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Shop Owners Need To Define Themselves

Joe Marconi
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ncautoshop Proficient

ncautoshop

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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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ExclusiveAutoCare Rookie

ExclusiveAutoCare

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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. <_<

Gonzo Grand Master

Gonzo

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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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Jmazur Apprentice

Jmazur

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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.

ExclusiveAutoCare Rookie

ExclusiveAutoCare

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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?

    • Joe Marconi
      The Technician Shortage Is Our Fault, And It's Time We Own It
      By Joe Marconi in Joe's Blog
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      The Technician Shortage Is Our Fault, And It's Time We Own It
      Nearly every day, I hear shop owners complain: "There's a technician shortage. We can't find qualified people. There's no one out there." If that's true, then who's to blame?
      The industry? The schools? The government? I don't know how you feel, but who promised us an endless supply of qualified technicians?
      Another common complaint is that young people do not want to work in the trades. Well, if that were true, then why are other trades such as HVAC, electrical, and plumbing growing? What are they doing that the automotive industry is not? 
      Here's the reality we need to face: We do have a problem, but we shouldn't look for someone or any entity to rescue us. Not the government. Not the trade schools. Not the recruiting companies. No one owes us a workforce. If we want great people in our industry, it's up to us. At some point, we need to own up to the truth: Building a pipeline of qualified technicians is our responsibility.
      In this blog article, I will break down the key reasons we are in this situation today and what we, as an industry, can do to solve the technician shortage. Are you ready to look in the mirror?
      Have We Pushed Technicians Away?
      Let's take a look at flat-rate pay. True flat rate, which pays a technician only for the hours they produce, is a controversial pay plan that emphasizes high production levels and creates a competitive work environment that, if not properly controlled, can lead to increased mistakes and a decline in morale and team spirit. Additionally, the stress and physical demands placed on technicians as they age are not favorable to long-term employee retention. What do we do with technicians as they grow older into their fifties and begin to slow down? 
      I have heard all the arguments and pros and cons of flat-rate pay, and I am not going to judge any pay plan. Let the facts speak for themselves. True flat rate has changed in most areas around the country and has evolved into a pay plan that gives technicians some pay guarantee.
      Many shop owners have learned that team morale, along with the opportunity to earn income, is important to technicians and to the company's long-term success. But let me ask you: how many technicians have left or been pushed out over the years because of the old flat-rate pay system?
      Another issue is the workplace environment. I remember being grateful to be hired as a young technician at a local repair shop. While very thankful, the work environment was not ideal. The shop owner kept the bay doors open year-round (I am from New York) unless it rained or snowed. He felt that if the bay doors were closed, customers might think we were closed for business. We had no heat and no hot water. Many of the jobs were done outside, year-round,  in all types of weather. The starting pay was minimum wage, with no benefits, sick days, or vacation pay. 
      Now, again, I need to point out that I was truly grateful for the opportunity this shop owner gave me. I learned a lot working there, and the experience was pivotal in my career. But looking back, I wonder how many people were discouraged by these working conditions?
      While the physical demands of the repair workplace are daunting, perhaps even more critical is the culture. Too many of my generation shop owners preached the mindset of "my way or the highway." We were the business owners, after all. We started our companies, took all the risks, and provided jobs. Why shouldn't we be the ones to set the ground rules our way?   
      Many of us found over the years that the "my way or the highway" mentality was a sure way to isolate employees and make them more likely to look over the fence for greener grass. In other words, it led many technicians to seek employment elsewhere, where they felt they could be appreciated and recognized for their hard work. The issue, however, was that there wasn't much green grass around. Disappointment after disappointment, bouncing from repair to repair shop, eventually led to despair. So, I ask you: were workplace conditions a contributing factor in today's technician shortage?
      Another factor that we are all well aware of is the complexity of the modern automobile. When I started, the work was mostly physical, and you were required to master essentially three vehicle models: General Motors, Ford, and Chrysler. Let's fast-forward to today. The evolution of automotive technology, along with the extensive training and tools required, has outpaced the typical technician's pay compensation, with no clear career path. Again, leading to frustration and insecurity about the future.
      Here is the bottom line: people don't leave their job; they leave their experience. We must do a better job. 
      The News Isn't all Bad; Your Next Steps to Fix the Technician Shortage
      To fix the technician shortage, it will take a combined effort from everyone in the automotive industry, particularly automotive shop owners. Shop owners are in the perfect position to make the greatest impact, not only on their businesses but also on the future automotive workforce.
      First, shop owners must become better leaders and understand that their ultimate success is directly dependent on the people they assemble around them. Any shop owner who mistakenly believes they can build an empire solely on their abilities is destined for serious disappointment. Business owners who think like this will eventually plateau. Without the collective contributions from a team of qualified people, your business will stall; it will not continue to grow.
      Create a workplace that attracts top talent: a clean, professional, well-equipped facility designed to support productivity, teamwork, and a career, not just a job. Build a great reputation in your community by getting involved locally. Become the auto repair shop that people take notice of as "the" place to work.
      Next, shop owners must become more financially knowledgeable. Knowing your numbers and what you need to achieve for a strong bottom-line profit is essential to paying technicians the money they need and deserve. Profit will also allow you to compete with other trade industries by providing a benefits package that has real take-home value and security.
      When it comes to culture, this is where the rubber hits the road. People crave recognition, praise, and a sense of purpose. Despite what you hear, people are not just money-motivated. Once people feel secure in their financial situation, retaining and motivating technicians can only be achieved by connecting with them on an emotional level. You cannot show enough appreciation. Give out praise for a job well done as if your business depended on it, because it does.
      As technicians age, we need to have a place for them. Expecting a 58-year-old to perform like a 35-year-old is unrealistic. We need to be more focused on career pathing. Provide training, skill development, and coaching to develop leaders and mentors within our older workforce. While their bodies may have slowed, the knowledge they have gained is priceless. 
      Our future is dependent on young people entering our industry. We need to give more young people opportunities. Every shop owner across the country should consider hiring an apprentice, then build an apprentice training plan and career path for them. If every shop did this, we could solve the technician shortage within five years. Get involved with the trade schools and high schools in your area. Look into the NAPA Apprenticeship Program. Don't sit on your hands with this one. Do it today.
      Lastly, don't get left behind. Commit to ongoing training for all your employees. Keep up to date with tools and equipment tailored to your business model. Don't try to be all things to all people and all vehicles. Identify your core profile customer and the vehicles they drive, and become an expert on those vehicles and the services you offer.

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