able to provide the best equipment for their teams day it usually comes down to cost. This makes another great conversation for why owners must know their numbers and bill the correct labor amounts to be able to provide the tools for a safer work place and employee health. The pay back is an team member that will feel better, be healthier and more productive and a better all around technician for more years than one doing the old way of muscling through the work while we all get older and our bodies worn down. We are overdue as an industry to also think about a health and safety plan. Morning stretching and regular exercise are things we should start encouraging each other to do. Back braces before we really need one is another idea also.