We have a rather small waiting room and have removed a few chairs to aid in social distancing (we now have only 4 chairs total). I wanted to know if your shop is requiring customers to wear a mask while they are inside the waiting area? How is your experience? Do you have a sign up on the front door stating they must wear a mask?
Stay safe and healthy!
By Joe Marconi
For many of us, it's been a wild ride the past few months. We had to take care of everything, making tough decisions, dealing with banks and the SBA and running the shop from the trenches. But, with things looking better each day, it’s time that we get back into the role of building and operating the company.
For many, the COVID-19 crisis is far from over. However, the sooner we begin to adjust and build for the future, the better off we will be.
Shop Owners are among the hardest working people on the planet. We find ways to get through the most difficult situations. I have no doubt that the lesson’s learned from this crisis will make us stronger and more successful.
I currently employ a mechanic and friend who has been with me for about 20 years. He was formerly a transmission rebuilder, but we have switched to mostly reman units and have no need for a rebuilder. His pay has remained the same despite his value declining. I am currently paying him roughly $100,000 a year. The problem i'm having is that his skill set is not near that pay level anymore. He does light diagnostic and basic managerial work, but I am not confident enough for him to run the shop for more than an hour. With the current state of the industry our numbers have gone down a bit over the last two years. While still being profitable, I can't help but think about the extra income that would be available by terminating this employee, I just dont know how to do it. Any advice on how to do this? I like him as a person and have known him a very long time, but I feel his is paid about twice as much as he is worth. Any help wouldbe greatly appreciated.
By Joe Marconi
What’s wrong with my employees? Why don’t they do what I ask of them? It’s the same thing every day. I say one thing, they do another. It seems as if I am the only person who knows what to do around here.
Does any of this sound familiar? Have you said these words, or a variation of these words, from time to time? If so, you’re not alone. Getting people to follow policy or a new marketing strategy sometimes feels as if you are trying to move the earth off its axis.
People in high levels of authority are well-aware of the need to get things done. Each member of their team plays an integral part in the success or failure of the organization. In your shop, you are the authority: you are the shop owner. You know that the responsibility of attaining success directly rests on your shoulders. This is a weight you carry around with you each day.
Eventually, if your efforts don't attain the results you need to run a successful business, you begin to look around to find out what’s causing the problem. And the tendency is to assign blame. All too often, you find that your employees are not all pulling in the same direction. And you determine that this is the cause of your problems. The following may not sit well with you, but if most of your employees are not engaged and not performing up to your expectations, it’s probably not their fault. You need to take a long hard look in the mirror. The fault may lie with management, and that means you.
Assigning blame is destructive. It keeps our focus directed in the wrong areas. This is not to say we can never have a bad employee. But, if we focus on seeking blame, we are directing our attention from where our focus should be; and that’s accepting the responsibility to correct what’s happening and make the necessary changes.
In order to really get things done and achieve personal success and the personal success of your employees, it takes the cooperation of each team member. Getting people to work as a unified team involves commitment, not compliance. Compliance is demanding people to do something. And they will—but only up to a certain point and only for a certain period of time. What you need from your employees is not compliance; you need commitment.
Surveys have shown that the majority of employees in most businesses are not engaged at work and the primary reason is that most employees don’t know the overall goals and vision of the company. And they also don’t know what’s expected of them. Employees are largely left to react to their situations during the day; never really having a clear understanding of how their role contributes to their success and the success of the company.
A business team is no different than a sports team. Every member needs to know the objective and goals. Imagine the coach of a football team who does not let the quarterback—or the other players— know what the play is? He simply tells the players to get out on the field and perform. After all, the players are well-trained, highly capable and all professionals. Shouldn’t they know what to do to win? And when they fail to win, the coach ends up blaming the players. Is this a ridiculous analogy? It may be, but this is what happens every day in shops across the country.
Your best employees don’t want to fail. They don’t intentionally ignore what you want from them. It’s more likely that they really may not know what you expect from them. Employees need to know exactly what is expected of them and they need to be motivated and inspired to perform their best. However, the only way your employees can perform at their best is for each of them to know what the company goals are. In other words, what is our overall objective and how we, as a team, are going to achieve it.
Each employee also needs to know that when the business wins, they do, too. When employees realize that achieving the company goals is also aligned with achieving their personal goals, you have commitment. And commitment equates to success.
Communicate the goals of the company often. Communicate what success looks like and how we are going to attain it. Create a workplace where the goals of the individual are aligned with the goals of the company. If things get off track, just look in the mirror. If you want to blame someone, you might want to start with yourself.
This story was originally published by Joe Marconi in Ratchet+Wrench on December 3rd, 2019
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Help i need shop keepers insurance now. I have no claims in the last 3 year and 1 for $400 5 years ago. We went thru a rough time and paid the premium on the last day of when they sent notce. They won't renew .on going through Keller Stonehenge for pen n national .I have a 2 bay shop for over 10 years what a shock
By Biff Tannon
I am a mobile mechanic currently with safeco, but my local agent quit using them because their prices went up substantially.
I need some recommendations on learning more about garage keepers insurance. Like basically where to start, how to shop for it, any information would be helpful.
To give you a little background on where I am coming from: My brother and I are taking over the business, our father is 69 and is working his way into retirement. He has done a great job on teaching us how to run a shop, we are both very good service managers, however we have little experience on the business end of things. The reason that I am so interested in insurance is at the end of last year we were dropped by our underwriter, not for too many claims, just because, well I don't really know why. I think it had more to with the insurance company and the direction they were heading. Anyway our insurance guy scrambled to get us insurance at the 11th hour and needless to say we are paying out the nose.
We have 2 locations and do general automotive repair. The kicker is, we also have 2-3 service trucks and do on site tire repair for semi and construction tires. Yes, I know, there is my expensive insurance issue. However we have never paid this much before and I think part of it is who we are dealing with.
With all that being said I am trying to be proactive and learn as much as I can, so that maybe when it is time to renew we can get this expense a little more inline.
Any help and suggestions would be greatly appreciated.
I'm looking at renting a location to open a new shop and the owners are asking me to carry 2 million general aggregate, 1 million per occurence. 100,000 fire damage liability and 5000 medical.
In speaking to a few agent they seem to think it's a bit high.
Can ya'll post what you typically carry on your shop?