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This is about training a service writer who has little to no experience.

 

 

I am working on training a new service writer. He was our shop helper at first, comming in half a day here and there to clean up and help with easy tasks, pick up drop off customers, ect. He was smart and had a good work ethic, so his days got longer and longer and he eventually became a full time assistant. He would do oil changes and tires, write some estimates and still keep things clean ect. He is not perfect, he does sometimes forget things. He is young, he is only 18. I feel like he has a lot of potential, and he enjoys the job. I like his work ethic and the majority of the customers like him.

 

I am looking for advice on how to get him fully trained up. I know that everyone has to start somewhere and I am taking on a big task, but I tried one experienced service writer in the past and did not like how set in his ways he was. My current guy is and open book, and absorbs my policies with out question.

 

What training do you guys suggest. Is there a class I should send him to? Online training courses? A book I can buy for him? Where do I start?

 

I have been training him on the RO software and he is picking that up. He knows how to build the estimates, research parts online, and has sold a few jobs when I was not around.

 

He mentioned that he wants to work on his confidence talking to the customers. When I sell to a customer, I know how to work on cars, and so when they throw me a curve ball I know the answers or know how to find them. How does a service writer with very little tech experience handle techy questions?

 

Thanks in advance for the help guys.

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I think the better question for your young employee is does he want to be a sales professional?

 

There is a big difference between a person who dabbles in working on cars and also does some front office work. In my experience you will only ever go so far without having a true service advisor. With that being said I believe training is a huge advantage. If you yourself are a sales professional meaning you have put yourself through sales psychology training, service advisor training, etc then you would the perfect first coach for your employee. The next step would be to find a suitable service adviser training program to take him further. Most training programs will not teach your employee about cars or how they work. They will teach him about COMMUNICATION. Communication is golden. You can be the best tech in the world however if you are one of those types that has a hard time communicating with people you will make the worst SA. On the flip side a lot of SA's I know that are killer at their jobs have never really turned a wrench before.

 

Learning how to operate within your business is something you will have to teach him (your management software, writing tickets, writing estimates, etc) however the sales part I think you should definitely find the right program for you. I am currently in the middle of training my own Service Advisor. I have had a lot of years behind the desk and have put myself through a good amount of training. I will be the first to say I don't know everything however I would like to think I have been a good first coach for my guy. With my help he has been holding margins. I recently enrolled him into Elite's Master Course which is Elites service advisor training course. I am sure you can google them to get more info. There are also several other programs out there you just have to interview them and see which one fits you best.

 

good luck!

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I picked up a book called Service Consultant: Working in an Automotive Facility by Ronald Garner on Amazon for $9 plus shipping.

That would be a good (and cheap) place to start. It's a hardcover textbook style.

Some parts are fairly dry, but if he wants to better himself, reading that would be a good place to start, before training.

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I just signed my wife up for a service advisor training course through RLO Training. It starts the first week of August. It's an online based training course, really excited about it. I'll be taking it with my wife as well and I'm sure I'll learn a ton myself. My wife has an incredible work ethic and hope to have her up to speed to take over the counter and the front end of the shop.

 

I'll keep you updated on how it goes. But may not be too late to sign up your helper if interested.

 

AJ

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Some people have expressed concern over his age but it's only a couple of customers that I don't even like to deal with. He has enjoyed the position and seems excited to do some training.

 

What are the cost of these programs you guys mention. I had a fellow named Elon contact me with training videos but he wants to get me on the phone before giving me the details. I don't have the time to spend on the phone listening to a script trying to find out cost and logistics.

 

Has anyone else heard of a fellow named Elon that does training?

 

I think I will grab that book it will be nice to hand him something he can take home.

 

I have been training him myself so far and he improves a bit each day. He knows the service writing software and can build estimates easily.

 

He talked to a woman from auto profit masters and said she hit all the things he feels he needs to work on.

 

I like what I have heard from Elon so far but am turned off by the fact that he needs me on the phone.

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Some people have expressed concern over his age but it's only a couple of customers that I don't even like to deal with. He has enjoyed the position and seems excited to do some training.

 

What are the cost of these programs you guys mention. I had a fellow named Elon contact me with training videos but he wants to get me on the phone before giving me the details. I don't have the time to spend on the phone listening to a script trying to find out cost and logistics.

 

Has anyone else heard of a fellow named Elon that does training?

 

I think I will grab that book it will be nice to hand him something he can take home.

 

I have been training him myself so far and he improves a bit each day. He knows the service writing software and can build estimates easily.

 

He talked to a woman from auto profit masters and said she hit all the things he feels he needs to work on.

 

I like what I have heard from Elon so far but am turned off by the fact that he needs me on the phone.

Let me jump in here and answer your question about the phone call. Here is the

email I had written to you:

 

We have a number of training and coaching programs available. A sampling

can be found here:

http://sellmoreautoservice.com/programs/

 

There are a number of things that set us apart. What we are most known for

is our approach to helping you build a business built on systems and processes.

 

In other words, every time you add a process/system to your business, you

add profit margin. It also helps the business run smoother and eliminates stress.

Our programs are customized, based on what your needs are and where
you are in your business. In order to find out what your needs are, we can

schedule a no-pressure, no-obligation consultation. It will allow you and me

to take a look at where your business is now, what you want your business

to look like...
And what training and coaching you need in order to build that business.

It usually takes about 30 minutes.

Would you like to set up a time to talk? Just let me know and we'll match

up schedules.

 

Just like you or any good shop can't diagnose a check engine light using email,

I can't diagnose what your business needs using email either.

 

I know there are many coaching and training companies that use their

live weekend workshops and the phone to get you to buy their programs,

even going so far as to use the shop's Profit & Loss statement to intimidate

and pressure the shop owner into making a decision.

 

The reason I know that is we receive an average of two calls a week

from shop owners that have experienced that, first hand.

 

We do not believe in any of that nonsense.

 

However, I do believe that for a coaching/training program to work,

we do need to see if we're a match when it comes to philosophy

and how you want to run your business.

 

For example, if you want your service advisor to use high-pressure

scare tactics or laundry lists (customers now call those "wish lists"),

we are not a match.

If you want training from a company that has spent countless hours

talking with customers to find out why they buy and why they don't.

And analyzing why service advisors sell and why they don't make

the sale...

 

And then, reverse-engineering a proven, effective sales program...

that is customer-friendly AND your employee can see himself/herself using it...

 

Even if they're not a natural born sales person...

 

We may have something to talk about.

 

We also don't take everybody unless we feel we are a match

to work together. There are many reasons for this but one of

them is we have a 100% no questions asked, money-back

guarantee. No one else in the industry has this.

 

What that means to you is: If we are going to offer you a

coaching and training program that has absolutely no risk

to you meaning all the risk is on our end with our guarantee...

 

We want to make pretty sure upfront that it can be successful.

 

Hope this clears up your question about the phone call.

 

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You mentioned in another post if I am not able to set aside time to work on the business instead of in it we may not be a good fit. Do you know of any programs that would help get me out of the business so I do have this time?

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You don't have to get out of this business to set aside 30 mins bro. That's on you. Weather your running an auto shop or a plumber, if you can't step away for a bit to take a call, you gotta look at the reason.

 

 

I don't know Elon or his company, but I can understand where he is coming from. You read horror stories of people burdened with their shops and can't make time for family or improvement because the shop can't run on its own.

 

There's more to life than working. It's about getting help to figure that out. There's people that have systems and figured out how to do things the better way.

 

I've looked into management companies, and the ones I've seen FOR THE MOST PART do have a good basis. I've also seen the dreaded " sell more flushes, raise your labor rates, charge for everything, pay your techs less but then dangle the carriot so they feel like they can make more if they work harder" companies as well

 

 

At this point, what's 30 mins going to hurt? Like I said, it doesn't matter what business your in, you gotta get help when needed.

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We went through this last year. After a detailed assement we discoverd that he was not mature enough. When folks are handing over thousands of dollars we need to get it right. Elite has really helped us turn our business around. I have one advisor who has been through some great Elite training. He's way better than me on the front.

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We went through this last year. After a detailed assement we discoverd that he was not mature enough. When folks are handing over thousands of dollars we need to get it right. Elite has really helped us turn our business around. I have one advisor who has been through some great Elite training. He's way better than me on the front.

 

 

Hey Alan, nice to hear Elite is working for you. I remember you had mentioned about an service advisor that you were contemplating on sending to the masters course. How did that pan out? I am sending my guy in September.

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++++1 For reading eMyth. It is well worth the time investment.

 

In June of 2012, I was fortunate enough to be enrolled in a program taught by Michael

Gerber himself. My conversations with him about systemizing an auto repair shop drives

every single conversation I have with shop owners today.

 

If you look at any of my posts in this forum, any of my articles, videos, etc., the

information I share is always based on systems and processes...

 

Because a shop owner's paycheck is hiding in areas that aren't systemized. It doesn't

matter whether we're talking about working with "price shoppers", selling alignments

or managing your schedule.

 

I am a fanatic about it because once you set up processes - it makes your business

run smoother and way more profitable. It also eliminates almost all your stress.

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In June of 2012, I was fortunate enough to be enrolled in a program taught by Michael

Gerber himself. My conversations with him about systemizing an auto repair shop drives

every single conversation I have with shop owners today.

 

If you look at any of my posts in this forum, any of my articles, videos, etc., the

information I share is always based on systems and processes...

 

Because a shop owner's paycheck is hiding in areas that aren't systemized. It doesn't

matter whether we're talking about working with "price shoppers", selling alignments

or managing your schedule.

 

I am a fanatic about it because once you set up processes - it makes your business

run smoother and way more profitable. It also eliminates almost all your stress.

Systems are where I struggle the most. As a small shop it seems like the whole system falls on my shoulders!

 

Sent from my SM-N910V using Tapatalk

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Systems are where I struggle the most. As a small shop it seems like the whole system falls on my shoulders!

 

Sent from my SM-N910V using Tapatalk

What do you mean when you say the whole system falls on your shoulders? Can you

give me an example of what that looks like?

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What do you mean when you say the whole system falls on your shoulders? Can you

give me an example of what that looks like?

It's only three of us, my wife, a helper and myself. (we're looking for additional employees but trying to find good help isn't easy).

Neither my wife or my helper seem to be able to stick to systems - it's good for a week and then they go in every other direction and I'm left trying to get us back on the right road. I guess we just can't find a set of procedures that fit us well!

 

 

 

Sent from my SM-N910V using Tapatalk

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It's only three of us, my wife, a helper and myself. (we're looking for additional employees but trying to find good help isn't easy).

Neither my wife or my helper seem to be able to stick to systems - it's good for a week and then they go in every other direction and I'm left trying to get us back on the right road. I guess we just can't find a set of procedures that fit us well!

 

Here are a couple of questions for you. What is your wife's role in the business? What are the systems

you want them using that they are struggling with? What procedures are you using that don't seem to fit

you well?

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Here are a couple of questions for you. What is your wife's role in the business? What are the systems

you want them using that they are struggling with? What procedures are you using that don't seem to fit

you well?

I'll pm you asap

 

Sent from my SM-N910V using Tapatalk

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The e myth is like intro to business 101, definitely a prerequisite but won't really give you any real help. Six tires no plan and Les Schwab are also great books to emphasize that systems and people are what makes great businesses. I'm still stuck in the "do it myself" mentality so I really focus on giving myself a good job with pay raises and paid vacation time.

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  • 3 weeks later...

It's only three of us, my wife, a helper and myself. (we're looking for additional employees but trying to find good help isn't easy).

Neither my wife or my helper seem to be able to stick to systems - it's good for a week and then they go in every other direction and I'm left trying to get us back on the right road. I guess we just can't find a set of procedures that fit us well!

 

 

 

Sent from my SM-N910V using Tapatalk

You have to do a dry run with the systems over and over till they function flawlessly with no variables. By dry run, I mean, just you, your wife, and your helper working in sync with the systems you created. Systems must be written up, easily understandable and known and easily accessible if there is any question.

 

Systems fall apart when too many variables exist. The only variable that may exist is the customer since they can be unpredictable by either presence or behavior. But they must be controlled well by good communication.

 

If not, receptionist and service writer are not controlling the front and cause overwhelm throughout the shop. Everything else should be easily controllable. Your environment should be easy to navigate and manage. With a glance you should be able to know and predict what's happening.

 

If you want the system to work properly and flawless every time it must be consistent.

 

For example:

 

Customer walks in:

 

First: a friendly greeting

 

Next: how can I help you

 

Next: acknowledge what the customer said. Do not get into a diagnosis. Just listen and be sure it is something you can do or handle and/or be sure it is a customer you want to do business with. This is the time to evaluate your customer and predict his/her sanity.

This is the time you should realize if the remainder of the customer relationship will be an asset or liability to your business.

 

Next: Get a name, address, phone number, email address

 

Next: Vehicle info - Year, make, model, color, mileage, etc.

 

Next: Write up customers exact needs, wants, issues, concerns, etc. and repeat it back to customer clearly and at the speed of his/her comprehension and then ask if there is anything else that he would like to add to that.

 

Next: With the customer, look the car over for damage before customer leaves, or take pictures of damage and make customer aware of previous damage. Look for check engine lights, tire lights, coolant light, etc that are on. This is the part of the system where you make yourself aware of the vehicle and reduce your liabilities.

 

Next: Road test vehicle and duplicate customer concern. Typically, we do this with the customer if it's a noise or performance issue.

 

Next write up an easily understandable technician's work order. Where the technician can see it, read it, understand it and check it off easily. We use an electronic system through tablets, but that is not necessary, it's just faster and more fancy and there's alot less chance of error or disorganization and lost paperwork.

 

Ok, so that's just one basic system for reception.

 

Next system would be Technician Workflow system. Write it out step by step, the exact procedure and asily understandable.

 

Most importantly do not vary the system ever. Never deviate, no matter how crazy things are or get. If you need more people, then get more people to increase efficiency.

 

If you have people and no systems you have chaos. If you have systems an no people you have overwhelm. So be a good manager of people and systems.

 

PS : If you cannot demonstrate the system on a dry run, either you don't understand your system or it is not workable. Non-compliance is its own monster and then you need a better system for evaluating "help".

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Andres nailed it, if the system doesn't work for everyone without exception its not a good system. Don't feel bad if you don't have a perfect system, not many do. National chains spend millions on systems that require excess employees, excess training, middle managers everywhere, but they work and can be duplicated easily over and over again. Only you can decide if its right for you. I go with half systems that are much cheaper, but half the time I'm running in circles.

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  • 3 weeks later...

Alfred I think that is part of the problem is that we are all working in a world where corporate auto shops can throw unlimited money and people into a system and make money due to volume. We need to be more efficient and yet have to compete with a 4 bay shop that has two service writers and a manager and is open 7 days a week 12 hours a day. I believe there are systems that can get us put of the shop for short periods but until I find another clone of myself I know numbers will always suffer when I am not here.

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  • Have you checked out Joe's Latest Blog?

         5 comments
      I recently spoke with a friend of mine who owns a large general repair shop in the Midwest. His father founded the business in 1975. He was telling me that although he’s busy, he’s also very frustrated. When I probed him more about his frustrations, he said that it’s hard to find qualified technicians. My friend employs four technicians and is looking to hire two more. I then asked him, “How long does a technician last working for you.” He looked puzzled and replied, “I never really thought about that, but I can tell that except for one tech, most technicians don’t last working for me longer than a few years.”
      Judging from personal experience as a shop owner and from what I know about the auto repair industry, I can tell you that other than a few exceptions, the turnover rate for technicians in our industry is too high. This makes me think, do we have a technician shortage or a retention problem? Have we done the best we can over the decades to provide great pay plans, benefits packages, great work environments, and the right culture to ensure that the techs we have stay with us?
      Finding and hiring qualified automotive technicians is not a new phenomenon. This problem has been around for as long as I can remember. While we do need to attract people to our industry and provide the necessary training and mentorship, we also need to focus on retention. Having a revolving door and needing to hire techs every few years or so costs your company money. Big money! And that revolving door may be a sign of an even bigger issue: poor leadership, and poor employee management skills.
      Here’s one more thing to consider, for the most part, technicians don’t leave one job to start a new career, they leave one shop as a technician to become a technician at another shop. The reasons why they leave can be debated, but there is one fact that we cannot deny, people don’t quit the company they work for, they usually leave because of the boss or manager they work for.
      Put yourselves in the shoes of your employees. Do you have a workplace that communicates, “We appreciate you and want you to stay!”
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Covid was negative., so we're good to go. So even though we thought we were good to go and the surgery was scheduled, it's never really a done deal till the final. Okay. Everybody's good to go. So then it was just another, you know, let's see. That was Tuesday. So the rest of Tuesday, all day Wednesday I had to not eat or drink anything, but I couldn't eat anything on that Wednesday it was an all liquid diet. Kimberly Cotton (00:07:54) - And then after midnight on that night, I couldn't have anything to eat or drink,, through the surgery. So I'd been fasting. I've been doing some, some of that, so I was comfortable with that. It was still hard., I was still, you know, I still wanted to eat, but I made it just fine., but I was getting very antsy. I just I wanted to get it done. I everything was good. I'm like, why do we have to wait? But that's when we had it scheduled for that Thursday. So it was just a waiting game at that point., so I tried to get out and walk a couple times a day just to get, you know, fresh air,, get my mind off of it. Which helped., and then my mom and dad showed up that Wednesday evening as well. So that helped me take my mind off of it, too. So they come over,. And stayed for another week and a half after that, just to take care of me and make sure I was doing okay, and basically to say, hey, you don't need to be doing that. Kimberly Cotton (00:08:58) - But so anyway,, everything's good to go. We wake up at 4:00 on Thursday morning. My brother and sister in law actually come pick us up. So we don't have too many vehicles at the hospital and we make it to the hospital. We get all checked in., and then they called me back first, and. That was it. That was like, okay. That was the point where I was like, okay, this is real. And for me, until something happens, it's not really real. When they called me back, my brother gave me the biggest hug and said, I want to thank you so much for doing this for me. So he gave me the big hug. It was hard for him to let go, but he let go and they took me back to my room. And so. Chris Cotton (00:09:50) - So I'm going to I'm going to stop you for just a second right there. So if, if anybody out there is listening, never experience this., I knew where we were going and I'd seen the room before. Chris Cotton (00:10:03) - I really didn't know kind of my part in all this, which is not super important other than just support. But,, you know, in hindsight that day. No, I don't think they prepared us for that day or they didn't prepare me., because we walk in there and they're doing, I think, 96 surgeries that same day, everything from kidney transplants to heart transplants to there was a lady there that was there to get her,, leg amputated from diabetes,, pacemakers, everything. And all this is happening at once. Every person individually has their own team the, the, the donor, the recipient. And it was really, really something. It was interesting to watch. And again, like Kimberly said, we got there, you know, 430 in the morning and they were done with all the surgeries. By 530 that afternoon. They had like everybody off to recovery. The, the,, the rooms were empty, but basically we got like a little cubicle for the family to sit in, and they called us every hour,, to update us, the nurse did to let us know that we're okay and or that Kimberly's okay, not us. Chris Cotton (00:11:13) - Okay? We're just fine and kind of keep us apprised of all the situations that's going. So that's kind of what I was doing during the day sitting, waiting, managing family and things like that. So,, so, okay, so you saw your brother,, I think I was back there with you until somewhere around that point, and then the nurse finally says, well, okay, you can't back out at this point. We're a go. We're go for liftoff. So,, I give you a hug and a kiss. Take your glasses or put it in the bag and they wheel you out. So if you want to pick it back up from there, then then that would be great. Kimberly Cotton (00:11:49) - So,, right before she says, okay, we're good to go, the surgeon comes in, he's like, okay, there's you know, he marks the spot, literally marks the spot where, you know, things are going to happen. And so then the two little air ladies come in and they wheeled me down the hall. Kimberly Cotton (00:12:08) - We were supposed to have rooms right next to each other, but,, that didn't happen. So as they were wheeling me back to the E.R.,, or the E.R., the operating room,, I saw my. They'd paused at my brother's door, and that's when it got me. I had been fine. I hadn't cried or anything until that point, and I paused and I said, okay, I'll see you on the other side. And he said, thank you again, I love you. And I'm crying as she's willing me back. I'm fine. Nobody else is with me. It's just the poor ladies listening to me cry with me. Back to the operating room. But once I'm through the doors, it was. It happened so fast.. They killed me in. They got the table ready that I was going to be on. They scooted me over. They laid me on my side. They put the oxygen mask on me, and I didn't even count to ten. And I was out. Kimberly Cotton (00:13:14) - I don't remember anything after that. The only the next time I woke up was in the recovery, and I had lots of blankets on me because I think I was shivering because it was cold., and I just remember I had two nurses continuously checking on me. How are you doing? Do you need this? Do you need that? And the only thing I said was, is where's my husband? Can I see my husband? And so I think that's at the point. They went and got you and brought you back. The problem was, is I had to stay in recovery for quite some time. Our surgery was early and so it lasted, what, four hours, I think something like that. Chris Cotton (00:13:56) - Yeah. They, they told they pretty much told us this is a four hour surgery and, and we're going to have you because of the staging and everything. I guess they give you kind of like they give you like an hour headstart and then and then then they start start on, started on your brother and and then they've got your kidney, which they, the doctor said, hey, it looks pink. Chris Cotton (00:14:20) - It's great. We cleaned it up. And so basically they will you out to recovery and then and then clean up the kidney, get it put into your brother and and then he's off and going. But, yeah we had a trouble. We had trouble getting into the actual,, the room that we that not not not I guess ICU or recovery, but your actual room that we stayed in for two nights. Yeah., so you were done by 11, and I think we had you in your room by five. So we kind of sat around for spent more time sitting around trying to get you into another room than than the operation took. Kimberly Cotton (00:14:59) - Yeah., luckily I slept a lot during that time., so it wasn't too bad for me., it was just. I was just down there for a long time, so. Not a big deal. They got me up into a room., and actually, I, I was hungry,, when we finally did make it up to the room,, so I, I think we had tried to order something through the hospital, but they, the time had passed when they were delivering meals and stuff. Kimberly Cotton (00:15:31) - , I did you bring me something or did I? I don't even remember what I had that I. Chris Cotton (00:15:36) - Think I think we, I think I got you, I was able to get you something that you could eat. Kimberly Cotton (00:15:41) - I don't think I was very hungry, but I wanted something small, so. Chris Cotton (00:15:45) - Well. And and to give everybody like the idea of the recovery room you're in, basically, it's just like a long row of beds with like 10 to 15 slots on either side. And when I first went down there, you didn't have anybody next to you. So then we got you some ice water. I think we got you some pudding then or something. Yeah., but because the HIPAA regulations, they were bringing other people down on either side of you, and they had me leave. Yeah., but so we. So we got you to the room and kind of settled in a little bit., and we were trying to manage your pain, and I think, I think one of the important things, if you're listening and you're going to go through this out there, they talk about this. Chris Cotton (00:16:32) - It's not a phantom pain. But what happens is, is where the kidney was. And they insert these robot fingers inside your body and they blow up your abdomen with nitrogen. And and they do this with a robot. And they try to get all the air out, but they can't. And what happens is, is the air or the nitrogen that's left pushes on your diaphragm. And when that happens, your body thinks your shoulder hurts. So it has this like tremendous pain in your shoulder. And I've seen Kimberly,, give birth. I've seen her do all kinds of stuff in 25 plus years that we've been together. And I've never heard her. Yell in pain or anything like that. And oh, maybe that's what had happened. I'd gone and got you something to eat. And then I went and got me something to eat. And when I was coming back, I heard you hollering down the hallway I had. Kimberly Cotton (00:17:30) - Yeah, you hadn't probably been gone 20, 30 minutes maybe. And the pain all of a sudden hit me so hard. Kimberly Cotton (00:17:38) - So I pushed the nurses button and took them, you know, longer than I wanted to them for them to respond. But they finally responded and they said, can we help you? And I said, I need something for the pain. My I'm absolutely excruciating right now. And they said, what on the scale of what to what I'm like, I am above a ten. I mean, this is awful., and so it took them a little bit and then he could hear me moaning and groaning down the hallway, and I think he sprinted to the room after he could hear me., but it just hurts so bad., and it's the strangest thing I don't get it., but it wasn't just one shoulder. It was across my back, right at my clavicle. And it just so hurt, so bad until the pain medication finally kicked in., initially, I had only wanted to stay one night in the hospital, but everybody was like, just see how you feel. See how you're doing. Kimberly Cotton (00:18:41) - Well, the next day, the doctor,, comes. Another one comes in and takes me over, and he looks at me and he's like, yeah, you're spending another night. He could tell the pain on my face. And it wasn't constant, but it was just enough for him to say, yeah, we're going to up the dosage of your pain medication. And you're saying I'm like, okay, so but after they up the dosage, it was much better and much more manageable. Chris Cotton (00:19:07) - So, so out of all the things that they didn't tell us, this was kind of like the big moment or less and not right then. But,, so they wanted me to get her up and have her walking like at 8 p.m. that night. And so that happened. I think we took you for a walk before this happened. Yeah, but but what nobody told us was, was about 30 minutes before you get up to walk, call a nurse, have them give you the pain medication. That way, when you're sore and hurting after the walk, you've already been medicated and you're good to go. Chris Cotton (00:19:44) - So I think I think we walked you that night. I think we walked you a couple times that next day. And then I think the nurse that came in the following night was the one that was like, hey, you guys should be taking pain medication before you walk. And nobody, nobody told us that up until then. And that's,, that's like some Ron White. That's good information to know, right? Like. Yeah. Like,, that would have been handy. That would have been a little handy tidbit for people to tell us., so I, I think... Click to go to the Podcast on Remarkable Results Radio
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