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Managing Family Business Dynamics [THA 218]

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carmcapriotto

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https://www.youtube.com/watch?v=EHXSUyYR6Nc&t=6s

Judy Zimmerman Walter is co-owner with her uncles and the CFO of, this 57-year young service business. Zimmerman’s Automotive, Mechanicsburg, PA is a true blue ‘family enterprise’ with 12 out of a team of 29 team members that are ‘IN THE FAMILY’. Zimmerman’s is a top automotive repair facility along with a quick lube and a used car division.

Among her involvement: Women’s Board of the Car Care Council, AASP-PA Alliance of Automotive Service Providers, and the Auto Care Association. Listen to Judy’s other episodes HERE.

Joe Hanson owns Gordie’s Garage. Joe has attended Management Success, NAPA training, Lawrence Tech University and most recently he is a member of the RLO 20 Group 13. He has earned his ASE C1: Automobile Service Consultant Certification. Under his father’s leadership, he has seen what it really takes to make a business like this work. Listen to Joe’s Episodes HERE.

John Klarkowski

Key Talking Points

  • Growing up in the family business and deciding to work in the family business

    • Judy’s Rule: You have to work 2 years somewhere else first, instead of expecting/assuming them to work in the family business 

    • Finding your own way first then can always circle back to the family business later

    • “I’m here because I have to be here” mentality is a responsibility that will lead to resentment long term

    • Introduce to beginning stages- cleaning shop

  • Team concept and positive culture

    • Treat employees like family

    • Everyone’s treated the same

    • Family dynamics have to be separate

  • Allowing failure

    • No favoritism

    • Failure is learning

    • Giving space- share your own mistakes but don’t try to intervene 

    • “Quarterbacking” instead of forcing a certain way 

  • Regretful or grateful

    • Heightened emotions with family

    • Not giving things time to work out, treating family members with disrespect

    • Experience trumps new ideas

    • Let your family members know your feelings- call them after work

  • Nurturing the following generation

    • Guidance and positive reinforcement, moral support 

    • Put things in perspective about the journey 

  • Advice 

    • Recognize if you work well together or not well together 

    • Recognize your communication style among family members

    • Family issues and business issues are checked at the door- no fighting in front of other employees

    • Keep it simple- find out/analyze whole story first then react after

    • Focus on celebrating it is a family business and working together

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This episode is brought to you by Shop-Ware Shop Management. It’s time to run your business at its fullest potential with the industry’s leading technology. Shop-Ware Shop Management will increase your efficiency with lightning-fast workflows, help your staff capture more sales every day, and create very happy customers who promote your business. Shops running Shop-Ware have More Time and generate More Profit—join them! Schedule a free live demonstration and find out how 30 minutes can transform your shop at getshopware.com

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This episode is brought to you by Shop Marketing Pros. Your guides are Kim and Brian Walker with a rich history as shop owners and industry veterans. When someone searches for a shop, who are they finding? Your competitors? It should be you! The good people over at Shop Marketing Pros know how to drive website traffic and make Google work for you! www.shopmarketingpros.com

Click to go to the Podcast on Remarkable Results Radio

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  • Have you checked out Joe's Latest Blog?

    • Joe Marconi
      The Toolbox is Last to Leave, First is the Heart
      By Joe Marconi in Joe's 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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