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Hey Guys,

After reading a recent article in the ASA magazine, myself and another shop owner have been kicking around the idea of starting an informal 20 group, but maybe limit it to maybe 10 folks. We have put together a list of some like-minded shop owners we would like to invite to join. The only problem is we are not sure where to start or exactly what to do. A few of us have been in or are currently in coaching programs. Has anyone else tried this or have any suggestions?

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Great Tire Deal

Think tanks, support groups, 20 groups, mastermind groups are always great!

 

Love to see what your progress is. In my opinion though the reason why 20 groups work so well is that the group members are financially invested in the group. Since they are paying, they will take participate and remain responsible for their duties and deadlines set forth by their group or facilitator.

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I understand that point about being invested. We are not close enough to be in direct competition with each other, but close enough to drive to meet for meetings. It would give us a chance to meet regularly to bounce ideas off each other, evaluate other members shops, and help encourage each other. And since we are all in the same area, we are all familiar with the economics, parts availability, and other stuff we feel is unique to our area. The forum is great, but there is something to be said for checking out your neighbors shop and networking with you local peers.

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  • Have you checked out Joe's Latest Blog?

         0 comments
      It always amazes me when I hear about a technician who quits one repair shop to go work at another shop for less money. I know you have heard of this too, and you’ve probably asked yourself, “Can this be true? And Why?” The answer rests within the culture of the company. More specifically, the boss, manager, or a toxic work environment literally pushed the technician out the door.
      While money and benefits tend to attract people to a company, it won’t keep them there. When a technician begins to look over the fence for greener grass, that is usually a sign that something is wrong within the workplace. It also means that his or her heart is probably already gone. If the issue is not resolved, no amount of money will keep that technician for the long term. The heart is always the first to leave. The last thing that leaves is the technician’s toolbox.
      Shop owners: Focus more on employee retention than acquisition. This is not to say that you should not be constantly recruiting. You should. What it does means is that once you hire someone, your job isn’t over, that’s when it begins. Get to know your technicians. Build strong relationships. Have frequent one-on-ones. Engage in meaningful conversation. Find what truly motivates your technicians. You may be surprised that while money is a motivator, it’s usually not the prime motivator.
      One last thing; the cost of technician turnover can be financially devastating. It also affects shop morale. Do all you can to create a workplace where technicians feel they are respected, recognized, and know that their work contributes to the overall success of the company. This will lead to improved morale and team spirit. Remember, when you see a technician’s toolbox rolling out of the bay on its way to another shop, the heart was most likely gone long before that.
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