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Shop Owners Need To Define Themselves


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  • 3 weeks later...

John Wooden, the legendary basketball coach from UCLA, once said, “In my forty years of coaching, I never took a shot at the basket, never scored a point and never made a rebound. That was not my job”. John Wooden understood his role as a coach and the role of his players. We, as shop owners need to do the same.

 

For too many years I wore way too many hats. This notion that I, because I was the “Boss”, had to be the best technician, the best service advisor and essentially the best at all positions was ridiculous. This way of thinking leads to burnout and disappointment.

 

Learning your strengths as a leader is crucial.  Knowing the strengths of others in your shop and helping them become better is a gold mine. Thinking that the world surrounds us and that we need to have our hands in every element of the business will lead to our demise.  When the second baseman is not performing, the coach does not take his place on the field, he gets another second baseman.

 

Once we assume the role as business owner, our life changes.   If we don’t clearly define our role and all positions in our company we will not succeed. Trust me, until I realized that it’s the people around me that leads to my success, I struggled daily.

 

Running a shop is not easy. It’s perhaps, one the toughest jobs out there. But it can be rewarding both financially and emotionally. Work on your role first, and then go to work making others around you better at what they do. Your happiness and the happiness of others depend on it. 

 

 

 

I currently hold the role of the tech, book keeper/office manager, service writer, manager and owner. Even though I'm a MUCH smaller operation than most anyone on the board it can be overwhelming for sure!

 

Sent from my DROID RAZR using Tapatalk 2

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  • 1 month later...

I don't have a problem defining my self as a boss. I can take control of a situation and I can be stern to my employees. (3) The thing is that I'm not allowed to. Why is beyond me.

 

I have noticed that my husband is not that all stern. His employees tend to stop working when he does, and at times pick up conversations with our customers. To me they need to leave that up to us. I'm not allowed to tell them otherwise. That is my husband job since he is over the shop. I'm more time in the office. I still pay attention to things that go on at the shop and Im not always happy. This causes alot of tension in between us.

 

Yesterday my husband stop working for about 20 minutes and one by one his employees stop along with him. I believe it was my husbands job as a boss to tell them to go back to work and keep working. He never did and instead let them go back on their own when HE (husband) started back to working. UNACCEPTABLE in my eyes.

 

I think that he wont let me make decisions or be verbally stern with them for fear of his employees not respecting him or probably because Im a woman!

 

What do you guys think?

 

I want something done about this. He is not good in taking in criticism especially if is coming from me.

 

How can I approach this situation without him being mad or offended. He sees that this is a problem due to lack of productivity but Im not quite sure he knows how to take initiative to solve it. <_<

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LOL, my wife used to work in the office..actually for about 15 years. She used to call her job "Damage Control" cause if I got pissed at something she was there to smooth it out, me included.

 

Being the manager, or the boss... takes a whole different set of values....something we all learn with years of experience.

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you and your husband need to specifically define who does what job, in relation to the two of you running the shop. It can be very difficult to have a husband/wife team, because any disagreement between the 2 of you changes the "feel" of the entire business. I would suggest that the two of you get away from the shop, and determine who will do what job. Communication is key, and my wife has learned to present things to me in a particular way to keep me from getting defensive. Though she is not involved in the day to day operations any more, she still is my #1 counselor and idea filter. Staying married is tough, but staying married while running a business is even tougher. But it is worth it! Hope this helps.

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you and your husband need to specifically define who does what job, in relation to the two of you running the shop. It can be very difficult to have a husband/wife team, because any disagreement between the 2 of you changes the "feel" of the entire business. I would suggest that the two of you get away from the shop, and determine who will do what job. Communication is key, and my wife has learned to present things to me in a particular way to keep me from getting defensive. Though she is not involved in the day to day operations any more, she still is my #1 counselor and idea filter. Staying married is tough, but staying married while running a business is even tougher. But it is worth it! Hope this helps.

 

 

Thank you for your input. Yes, it is very tough thing to do do. We are working on it. That is the problem he gets offensive when I try to present an idea or when I suggest a way to do things different. I recently spoke with him about communicating things to each other. Hopefully he will stay committed in everything he said. I want the business to succeed. As for him as long as he is working on cars he is a happy camper.

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  • Have you checked out Joe's Latest Blog?

         3 comments
      Got your attention? Good. The truth is, there is no such thing as the perfect technician pay plan. There are countless ways to create any pay plan. I’ve heard all the claims and opinions, and to be honest, it’s getting a little frustrating. Claims that an hourly paid pay plan cannot motivate. That flat rate is the only way to truly get the most production from your technicians. And then there’s the hybrid performance-based pay plan that many claim is the best.
      At a recent industry event, a shop owner from the Midwest boasted about his flat-rate techs and insisted that this pay plan should be adopted by all shops across the country. When I informed him that in states like New York, you cannot pay flat-rate, he was shocked. “Then how do you motivate your techs” he asked me.
      I remember the day in 1986 when I hired the best technician who ever worked for me in my 41 years as an automotive shop owner. We’ll call him Hal. When Hal reviewed my pay plan for him, and the incentive bonus document, he stared at it for a minute, looked up, and said, “Joe, this looks good, but here’s what I want.” He then wrote on top of the document the weekly salary he wanted. It was a BIG number. He went on to say, “Joe, I need to take home a certain amount of money. I have a home, a wife, two kids, and my Harly Davidson. I will work hard and produce for you. I don’t need an incentive bonus to do my work.” And he did, for the next 30 years, until the day he retired.
      Everyone is entitled to their opinion. So, here’s mine. Money is a motivator, but not the only motivator, and not the best motivator either. We have all heard this scenario, “She quit ABC Auto Center, to get a job at XYZ Auto Repair, and she’s making less money now at XYZ!” We all know that people don’t leave companies, they leave the people they work for or work with.
      With all this said, I do believe that an incentive-based pay plan can work. However, I also believe that a technician must be paid a very good base wage that is commensurate with their ability, experience, and certifications. I also believe that in addition to money, there needs to be a great benefits package. But the icing on the cake in any pay plan is the culture, mission, and vision of the company, which takes strong leadership. And let’s not forget that motivation also comes from praise, recognition, respect, and when technicians know that their work matters.
      Rather than looking for that elusive perfect pay plan, sit down with your technician. Find out what motivates them. What their goals are. Why do they get out of bed in the morning? When you tie their goals with your goals, you will have one powerful pay plan.
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