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[Podcast] RR 407: Dennis Montalbano: He Survived a Heart Attack and Stroke and so Did His Business!


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Dennis Montalbano was born in San Francisco and raised in San Jose. He started his career in the service station business and operated the largest Gulf station on the west coast in volume.

Dennis then became the youngest Snap-On Tools dealer at 22 years old and then the youngest Field Manager for Snap-On at 30 years old. He moved to Fresno in 1982 with Snap-On and purchased German Auto Repair in 1989.

Dennis shares his recent major health challenge and how he and his business survived. His message is clear, you need to have a plan. We are not immortal.

A classic car collector who owns his first purchased car, a 1956 Corvette that he has owned for over 45 years. He is also a trained California certified Lemon Law arbitrator for over 16 years. Dennis currently serves on the Executive Board of Directors for the Fresno Regional Workforce Investment Board.

As  ASCCA (Automotive Service Councils of California) President in 2011 and again in 2016, his passion for the industry is what drives him to serve. Listen to Dennis’ previous episodes HERE.

 

Key Talking Points

  • Aging of industry  
    • Dennis had a health scare that changed perspective for living each day- time goes by too fast
      • The doctor that performed surgery was a customer at the shop
    • Need to have a succession plan no matter what age shop owner is- surround yourself with the right people and cannot control the entire business yourself
      • Who has passwords?
      • Who can get into the bank account?
      • Who will pay the bills?
      • Who will lead?
    • The stress of business owner
      • Health issues due to stress common with both men and women in stressful positions  
      • Stress signs- waking up at 4 AM not because of alarm but because overthinking about something  
      • Delegate responsibilities-Can’t have the mindset that you are the only one that can do job or task correctly  
      • Can your business continue to run without you for 30 days? Plan for the unexpected and don’t back yourself into a corner you cannot get out of
      • Starting in the automotive industry and staying in it- As cars are evolving the technology and equipment side of business rapidly changing
      • What are your health requirements for business?
      • Denial- it won’t happen to me

Resources:

  • Thanks to Dennis Montalbano for his contribution to the aftermarket’s premier podcast.
  • Link to the ‘BOOKS‘ page highlighting all books discussed in the podcast library HERE. Leaders are readers.
  • Leave me an honest review on iTunes. Your ratings and reviews really help and I read each one of them.

 

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Click to go to the Podcast on Remarkable Results Radio

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  • Have you checked out Joe's Latest Blog?

         1 comment
      Have I got your attention? Great.
      Let me start by saying that I believe in giving praise when deserved and letting employees know when they dropped the ball. However, the truth is that no one enjoys being reprimanded or told they messed up.  
      The question is, what is the appropriate balance between the right amount of praise and the right amount of critical feedback? According to studies done by Harvard Business School, the ratio of praise to critical feedback should be about 6:1 – Six praises for every critical feedback. I am not sure if I agree with that.
      From personal experience, I would recommend a lot more praise. The exact ratio doesn’t matter. What’s important is that before you consider giving critical feedback, ensure you have given that employee a lot of recent praise. If not, whatever you are trying to get through to an employee, will fall on deaf ears.
      When you do have to give critical feedback, remember a few things:
      Focus on the issue or behavior; never attack the person, and remain calm in your actions and words Ask the employee for feedback, their side of the story Speak to the employee in private Address the issue soon after it happens; never wait Don’t rely on second-hand information; it’s always better if you have experienced the situation yourself that you want to correct Have an open discussion and find things that both of you can agree upon Have an action plan moving forward that the employee can take ownership of Use the experience as a learning tool Make sure you bring up positive attributes about them Remember, you don’t want the employee to be angry or upset with you; you want them to reflect on the situation and what can be improved. One last thing. Everyone makes mistakes. We need to be mindful of this.
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