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Intentionally Lowering Tensions in Conversations [RR 893]


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In our fast-paced world, tension is a common occurrence in various aspects of life, including work, relationships, and competition. Dan Taylor discusses the concept of the "Three P's" - purpose, process, and payoff - as a way to set clear expectations and lower tension. He also emphasizes the role of active listening, empathetic engagement, understanding others' perspectives and the importance of nonverbal communication. Remember, the art of conversation is a journey, not a destination. Let's continue to learn and grow together.
 
Dan Taylor, Senior Business Advisor, Transformers Institute. Dan’s previous episodes HERE

Show Notes

  • Intentionally Lowering Tensions in Conversations (00:00:54) Dan Taylor discusses the importance of actively listening and empathetic engagement in conversations, and how to intentionally lower tensions.
  • Difference between Conflict and Tension (00:02:45) Dan Taylor explains the difference between conflict and tension, and how tension is a natural part of life that can be overcome by lessening it in conversations.
  • The Importance of Active Listening (00:03:30) The importance of active listening in conversations and how it can lead to better understanding and empathy.
  • The three P's: Purpose, Process, and Payoff (00:09:15) Dan Taylor explains the importance of clearly defining the purpose, process, and payoff of a conversation to lower tension and set expectations.
  • Commonality (00:13:23) The power of finding common ground and shared experiences to lower tension and build rapport in conversations.
  • One-on-One Conversations (00:14:52) Dan emphasizes the significance of one-on-one conversations and the need to establish commonalities to reduce tension and foster smoother communication.
  • The gift of one-on-one time (00:15:55) The importance of active listening and engagement in one-on-one conversations to lower tension and build understanding.
  • The power of clarifying questions (00:21:08) The role of asking clarifying questions in actively listening and reducing tension, particularly in client interactions and diagnostic processes.
  • Tension around money (00:24:19) Discussion on the tension in relationships caused by financial issues and the importance of understanding needs vs. wants.
  • Financial literacy and coaching (00:25:58) The need for financial education and coaching in a financially illiterate country, and the responsibility of employers to teach employees about money management.
  • Active listening and affirmations (00:29:28) The power of active listening and using affirmations to lower tension in conversations and create a positive impact.
  • Lowering tension in conversations (00:33:00) Discussion on how to lower tension in conversations by avoiding certain behaviors and focusing on active listening and empathy.
  • Discernment and thoughtful communication (00:33:49) Exploration of discernment in communication, using the THINK acronym to evaluate if something is true, helpful, inspiring, needed, and kind.
  • Neutral ground and location (00:36:23) Importance of choosing neutral locations for conversations to create a more balanced and less tense atmosphere, with examples of how location can impact the conversation.
  • The importance of being a safe place (00:43:34) Dan Taylor talks about the importance of being a safe place for others to share their thoughts and concerns.
  • The importance of social contracts (00:48:13) Dan Taylor discusses the use of social contracts as a tool to establish agreements and lower tension in various settings, such as workshops, meetings, and even family interactions.
  • The power of nonverbal communication (00:50:00) Dan Taylor emphasizes the significance of nonverbal communication, which makes up a large percentage of our overall communication. He recommends learning and reading body language to better understand and connect with others, ultimately reducing tension.

 

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 https://www.napaonline.com/en/auto-care

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?

         0 comments
      Auto shop owners are always looking for ways to improve production levels. They focus their attention on their technicians and require certain expectations of performance in billable labor hours. While technicians must know what is expected of them, they have a limited amount of control over production levels. When all factors are considered, the only thing a well-trained technician has control over is his or her actual efficiency.
      As a review, technician efficiency is the amount of labor time it takes a technician to complete a job compared to the labor time being billed to the customer. Productivity is the time the technician is billing labor hours compared to the time the technician is physically at the shop. The reality is that a technician can be very efficient, but not productive if the technician has a lot of downtime waiting for parts, waiting too long between jobs, or poor workflow systems.
      But let’s go deeper into what affects production in the typical auto repair shop. As a business coach, one of the biggest reasons for low shop production is not charging the correct labor time. Labor for extensive jobs is often not being billed accurately. Rust, seized bolts, and wrong published labor times are just a few reasons for lost labor dollars.
      Another common problem is not understanding how to bill for jobs that require extensive diagnostic testing, and complicated procedures to arrive at the root cause for an onboard computer problem, electrical issue, or drivability issue. These jobs usually take time to analyze, using sophisticated tools, and by the shop’s top technician. Typically, these jobs are billed at a standard menu labor charge, instead of at a higher labor rate. This results in less billed labor hours than the actual labor time spent. The amount of lost labor hours here can cripple a shop’s overall profit.
      Many shop owners do a great job at calculating their labor rate but may not understand what their true effective labor is, which is their labor sales divided by the total labor hours sold. In many cases, I have seen a shop that has a shop labor rate of over $150.00 per hour, but the actual effective labor rate is around $100. Not good.
      Lastly, technician production can suffer when the service advisors are too busy or not motivated to build relationships with customers, which results in a low sales closing ratio. And let’s not forget that to be productive, a shop needs to have the right systems, the right tools and equipment, an extensive information system, and of course, great leadership.
      The bottom line is this; many factors need to be considered when looking to increase production levels. While it does start with the technician, it doesn’t end there. Consider all the factors above when looking for ways to improve your shop’s labor production.
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