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Protecting Gross Profit: The Emotional Intelligence Approach [RR 841]


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Dan Taylor uses emotional intelligence (EQ) as a platform to understand why organizations struggle to meet their gross profit goals. He emphasizes the importance of understanding and managing emotions in order to build trust with clients and achieve GP goals. He also emphasizes the importance of balancing empathy with financial responsibility in the automotive industry.

Bill Haas, Haas Performance Consulting, Bill’s previous episodes HERE.

Sara Fraser, Haas Performance Consulting, Sara’s previous episodes HERE. Show Notes

  • Protecting Gross Profit [00:00:43] Dan Taylor discusses how emotional intelligence can be used to understand why organizations struggle to meet their GP goals.
  • The Importance of EQ [00:01:23]
  • Identifying the Problem [00:03:02]
  • The Three Players [00:03:41] Dan Taylor explains the three players involved in protecting GP: the individual, the client, and the organization.
  • Triple Win [00:04:18] Dan Taylor discusses the importance of achieving a triple win for the client, the organization, and the individual.
  • Emotional Intelligence and the Five Major Emotions [00:07:18] Dan Taylor explains how emotional intelligence plays a role in protecting gross profit margins and discusses the five major emotions: mad, sad, glad, guilt, and fear.
  • The Role of Shame and Perfectionism [00:09:04] Dan Taylor talks about the role of shame and perfectionism in high performers and how it relates to interactions with clients.
  • Assessing Emotions [00:11:08] Dan Taylor discusses the appropriateness, accuracy, amplitude, and longevity of emotions and how to evaluate and understand them.
  • Different Emotions [00:13:19] Dan Taylor discusses different emotions that can arise in the automotive industry, including sadness, happiness, fear, and guilt.
  • Client Needs [00:15:31] Dan Taylor talks about the importance of understanding client needs, including the desire to be heard, valued, and cared for, and how empathy plays a role in building trust and engagement.
  • Competing on Trust [00:17:03] Dan Taylor emphasizes the importance of competing on trust, relationship, and experience rather than price.
  • Customer Needs [00:20:19] Dan Taylor lists the different needs that customers have, such as feeling heard, valued, safe, and educated.
  • Transactional vs. Consultative Selling [00:21:28]
  • Gross Profit and Self-Value [00:22:14] Dan Taylor emphasizes the importance of gross profit for the financial health of the organization, and how it relates to self-value and self-worth.
  • Cognitive Dissonance and Pricing [00:24:30] Dan Taylor talks about cognitive dissonance and how it affects service advisors' beliefs about pricing, and how it can be bridged to focus on the relationship with the customer instead of the price.
  • Intersecting Factors [00:27:40] Dan Taylor explains the three factors that intersect to create a healthy environment for protecting gross profit: understanding and controlling emotions, authentic expression of empathy, and balancing workflow.
  • Sabotaging Gross Profit [00:27:40] Dan Taylor discusses common ways that businesses sabotage their own gross profit, including talking too much, failing to adjust the game plan, and not setting expectations with clients.
  • Charge a Fair Rate [00:28:50] Dan Taylor emphasizes the importance of feeling worthy of charging a fair and equitable rate for services provided to clients.
  • Consultative Mindset [00:30:02] Dan Taylor discusses the importance of a consultative mindset in sales and the benefits of relationship selling.


Thanks to our Partner, NAPA AUTO CARE Learn more about NAPA AUTO CARE and the benefits of being part of the NAPA family by visiting www.NAPAAutoCare.com Connect with the Podcast: -Join our Insider List: https://remarkableresults.biz/insider -All books mentioned on our podcasts: https://remarkableresults.biz/books -Our Classroom page for personal or team learning: https://remarkableresults.biz/classroom -Buy Me a Coffee: https://www.buymeacoffee.com/carm -The Aftermarket Radio Network: https://aftermarketradionetwork.com -Special episode collections: https://remarkableresults.biz/collections

 
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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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