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On the T.V. show “The Apprentice”, Donald Trump bluntly and with little emotion blurts out a simple phrase; “You’re fired”. But believe me, there is nothing simple or unemotional about firing someone. Although I’ve done it many times before, having to let someone go is a distressing event. I accept it as a part of doing business, but even when a person fully deserves to be fired, the process still stinks.

 

Last year I hired a tech in preparation for our expansion project. With the addition of 4 new bays, I knew that increasing staff and getting the right people would be challenging. When I hire people I look for more than skill level. Obviously, the person must be technically competent, but there are other qualities that are equally important. For me, having that perfect “fit” is essential for the morale of the shop. During the interview process I try to get a feel for the applicant and am more interested in making sure that the new-hire will have the personality and character that will work well with our team. All shops have a particular culture. From my experience, the better your people work together, the more productive your shop will be.

 

I thought I found such a person. This newly hired tech had a great sense of humor, seemed eager to learn, came in early every day, was always willing to help other techs, and worked hard. He graduated from a well-know automotive trade school and had a number of years experience under his belt working at a dealership. He had all the makings of a team player and potential leader. All was good for about 6 months. Then things began to fall apart.

 

A few months ago a pattern began to develop. The quality of his work was not up to our standards and he started to get a few comebacks. A lot of them were silly mistakes; he forgot to rotate the tires, or neglected to install a set of wipers, which had been clearly written on his work order.

 

It wasn’t just the comebacks that bothered me; it was the lack of focus and indifference I began to see. He didn’t seem to care as much as he did, just a few short months earlier. The other techs began to see it too and shop morale began to suffer. I have to tell you, I never give up on anyone. That’s not my style. It takes a lot of time, effort, and money to train a tech, and having to fire someone would negate all of that. Plus, the way I feel is that, whatever happens in my shop and what my people do, is my responsibility and is a direct reflection on my ability as the leader of the company.

 

We had many one-on-one meetings and I gave him additional training to get him back on track. But, nothing seemed to work. Still, I did not give up. I moved him next to my lead tech, as a sign that I believed in him. I thought working next to our top tech would be beneficial to his self-esteem and boost his image, but that didn’t work either. When I caught him a few times on his cell phone while working, I knew the end was near.

 

What happened next would be the decisive moment. I caught him in a lie. Then, I caught him in a series of lies. There’s a saying that someone once told me, “Man does not have the memory to be a perfect liar, you will eventually get caught”.

 

Dishonesty was something that I could not tolerate and he had to go. After I fired him, I began the mental process of examining the entire situation. Did I do all I can to work with this individual? Was there something that I did that turned this employee from a potential star into a dud? Did I miss something in the interview process that may have indicated a problem? I was disappointed in him and in myself.

 

As shop owners we need to remember that we cannot judge our employees by who we are. We need to remember that sometimes no matter how hard we try; we cannot get out of someone that’s not in them to begin with. We also need to realize that sometimes there aren’t any clear reasons why some people act the way they do.

 

Firing someone is never easy, but if an individual’s actions put your business in jeopardy, you must act and let that person go. It’s not about the person you’re terminating; it’s more about the rest of the team. The greater good of your company must be your determining factor.

 

I never did fully understand what happened with this tech, but I do feel better now that he’s gone. Shop morale is better and I’m over the emotional roller coaster this individual caused me. Actually, it got a whole lot better when I found a new technician two weeks later, shook his hand and happily told him…“You’re Hired!”

Posted
On the T.V. show “The Apprentice”, Donald Trump bluntly and with little emotion blurts out a simple phrase; “You’re fired”. But believe me, there is nothing simple or unemotional about firing someone. Although I’ve done it many times before, having to let someone go is a distressing event. I accept it as a part of doing business, but even when a person fully deserves to be fired, the process still stinks.

 

Last year I hired a tech in preparation for our expansion project. With the addition of 4 new bays, I knew that increasing staff and getting the right people would be challenging. When I hire people I look for more than skill level. Obviously, the person must be technically competent, but there are other qualities that are equally important. For me, having that perfect “fit” is essential for the morale of the shop. During the interview process I try to get a feel for the applicant and am more interested in making sure that the new-hire will have the personality and character that will work well with our team. All shops have a particular culture. From my experience, the better your people work together, the more productive your shop will be.

 

I thought I found such a person. This newly hired tech had a great sense of humor, seemed eager to learn, came in early every day, was always willing to help other techs, and worked hard. He graduated from a well-know automotive trade school and had a number of years experience under his belt working at a dealership. He had all the makings of a team player and potential leader. All was good for about 6 months. Then things began to fall apart.

 

A few months ago a pattern began to develop. The quality of his work was not up to our standards and he started to get a few comebacks. A lot of them were silly mistakes; he forgot to rotate the tires, or neglected to install a set of wipers, which had been clearly written on his work order.

 

It wasn’t just the comebacks that bothered me; it was the lack of focus and indifference I began to see. He didn’t seem to care as much as he did, just a few short months earlier. The other techs began to see it too and shop morale began to suffer. I have to tell you, I never give up on anyone. That’s not my style. It takes a lot of time, effort, and money to train a tech, and having to fire someone would negate all of that. Plus, the way I feel is that, whatever happens in my shop and what my people do, is my responsibility and is a direct reflection on my ability as the leader of the company.

 

We had many one-on-one meetings and I gave him additional training to get him back on track. But, nothing seemed to work. Still, I did not give up. I moved him next to my lead tech, as a sign that I believed in him. I thought working next to our top tech would be beneficial to his self-esteem and boost his image, but that didn’t work either. When I caught him a few times on his cell phone while working, I knew the end was near.

 

What happened next would be the decisive moment. I caught him in a lie. Then, I caught him in a series of lies. There’s a saying that someone once told me, “Man does not have the memory to be a perfect liar, you will eventually get caught”.

 

Dishonesty was something that I could not tolerate and he had to go. After I fired him, I began the mental process of examining the entire situation. Did I do all I can to work with this individual? Was there something that I did that turned this employee from a potential star into a dud? Did I miss something in the interview process that may have indicated a problem? I was disappointed in him and in myself.

 

As shop owners we need to remember that we cannot judge our employees by who we are. We need to remember that sometimes no matter how hard we try; we cannot get out of someone that’s not in them to begin with. We also need to realize that sometimes there aren’t any clear reasons why some people act the way they do.

 

Firing someone is never easy, but if an individual’s actions put your business in jeopardy, you must act and let that person go. It’s not about the person you’re terminating; it’s more about the rest of the team. The greater good of your company must be your determining factor.

 

I never did fully understand what happened with this tech, but I do feel better now that he’s gone. Shop morale is better and I’m over the emotional roller coasted this individual caused me. Actually, it got a whole lot better when I found a new technician two weeks later, shook his hand and happily told him…“You’re Hired!”

 

Not a fun thing to do. If I were a betting man this tech's problems sound like either drugs or domestic. This past week we had to do something I have never done since we have been open. For the first time in 10 1/2 years we laid someone off. We like this tech but our business since August 1 has been very soft although it seems to be starting to recover.

Posted

That must have been hard to do. I can relate to that too. People don't realize how difficult our jobs are.

 

As far as your thoughts on the tech I fired, I think you are right.

 

A lot of shops in my area are slow too. But, I really think that we should begin to see business get a lot stronger in the coming months and should stay strong up to the New Year.

 

Thanks for email!

 

Joe

Posted
That must have been hard to do. I can relate to that too. People don't realize how difficult our jobs are.

 

As far as your thoughts on the tech I fired, I think you are right.

 

A lot of shops in my area are slow too. But, I really think that we should begin to see business get a lot stronger in the coming months and should stay strong up to the New Year.

 

Thanks for email!

 

Joe

 

Joe, do you do drug testing? We haven't but we reserve to right to do it on new hires and random. We have had problems in the past but not with the guys we have now.

  • 3 weeks later...
Posted

Same for us. We have a drug testing policy and inform all employees and new hires that random drug testing will be performed. I have yet to do this but will start.

 

I now have about 14 people working for me and I have had issues this past year with 2 techs that were stopped for DWI. They are both gone now, but we all need to protect ourselves.

  • 2 weeks later...
Posted
Same for us. We have a drug testing policy and inform all employees and new hires that random drug testing will be performed. I have yet to do this but will start.

 

I now have about 14 people working for me and I have had issues this past year with 2 techs that were stopped for DWI. They are both gone now, but we all need to protect ourselves.

 

Joe, I saw your picture and the article above in the October 26, 2009 issue of Tire Business! Nice article, nice picture, congratulations!

  • 10 months later...
Posted

Firing someone is never fun. My service manager fired one of our techs yesterday. This was a case of prolonged bad attitude, lack of productivity, and the final straw was insubordination. I didn't enjoy it and now I have to find a replacement.

Posted

On the T.V. show "The Apprentice", Donald Trump bluntly and with little emotion blurts out a simple phrase; "You're fired". But believe me, there is nothing simple or unemotional about firing someone. Although I've done it many times before, having to let someone go is a distressing event. I accept it as a part of doing business, but even when a person fully deserves to be fired, the process still stinks.

 

Last year I hired a tech in preparation for our expansion project. With the addition of 4 new bays, I knew that increasing staff and getting the right people would be challenging. When I hire people I look for more than skill level. Obviously, the person must be technically competent, but there are other qualities that are equally important. For me, having that perfect "fit" is essential for the morale of the shop. During the interview process I try to get a feel for the applicant and am more interested in making sure that the new-hire will have the personality and character that will work well with our team. All shops have a particular culture. From my experience, the better your people work together, the more productive your shop will be.

 

I thought I found such a person. This newly hired tech had a great sense of humor, seemed eager to learn, came in early every day, was always willing to help other techs, and worked hard. He graduated from a well-know automotive trade school and had a number of years experience under his belt working at a dealership. He had all the makings of a team player and potential leader. All was good for about 6 months. Then things began to fall apart.

 

A few months ago a pattern began to develop. The quality of his work was not up to our standards and he started to get a few comebacks. A lot of them were silly mistakes; he forgot to rotate the tires, or neglected to install a set of wipers, which had been clearly written on his work order.

 

It wasn't just the comebacks that bothered me; it was the lack of focus and indifference I began to see. He didn't seem to care as much as he did, just a few short months earlier. The other techs began to see it too and shop morale began to suffer. I have to tell you, I never give up on anyone. That's not my style. It takes a lot of time, effort, and money to train a tech, and having to fire someone would negate all of that. Plus, the way I feel is that, whatever happens in my shop and what my people do, is my responsibility and is a direct reflection on my ability as the leader of the company.

 

We had many one-on-one meetings and I gave him additional training to get him back on track. But, nothing seemed to work. Still, I did not give up. I moved him next to my lead tech, as a sign that I believed in him. I thought working next to our top tech would be beneficial to his self-esteem and boost his image, but that didn't work either. When I caught him a few times on his cell phone while working, I knew the end was near.

 

What happened next would be the decisive moment. I caught him in a lie. Then, I caught him in a series of lies. There's a saying that someone once told me, "Man does not have the memory to be a perfect liar, you will eventually get caught".

 

Dishonesty was something that I could not tolerate and he had to go. After I fired him, I began the mental process of examining the entire situation. Did I do all I can to work with this individual? Was there something that I did that turned this employee from a potential star into a dud? Did I miss something in the interview process that may have indicated a problem? I was disappointed in him and in myself.

 

As shop owners we need to remember that we cannot judge our employees by who we are. We need to remember that sometimes no matter how hard we try; we cannot get out of someone that's not in them to begin with. We also need to realize that sometimes there aren't any clear reasons why some people act the way they do.

 

Firing someone is never easy, but if an individual's actions put your business in jeopardy, you must act and let that person go. It's not about the person you're terminating; it's more about the rest of the team. The greater good of your company must be your determining factor.

 

I never did fully understand what happened with this tech, but I do feel better now that he's gone. Shop morale is better and I'm over the emotional roller coaster this individual caused me. Actually, it got a whole lot better when I found a new technician two weeks later, shook his hand and happily told him…"You're Hired!"

 

That's the thing about employees.... "A new broom sweeps well" It's when that broom gets a few miles on it that you find out what you really have.

 

Over my years I think I've had every type of wrench head work for me. Most all end up with the same problem,... production, come-backs, and hours at the shop. One or all of them become an issue. I usually can tell when it's about to happen. The first thing I notice is they stop coming in early, or the bathroom breaks get closer and closer together. Stuff like that.

 

The thing that I feel is neccessary for a shop owner to keep in mind.... "Know when it's time to get a new broom" and "don't hang on to a useless broom"

Just my thoughts on the subject.

Posted

For me, I tend to hold on to the hope that people can change. But, the truth is, when an employee starts to show certain signs, you need to act. The damage of delaying letting someone go can be harmful to your business.

 

I now ask myself two questions when I am having problems with an employee:

 

1. If this employee came to me today and said they were leaving, how would I feel? If it does not upset me or makes me happy, the person needs to go.

 

2. If this employee were to apply for the job today, would I hire him/her? If the answer to this question is a definite no, fire the person now!

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  • Have you checked out Joe's Latest 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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      Shop Dog Marketing at Shop Dog Marketing.com. "Want to see your auto repair shop thrive? Let Shop Dog Marketing be your guide. Our customer-first approach, combined with AI-driven creative content, ensures top rankings.
      In-Bound at CallInBound.com. Cover your communication needs and revolutionize your auto repair business with AI-driven call analytics from InBound.
      Contact Information
      Email Craig O'Neill: [email protected] Join Our Virtual Toastmasters Club: https://remarkableresults.biz/toastmasters
      The Aftermarket Radio Network: https://aftermarketradionetwork.com/
      Remarkable Results Radio Podcast with Carm Capriotto: Advancing the Aftermarket by Facilitating Wisdom Through Story Telling and Open Discussion. https://remarkableresults.biz/
      Diagnosing the Aftermarket A to Z with Matt Fanslow: From Diagnostics to Metallica and Mental Health, Matt Fanslow is Lifting the Hood on Life. https://mattfanslow.captivate.fm/
      Business by the Numbers with Hunt Demarest: Understand the Numbers of Your Business with CPA Hunt Demarest. https://huntdemarest.captivate.fm/
      The Auto Repair Marketing Podcast with Kim and Brian Walker: Marketing Experts Brian & Kim Walker Work with Shop Owners to Take it to the Next Level. https://autorepairmarketing.captivate.fm/
      The Weekly Blitz with Chris Cotton: Weekly Inspiration with Business Coach Chris Cotton from AutoFix - Auto Shop Coaching. https://chriscotton.captivate.fm/
      Click to go to the Podcast on Remarkable Results Radio
    • By carmcapriotto
      Thank You To Our Partners The Institute, AutoFlow, AutoLeap, Shop Dog Marketing, In-Bound:
      In this episode, Craig is concise as he reflects on the timeless wisdom of Martin Luther King Jr. and how his principles of nonviolent conflict resolution remain highly relevant today. Inspired by recent readings of King’s works, specifically his iconic Letter from Birmingham Jail, Craig explores how these lessons can be applied to resolving conflicts in everyday life—even in situations as modern as addressing negative reviews.
      This thoughtful discussion acknowledges the historical context of King’s writings while highlighting their enduring value in promoting understanding, negotiation, and meaningful resolution.
      Watch Full Video Episode
      Key Points Discussed:
      Craig’s Appreciation for MLK’s Legacy: Acknowledging King’s brilliance as a leader, communicator, and writer, Craig emphasizes the enduring relevance of his concepts and principles. The Four Steps of a Nonviolent Campaign (as outlined in Letter from Birmingham Jail):
      Collection of Facts: Ensure injustices are present and verified. Negotiation: Open dialogue with a willingness to find common ground. Self-Purification: Prepare yourself to act constructively and maintain the ability to return to negotiation. Direct Action: Take deliberate action aimed at fostering a return to negotiation.
      The Word of the Day:
      Unfettered.
      Adj - Not controlled by anyone or anything.  Uninhibited
      Modern Applications:
      Craig draws parallels between these steps and common missteps in conflict resolution today, such as skipping fact-gathering and jumping straight to retaliation—like leaving a low review without understanding the full story. He discusses how these missed steps can lead to escalation rather than resolution.
      Takeaways for Listeners:
      People care about how much you know only after they know how much you care. Applying MLK’s principles to situations like resolving a customer complaint or an unjust review can model constructive engagement and encourage others to seek facts, negotiation, and resolution.
      This episode is a thoughtful tribute to King’s enduring legacy and a practical guide for applying his lessons to resolve conflicts with empathy and integrity.
      Links & Resources:
      Letter from Birmingham Jail by Martin Luther King Jr.
      Join Craig as he unpacks these timeless lessons and their power to transform the way we approach conflicts in our personal and professional lives.
      Thank You To Our Partners The Institute, AutoFlow, AutoLeap, Shop Dog Marketing, In-Bound:
      The Institute at WeAreTheInstitute.com.  "Stop stressing over your business, you deserve a good night's sleep. The Institute’s coaching helps you achieve success and financial peace.
      AutoFlow at AutoFlow.com. Your partner in technology, Autoflow consolidates your client interactions - before, during and after the visit to a single thread. Learn more at Autoflow.com
      AutoLeap at AutoLeap.com. Are you tired of juggling multiple tools to manage your auto repair shop? Say hello to the streamlined efficiency of AutoLeap, the #1 all-in-one Auto Repair Shop Management Software!
      Shop Dog Marketing at Shop Dog Marketing.com. "Want to see your auto repair shop thrive? Let Shop Dog Marketing be your guide. Our customer-first approach, combined with AI-driven creative content, ensures top rankings.
      In-Bound at CallInBound.com. Cover your communication needs and revolutionize your auto repair business with AI-driven call analytics from InBound.
      Contact Information
      Email Craig O'Neill: [email protected] Join Our Virtual Toastmasters Club: https://remarkableresults.biz/toastmasters
      The Aftermarket Radio Network: https://aftermarketradionetwork.com/
      Remarkable Results Radio Podcast with Carm Capriotto: Advancing the Aftermarket by Facilitating Wisdom Through Story Telling and Open Discussion. https://remarkableresults.biz/
      Diagnosing the Aftermarket A to Z with Matt Fanslow: From Diagnostics to Metallica and Mental Health, Matt Fanslow is Lifting the Hood on Life. https://mattfanslow.captivate.fm/
      Business by the Numbers with Hunt Demarest: Understand the Numbers of Your Business with CPA Hunt Demarest. https://huntdemarest.captivate.fm/
      The Auto Repair Marketing Podcast with Kim and Brian Walker: Marketing Experts Brian & Kim Walker Work with Shop Owners to Take it to the Next Level. https://autorepairmarketing.captivate.fm/
      The Weekly Blitz with Chris Cotton: Weekly Inspiration with Business Coach Chris Cotton from AutoFix - Auto Shop Coaching. https://chriscotton.captivate.fm/
      Click to go to the Podcast on Remarkable Results Radio
    • By carmcapriotto
      Thanks to our Partners, NAPA TRACS, and Today's Class This episode covers the practical benefits of digital vehicle inspections (DVIs) for shop owners. Learn how DVIs can boost Average Repair Orders (ARO) and improve customer communication. Industry professionals share real-world insights on overcoming cultural resistance, the role of leadership, and strategies for successful implementation. Plus, explore how AI enhances inspection reports and processes. Whether you're new to DVIs or looking to optimize, this episode is packed with actionable tips to help your shop thrive. Ben Dexter, National Training Manager, NAPA TRACS Chris Cloutier, Golden Rule Auto Care and CEO of Autoflow. Charlie Pixley, Charlie's Car Car, Clearwater, FL Show Notes Watch Full Video Episode Introduction to Digital Vehicle Inspections (00:00:00) Challenges of Implementing DVI (00:03:03) Leadership and Accountability (00:04:07) Charlie's Experience with DVI (00:05:02) DVI Evolution and Adoption (00:06:25) Ben's Insights on Change (00:07:56) The Importance of KPIs (00:09:41) Battling Priorities in Shops (00:13:01) Improving DVI Processes (00:16:40) Customer Perspective on DVI (00:18:53) Challenges in DVI Implementation (00:19:45) Consumer Engagement with DVI (00:20:26) AI and Technology in DVI (00:21:18) Importance of Customer Complaints in DVI (00:22:36) Professionalism in DVI Communication (00:23:40) Learning from Industry Peers (00:25:21) Benefits of DVI for Sales Growth (00:26:38) Leadership Role in DVI Implementation (00:30:49) 300% Rule in DVI (00:33:03) Creating Habits for Change (00:35:44) Leadership and Accountability (00:36:36) Key Performance Indicators (00:41:21) Start Simple and Improve (00:42:07) Constant Correction and Praise (00:43:55)
      Thanks to our Partner, NAPA TRACS 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 http://napatracs.com/ Thanks to our Partner, Today's Class Optimize training with Today's Class: In just 5 minutes daily, boost knowledge retention and improve team performance. Find Today's Class on the web at https://www.todaysclass.com/ Connect with the Podcast: -The Aftermarket Radio Network: https://aftermarketradionetwork.com -Follow on Facebook: https://www.facebook.com/RemarkableResultsRadioPodcast/ -Join Our Private Facebook Community: https://www.facebook.com/groups/1734687266778976 -Join Our Virtual Toastmasters Club: https://remarkableresults.biz/toastmasters -Subscribe on YouTube: https://www.youtube.com/carmcapriotto -Follow on LinkedIn: https://www.linkedin.com/in/carmcapriotto/ -Follow on Instagram: https://www.instagram.com/remarkableresultsradiopodcast/ -Follow on X: https://twitter.com/RResultsBiz -Visit the Website: https://remarkableresults.biz/ -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 -Special episode collections: https://remarkableresults.biz/collections The Aftermarket Radio Network: https://aftermarketradionetwork.com/ Remarkable Results Radio Podcast with Carm Capriotto: Advancing the Aftermarket by Facilitating Wisdom Through Story Telling and Open Discussion. https://remarkableresults.biz/ Diagnosing the Aftermarket A to Z with Matt Fanslow: From Diagnostics to Metallica and Mental Health, Matt Fanslow is Lifting the Hood on Life. https://mattfanslow.captivate.fm/ Business by the Numbers with Hunt Demarest: Understand the Numbers of Your Business with CPA Hunt Demarest. https://huntdemarest.captivate.fm/ The Auto Repair Marketing Podcast with Kim and Brian Walker: Marketing Experts Brian & Kim Walker Work with Shop Owners to Take it to the Next Level. https://autorepairmarketing.captivate.fm/ The Weekly Blitz with Chris Cotton: Weekly Inspiration with Business Coach Chris Cotton from AutoFix - Auto Shop Coaching. https://chriscotton.captivate.fm/ Speak Up! Effective Communication with Craig O'Neill: Develop Interpersonal and Professional Communication Skills when Speaking to Audiences of Any Size. https://craigoneill.captivate.fm/
      Click to go to the Podcast on Remarkable Results Radio


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