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Getting Over the Success Syndrome [RR 852]


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Dr. David Weiman discusses the concept of success and how it can hold entrepreneurs and business people back. They emphasize the importance of defining success on a personal level and not being held back by societal expectations or comparisons to others. He also touches on the importance of recognizing the value of one's work and charging appropriately for it rather than treating it as a hobby. Dave encourages listeners to redefine their definition of success and find fulfillment in their work while also recognizing the importance of financial stability.

Dr. David Weiman is the president of Weiman Consulting, a leadership consulting firm in Philadelphia PA. Listen to David’s previous episodes HERE

Show Notes

  • Getting Over the Success Syndrome (00:00:01) How success can hold entrepreneurs and business people back, and the personal reasons behind it.
  • Defining Success (00:03:01) The importance of defining success and how it can be deeply personal, using the five why's method to uncover the true reasons behind wanting to be successful.
  • Money Goes Where It's Treated Well (00:06:56) The importance of treating money well and being conscious about what we do with it.
  • The Value of Money (00:08:35) How discussing money can be uncomfortable for some people.
  • Charging for Services (00:10:37) The importance of charging for services and not selling from their wallets.
  • Defining Success (00:15:50) How success can be defined differently for different people, with personal happiness being a key factor for some.
  • Financial Success (00:18:01) The importance of financial success is discussed, acknowledging that it is a valid measure of success and necessary for many people to achieve their goals.
  • Success Syndrome (00:23:20) The concept of success syndrome and how it can hold entrepreneurs and business people back.
  • Depression of Success (00:29:09) How Olympic athletes often prepare and train and focus so intently on this one goal this one measure of success but nobody prepares them for what happens after that whether or not they succeeded.
  • The Struggle Issue (00:30:45) The struggle issue in the automotive industry and how it may be related to the success syndrome.
  • The Value of Automotive Repair (00:32:03) The value of automotive repair and how it is essential to customers' lives and personal expression.

Thanks to our Partners, AAPEX and NAPA TRACS.

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NAPA TRACS will move your shop into the SMS fast lane with onsite training and six days a week of support and local representation. Find NAPA TRACS on the Web at NAPATRACS.com

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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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