Ratchet+Wrench - October 2023

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10.23

STRATEGIES & INSPIRATION FOR AUTO CARE SUCCESS

TIME FOR A SOCIAL MEDIA POLICY? PAGE 48

HOW GEN Z IS ENGAGING WITH SHOPS

PAGE 10

STOKES:

IT'S Q4: HOW ARE YOUR GOALS? PAGE 50

KEYS TO EFFECTIVE

COMMUNICATION BECOMING A SHOP LEADER WHO SPEAKS CLEARLY— AND LISTENS, TOO! PAGE 23

FREEDOM OF SPEECH Dana Nkana, chief learning officer at Scott’s Automotive, wants you to speak with confidence.

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OCTOBER

10.23

VO LU M E 11 N U M B E R 10

05 EDITOR’S LETTER The Communicator Abraham Lincoln

09 BREAKDOWN

Sara Fraser discusses how shops can reach Gen Z drivers

17 SHOP VIEW

Arrow Automotive Reno, Nevada

21 STRAIGHT TALK

Correcting course when your team isn’t living up to its potential JOE MARCONI

31 CUSTOMER SERVICE PHOTO BY ASHLEE FICKLIN PHOTOGRAPHY

Making a great first impression over the phone

48 LAW

Protecting your shop from misguided social media posts

50 THE FIXER

Your 2023 Goals: Review.

Recalibrate. Recommit.

A ARON STOKES

F E AT U R E

23

FEATURE

ON THE COVER:

Dana Nkana of Scott’s Automotive Inc. photographed by Ashlee Ficklin Photography.

Throughout history, the most influential leaders were those who mastered the art of communication. In today’s shops, it’s critical to lead from the front in what you say, how you say it and in the ways you listen and interact.

BY CHRIS JONES

Ratchet+Wrench (USPS 9957), (ISSN 2167-0056) is published monthly 12 times per year by Endeavor Business Media, LLC. 1233 Janesville Ave., Fort Atkinson, WI 53538. Periodicals postage paid at Fort Atkinson, WI, and additional mailing offices. POSTMASTER: Send address changes to Ratchet+Wrench, PO Box 3257, Northbrook, IL 60065-3257. SUBSCRIPTIONS: Publisher reserves the right to reject non-qualified subscriptions. Subscription prices: $90.00 per year (U.S.A. only). All subscriptions payable in U.S. funds. Send subscription inquiries to Ratchet+Wrench, PO Box 3257, Northbrook, IL 60065-3257. Customer service can be reached toll-free at 877-382-9187 or at ratchetwrench@omeda.com for magazine subscription assistance or questions.

Printed in the USA. Copyright 2023 Endeavor Business Media, LLC. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopies, recordings, or any information storage or retrieval system without permission from the publisher. Endeavor Business Media, LLC does not assume and hereby disclaims any liability to any person or company for any loss or damage caused by errors or omissions in the material herein, regardless of whether such errors result from negligence, accident, or any other cause whatsoever. The views and opinions in the articles herein are not to be taken as official expressions of the publishers, unless so stated. The publishers do not warrant either expressly or by implication, the factual accuracy of the articles herein, nor do they so warrant any views or opinions by the authors of said articles.

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EDITOR'S LETTER

EDITORIAL ADVISORY BOARD John Miller, Fifth Gear Automotive; Doug Grills, AutoStream Car Care Center; Jimmy Alauria, 3A Automotive Service; Andrew Marcotte, American Pride Automotive; Bruce Howes, Atlantic Motorcar Center; Rob Choisser, Choisser Import Auto Services; Lucas Underwood, L&N Performance Auto Repair; Ryan Hillebrand, Urb’s Garage SALES ASSOCIATE PUBLISHER Andrew Johnson / ajohnson@endeavorb2b.com ASSOCIATE SALES DIRECTOR Mattie Gorman / mgorman@endeavorb2b.com DIRECTOR OF BUSINESS DEVELOPMENT Cortni Jones / cjones@endeavorb2b.com ACCOUNT EXECUTIVES (NATIONAL ACCOUNTS) Diane Braden / dbraden@endeavorb2b.com Marianne Dyal / mdyal@endeavorb2b.com Chad Hjellming / chjellming@endeavorb2b.com Lisa Mend / lmend@endeavorb2b.com Michael Parra / mparra@endeavorb2b.com Martha Severson / mseverson@endeavorb2b.com Kyle Shaw / kshaw@endeavorb2b.com Sean Thornton / sthornton@endeavorb2b.com ADMINISTRATIVE ASSISTANT Ryan McCanna ART AND PRODUCTION ART DIRECTOR Emme Osmonson PRODUCTION MANAGER Mariah Straub AD SERVICES MANAGER Jen George ENDEAVOR BUSINESS MEDIA, LLC CEO Chris Ferrell PRESIDENT June Griffin CFO Mark Zadell COO Patrick Rains CRO Reggie Lawrence CHIEF DIGITAL OFFICER Jacquie Niemiec CHIEF ADMINISTRATIVE AND LEGAL OFFICER Tracy Kane EVP ENDEAVOR BUSINESS INTELLIGENCE Paul Mattioli EVP TRANSPORTATION Kylie Hirko VICE PRESIDENT - VEHICLE REPAIR GROUP Chris Messer

HOW TO REACH US ENDEAVOR BUSINESS MEDIA 571 Snelling Avenue North, St. Paul, MN 55104 tel 651.224.6207 fax 651.224.6212 web endeavorbusinessmedia.com LETTERS TO THE EDITOR editor@ratchetandwrench.com Opinions expressed in Ratchet+Wrench are not necessarily those of Endeavor Business Media, and Endeavor Business Media does not accept responsibility for advertising content.

LEADING LIKE LINCOLN Two hundred seventy-one words.

That’s the length of the Gettysburg Address in its entirety. Known as one of the best orators of all time, President Abraham Lincoln mastered clear, impactful communication in fewer words than a Star Wars opening crawl.

But that was Lincoln. He understood the impact of words and how they could convey a vision and inspire action. As commander-in-chief of the Federal Army, Lincoln was known for visiting the battlefield and being amongst the tents talking to the soldiers. He would have late-night debriefings in the White House with his secretaries on the war and other matters.

His correspondences to his generals were clear and their directives unmistakable.

He hired and fired generals until he found a fighter in Ulysses S. Grant (a little encouragement for those trying to install the right manager). He led from the front, gave clear communication and expected the same in return. One of his most scathing criticisms of a noncommunicative leader came when relieving General John C. Fremont from command on September 9, 1861, when he said, “His cardinal mistake is that he isolates himself and allows nobody to see him; and by which, he does not know what’s going on in the very matter he is dealing with.”

In “Talking Points: Becoming a Clear Communicator,” (p. 23) we dive into the nuances of what a great communicator looks like in the shop. You’ll hear from Dana Nkana, the chief education officer at Scott’s Automotive in Grand Junction, Colorado, and Dan Taylor, a coach with Transformers Institute. They discuss how to improve your verbal communication skills, prevent miscommunication and how nonverbal cues speak louder than words.

Our Case Study, “Changing Places” (p. 35), shares the journey of Christie

Briggs Black, a longtime service advisor who became a foreman. She shares the challenges of switching roles in the shop, picking up new skills and how leaning on her existing skillset—customer service— helped her win over her technicians. Another example of how good communication can change situations.

Speaking is an important skill. The more you do it, the better you become.

Be a great communicator, but most importantly, be a great listener. As the late Stephen Covey once said: “Empathic listening takes time, but it doesn’t take anywhere near as much time as it takes to back up and correct misunderstandings when you’re already miles down the road; to redo; to live with unexpressed and unsolved problems; to deal with the results of not giving people psychological air.”

LEAH QUINTO

EDITORIAL CONTENT DIRECTOR Matt Hudson EDITOR Chris Jones ASSISTANT EDITOR Kacey Frederick CONTRIBUTING WRITERS Joe Marconi, Aaron Stokes, Nolan O’Hara, Noah Brown

CHRIS JONES, EDITOR CHRISTOPHERJ@ENDEAVORB2B.COM

09.23 / R+W / 5

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PEOPLEIMAGES / ISTOCK / GETTY IMAGES

JUMP START

N E WS I D E AS PEO PLE T R E N DS

MARKETING YOUR AUTO REPAIR SHOP TO ZOOMERS How to capture the attention of Generation Z drivers

BY KACEY FREDERICK

As vehicles continue to age and change, so do people. Staying in touch

with trends among younger demographics and learning how it will relate to your business’s advertising is something every successful business is conscious of.

Sara Fraser of Haas Performance Consulting is not only familiar with how to market for independent repair shops, but how to make that marketing appeal to all age demographics. She offered insights with Ratchet+Wrench as to what shops can do–and avoid–to capture the attention of Generation Z and beyond.

Making Your Virtual Mark

The biggest way to reach younger audiences is online, and investing in online advertising is a simple and effective way to make your business seen. The best platforms to focus on are typically Instagram and TikTok, as data has shown

that most users on these platforms range from 18 to 34 years old.

An online advertisement will stick with most younger people if it seems genuine, and a shop can achieve this by portraying itself as transparently as possible. Using photos taken of the actual shop and its employees in advertisements as opposed to stock photos is a good way to communicate that sentiment.

“They’re really looking for honesty, transparency, upfront information. They want the facts. They are going to do their research. They’re going to read reviews,” Fraser says. “So (avoid) anything that’s kind of gimmicky, or just not transparent and truthful.”

Indeed, most young people are proficient with the internet and like to do research before paying money for a product or service. A shop that has its information easily accessible is more likely to

capture the attention of the young internet researcher—especially in an automotive emergency.

If they must click through several tabs to find basic information, such as the shop’s address or services offered, many will simply go to the next shop on their list rather than scour through the website. One way to counter this happening is to create an FAQ page.

Another key step to focus on is setting up your shop’s Google prof ile.

This is commonly overlooked but can in fact lose the attention of many prospective clients.

A Google profile contains information that will be used to direct related searches toward your business. If a shop hasn’t looked over its Google profile and included what services it provides, it may affect how often it shows up in online search results.

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J U M P S TA R T / B R E A K D O W N

“When this customer is deciding, ‘OK, I need to take my car for auto repair,’ the first thing that they’re doing is probably going into Google Maps, and they’re searching ‘auto repair near me,’” Fraser explains. “But what if that person types in ‘oil change near me,’ or ‘brake repair near me?’ If the shop’s Google prof ile isn’t set up to include those other services, they might not show up in those searches.”

And when marketing to the young generation of internet researchers, having that Google profile set up to include you in as many search results as possible is crucial in gaining their business.

Miles of Road Ahead

they’re not going to have to deal with harassment and bullying at work.”

This can be achieved by expressing sentiments in job ads about the company culture and showing that your staff are team players who take care of one another and have a good work-life balance.

Hosting outings or lunches with the shop staff is also a great way to build a genuine bond that can appeal to that demographic of young people first entering a field.

With the entirety of Generation Z soon being able to own and drive their own vehicles, it’s certainly not a group of people the auto industry should ignore.

Many strategies for attracting younger demographics, such as increasing your business’s presence in search results, will yield successful results, but being aware of Generation Z’s role as the informed customer and their specific concerns will help attract potential lifelong relationships, if not the beginning of a successful career in the auto industry.

PHOTO 20191514 © REICH | DREAMSTIME.COM

A decline in the demand for automotive work doesn’t seem to be likely with the incoming generation.

Though ride-hailing services have become more common, most younger people still plan on owning their own vehicles. Having a personal vehicle

makes life easier in many ways, but it can also serve as a source of income for many, especially young people trying to get by.

Shops can not only gain clients from understanding how to connect with the younger generation, but also attract people in that demographic who are looking for a career.

As the industry faces a shortage of technicians, it’s important to learn how to market not only your services to potential customers but also your workplace to potential talent. Fraser has assisted many shops with the hiring and interview process and has found the most important thing for those entering the field is having a job that provides security.

“I always ask in an interview, ‘What are the three most important things for you in your next job?’ And in this age group, it tends to be that safety is always in one of those top three,” Fraser says.

“So they’re looking for a safe environment–and that’s physically safe, and also mentally safe, they want to know that

10 / R + W / 10 . 2 3

MAKING AN IMPACT TOGETHER TechNet Professional is a proud partner of Brakes for Breasts, a grassroots organization made up of thousands of independent automotive repair shops where 100% of donations go towards the Breast Cancer Vaccine Research Fund at the Cleveland Clinic.

TechNet Professional is an elite nationwide network of independently owned, professionally operated shops who care about their local communities.

SCAN TO HELP PUT THE BRAKES ON BREAST CANCER.

Visit technetprofessional.com/membership to learn more about TechNet Membership.

Follow Us @TechNetPros 10 . 2 3 / R + W / 11

J U M P S TA R T / S P E E D R E A D

ASE Announces 2023 President’s Club Appointees The National Institute for Automotive Service Excellence (ASE) President’s Club has announced those chosen to represent its first class of accomplished automotive professionals, according to a press release.

To be chosen as part of the President’s Club, an individual must have passed 51 ASE certification tests, not including the military test series and all OEM-specific tests.

Six individuals were chosen for the 2023 President’s Club: David M. Burns of Hewlett Packard Enterprise Services in Eads, Tennessee; Daniel J. Fuller of Connecticut State Community College, Gateway Campus, in Southbury, Connecticut; Robert S. Macas of AutoTime in Oak Lawn, Illinois; Glenn D. Markley of Cox Automotive in North Providence, Rhode Island; Zachary A. Merrill of The Car Whispers, LLC in Greenville, South Carolina; and William J. Woods of First Vehicle Services in Delta, Pennsylvania.

“These outstanding individuals have earned distinction by receiving ASE certifications in over 50 areas as well as having successful careers as service professionals,” said ASE President Tim Zilke. “These six are the best of the best and we are honored to induct them into the ASE President’s Club.”

UAF Awards $640K in Academic Scholarships The University of the Aftermarket Foundation has announced that it has awarded $640,250 worth of scholarships for the 2023-24 academic school year, according to a press release. The total number of scholarships awarded is 378.

The students who have received these scholarships applied for them through AutomotiveScholarships.com or HeavyDutyScholarships.com. They will be attending either a two-year or four-year college or university or an accredited automotive vocational program. Many will study mechanical, collision or heavy-duty repair. Ad12 / R + W / 10 . 2 3

ditionally, some will seek out degrees in engineering, business and IT/cybersecurity for use in the aftermarket. A full list of scholarship recipients can be viewed on the Automotive Scholarships website.

Mike Buzzard, AAP, is the chairman of the UAF scholarship committee.

“It’s wonderful to see so many students looking to the aftermarket as a career path and applying for scholarships to help get them there,” said Buzzard. “Awarding so many scholarships would not be possible without the generosity of those who donate their time and resources to UAF. Their support helps ensure that the aftermarket remains vibrant and strong through education.”

Carquest by Advance Celebrates Iowa Store Opening Auto parts retailer Carquest by Advance has a new location in Boone, Iowa, that is celebrating its opening, according to a press release.

The store located at 1115 SE Marshall Street officially opened on July 31 and is owned and operated by Darin and Taloyre Keller, who also operate Keller Excavating, Inc. in Boone. The Carquest store measures 6,000 square feet and has a staff of six employees.

A grand opening for the store was held on September 8 and a ribboncutting ceremony was hosted by the Boone County Chamber of Commerce.

Free ice cream was provided as well as giveaways for customers.

During the ceremony, a $500 Carquest gift card donation was presented to Gilbert High School to help pay for tools and training equipment for its shop class.

The following day, a classic car show was held at the store throughout the afternoon.

“Taloyre and I have been business owners in Boone for many years, and we’re thankful for this wonderful opportunity to join the Carquest family as store partners,” said Darin Keller.

“We have an incredibly strong team in place, with many years of automotive and heavy-duty equipment experience.”

Bogi Lateiner Speaks at ASE Instructor’s Conference The ASE Education Foundation enlisted automotive expert and ASE spokesperson Bogi Lateiner to speak at its recent instructor’s conference, according to a press release.

The presentation, titled “Revving up the Diversity: Shaping an Inclusive Future in Auto Repair High School and College Shop Programs,” started with a scenario of a female student who is repeatedly discouraged by her instructor to join an automotive course.

Lateiner then discussed how instructors can create an encouraging environment, such as treating both men and women the same. Women should be receiving the same amount of expectations regarding their work, without any assumptions being made about their intelligence or capabilities based on their gender.

Lateiner warned to not make men and women feel as if they are competing with each other. Refrain from making comments about how men are being “shown up” by women or similar remarks, as this only further divides colleagues and places unreasonable expectations on women.

Lateiner described the automotive industry as a club that no one wants to be a part of for much of the presentation, and that this must change if the technician shortage is to be addressed.

“Often viewed as being sensitive, the younger generation is not necessarily sensitive, but asks for what they want and need,” Lateiner said. “In this hiring environment, employees have more power. Asking to be treated with respect, to be trained and provided with a career path while working in a collaborative environment isn’t being sensitive. It’s what every employee should have.”

AACF Appoints New Board President The Automotive Aftermarket Charitable Foundation (AACF) has announced Jon Owens as the new president of the

Survey: Drivers Anxious Over Rising Repair Costs A recent survey shows that many consumers are experiencing financial stress from the cost of repairs and services performed on their vehicles, Fox Business reports.

A survey released by Jerry has examined drivers’ responses to the rising price of vehicle repairs, which has increased by roughly 33% since March 2020.

These responses range from drivers having to borrow money to some— predominantly younger—drivers going into default on their debts and resorting to delinquency.

Car repairs are typically unpredictable and can happen to any driver, and those in the U.S. are well aware of that: a third of Americans surveyed expressed concern for their financial status in the event of an unexpected car repair bill. Over 80% expressed anxiety that an unexpected repair could cause financial hardship for them and their families.

Those who have recently undergone car repairs have not been satisfied with the amount they spent, either.

Around 90% of those surveyed feel that they were overcharged, with 56% feeling that part of the total cost they paid was for unnecessary services

due to a lack of pricing transparency in service costs.

To avoid high prices and the feeling of being overcharged, 36% of drivers reported seeking estimates from multiple shops, and 33% of drivers consulted family members and friends for advice on vehicle care.

PHOTO 14640829 © SEBASTIAN CZAPNIK | DREAMSTIME.COM

company’s board of trustees, according to a press release.

Owens serves as a national sales manager at Epicor Software Corporation and has a history with AACF spanning over two decades.

The position will be taken over by Owens following current AACF President Larry Magee’s official departure.

“I am extremely pleased that Jon Owens was selected as president as he certainly has the leadership skills, industry knowledge as well as contacts, passion and desire to successfully lead the Foundation into the future,” said Magee.

Additionally, the Foundation has announced Luanne Brown as vice president, Ross Kogel as secretary and George Afremow as treasurer.

Federated Honors 10 Students with Scholarships Ten exceptional students throughout the 2023-24 academic year—Taylor Butler, Kylie Caverly, Keith Cecil, Christian Fisher, Leigh Hicks, Jacob Miller, Michael Phelps, Kathleen Raab, Bailey Thede and Hannah Winn—have been awarded Federated Auto Parts Car Care scholarships.

Federated scholarships are administered by The University of the Aftermarket in honor of Art Fisher, the late founder of Federated Auto Parts.

The awards are given to the employees or children of Federated Car Care Center members.

“Throughout our history, Federated has been dedicated to providing educational opportunities for students,” said Sue Godschalk, president of Federated Auto Parts. “It is with great pleasure that we present the Federated Car Care scholarships to this remarkable group of young individuals.

Beyond their impressive academic achievements, these students have also showcased exceptional leadership within their communities. We extend our heartfelt congratulations to them and offer our best wishes as they embark on the upcoming school year.”

Visit AutomotiveScholarships.com to learn more about Federated Car Care Scholarships or other scholarships being awarded by the University of the Aftermarket Foundation.

LIQUI MOLY USA Partners with YouTubers Autotopia LA LIQUI MOLY USA announced its strategic partnership with Autotopia LA, a distinguished YouTube channel focusing on unique cars, in a press release.

This collaboration brings together two industry leaders with a shared passion for automobiles, innovation and enhancing driving experiences and sets the stage for “a series of engaging content, events and initiatives that highlight the performance, power and beauty of cars,” stated the press release.

LIQUI MOLY USA will contribute products to Autotopia LA’s videos to demonstrate to the channel’s audience how its additives and oils enhance engine performance, fuel efficiency and overall longevity while Autotopia LA’ will speak with LIQUI MOLY experts on the science behind the brand’s products.

“We are incredibly excited to partner with Autotopia LA,” said Sebastian Zelger, CEO of LIQUI MOLY USA in the press release. “This collaboration allows us to connect with car enthusiasts in a truly immersive way, offering insights into how our products can elevate their driving experiences.

Autotopia LA’s dedication to curating exceptional content aligns perfectly with our commitment to excellence in automotive care.”

Autotopia LA’s host, Shawn Davis, added, “Our collaboration with LIQUI MOLY USA opens up new avenues for us to delve deeper into the world of automotive performance and maintenance. With LIQUI MOLY’s expertise, we can bring our viewers even more comprehensive and informative content that adds value to their passion for cars.”

10 . 2 3 / R + W / 13

WHERE CONNECTIONS ARE BUILT

ACT

O E S A E R C N I S E C I R P NOW,

.

0 3 R E B M N SE P T E

2 0 2 3A , 3 R E B M AD VE E R 31 — N O • L AS V E G AS , N E V

O C TOGABS CONVENTION CENTER L AS V E

SEMAS

M/REG H O W. C O

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FG TRADE | E+ | GETTY IMAGES

J U M P S TA R T / N U M B E R S

HOW OFTEN ARE YOU MEETING? Most auto repair shop owners skip check-ins

BY CHRIS JONES

For auto repair shop owners, check-ins offer a regular opportunity to get to know a team member on a personal and professional level. You can gain valuable insight into how they perceive their workload, the shop’s workflow, their career aspirations and what they’d like to see improve in the shop.

Given this, what percentage of shop owners from the 2023 Ratchet+Wrench Industry Survey Report indicated that they did regular check-ins?

51% Do not have meetings

49% Hold regular meetings

10 . 2 3 / R + W / 15

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J U M P S TA R T / S H O P V I E W

ARROW AUTOMOTIVE This Reno, Nevada, auto repair shop has the style and flair of the Southwest

BY CHRIS JONES | PHOTOS BY SHANE TROTTER

ARROW AUTOMOTIVE Owners: Monte and Trudy Craig Location: Reno, Nevada Staff Size: 10 Shop Size: 14,000 square feet Number of Lifts/Bays: 12 Average Monthly Car Count: 275 Annual Revenue: $ 3.6 million

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J U M P S TA R T / S H O P V I E W

Monte Craig opened Arrow Automotive in Reno, Nevada, 37 years ago at age 19. In 2007, the shop underwent a custom rebuild that Craig said took four design changes before landing on the Southwestern style seen today.

GREEN AND SUSTAINABLE Arrow Automotive adopted green and sustainable practices long before they were common, says Craig. Everything from the shop’s insulation and lighting to how it manages waste reflects its environmental commitment.

“We tried to do everything green.

That was a big deal to me. We have R-15 (insulation) in the ceilings. We use Clean Burn to burn the waste oil we produce from servicing vehicles. We use evaporative air conditioners in the summertime to keep the technicians comfortable and productive. We use Daystar, which are reflective lights like skylights that have mirrors inside of them that produce a great deal of interior light,” Craig says.

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MAINTAINING STANDARDS One of the next projects on Craig’s to-do list is a lobby refresh. He believes presentation is everything and that shops need to keep up with the changing expectations of customers, much the same as other industries.

“We’ve learned through good coaching in the last three years that our entire business model needed to be updated and changed. Just because we’re 37 years old doesn’t mean we’re doing it right,” Craig says. “Fast food refreshes every 10 years, and I think auto repair needs to the same way, especially if you want to compete on the dealership level or the vehicle maintenance level.”

ORGANIZATION FOR MOBILIZATION

HAVE AN OUTSTANDING SHOP? Send a few photos and a brief description to submissions@ratchetandwrench.com and we might feature it here.

Arrow Automotive technicians operate on a hybrid system of digital and analog tools. While the shop is digital, Craig says his technicians prefer to document repairs on paper for higher accuracy in reporting.

“We have a hybrid system. We do most of our stuff electronically. The main reason we have the clipboards is that the technicians like having something that they can hold on to or write on … and theoretically, we could switch to a paperless system, but we find that it’s not as user-friendly for the customer. We miss a lot of detail because we don’t transcribe as much (digitally) as you would if you hand-wrote it,” Craig says.

10 . 2 3 / R + W / 19

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Columns

STRAIGHT TALK Joe Marconi

Why Employees Underperform

Four reasons why you may not be getting the most from your team

BY JOE MARCONI

their employees. But how often do you hear shop owners talking about their best employees? Not very often, right? Shop owners are usually obsessed with underperforming employees. Let’s explore the reasons why.

POTENTIAL Many shop owners and managers assume that potential, or the desire to excel, will eventually turn into positive outcomes.

Unfortunately, having potential or desire doesn’t always lead to high performance.

It’s important to note that no matter what someone’s potential is, they may only attain a certain level of performance, which is largely based on their natural talent.

MOTIVATION Motivation is another factor we need to consider. As a business coach, clients often tell me their employees are money motivated. I challenge this thinking. The technician who is planning to get married, buy a house and have kids knows their future involves money—and a lot of it. But what is the true motive behind the money? Sit down with your employees.

Find out why they come to work each day.

What really motivates them?

PREFERENTIAL TREATMENT Another reason people may shut down is when they perceive certain employees are held to a different standard. For example, your shop’s starting time is 8:00 a.m., but every day the same two employees arrive late. If you allow some employees to set their own rules, you are sure to have morale problems. Your best employees will eventually question your leadership if you don’t hold everyone accountable to the same standards.

PERSONAL CHALLENGES Have you ever had a star employee who has performed at high levels, but suddenly seemed indifferent to his job and his coworkers? This employee may be going through personal or health issues.

Maybe she is burned out between obligations at work and home. It’s best not to assume anything. Again, sit down with this person. Find out what’s going on.

Think about this: are you approachable enough that your employees feel comfortable about telling you what is going on in their lives?

While it’s hard to ignore employees who are underperforming, not recognizing those who are performing at consistently high levels daily can damage overall morale. Failing to recognize your best people will eventually demotivate them, leading to a reduction in their performance.

Creating a shop environment with high performers takes a team concept with strong leadership. If you have employees not performing up to expectations, you need to ask yourself a few things: Are you doing all you can to establish those expectations that everyone must follow? Are you providing the right training for everyone? Are you having one-on-one employee meetings where you learn about your employee’s career goals? It’s also important to realize that no two people are alike. Everyone has different needs and wants, and no strategy works for everyone. Going the extra mile to know your employees will send the strongest message of all by communicating that you recognize them as individuals, not just workers.

One thing worth mentioning: There will come a time when no matter what you do, there will be an employee who will not perform at the level you need. In this case, you’ll have to decide whether to tolerate or

terminate. From my experience, to terminate for the sake of the team, and for the individual, may be the best choice.

Let me leave you with this: Expecting high performance from others starts with you. Are you reaching your potential? Are you striving to improve and set high expectations for yourself? What you expect from others you should expect from yourself … and more.

Joe Marconi has more than three decades of experience in the automotive repair industry.

He is the owner of Osceola Garage in Baldwin Place, N.Y., a business development coach for Elite and co-founder of autoshopowner.com. j.marconi@eliteworldwide.com ratchetandwrench.com/marconi

10 . 2 3 / R + W / 21

MICHAEL HOEWELER

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Becoming a clear communicator

Learning the nuances of verbal and nonverbal communication can go a long way in making you a more effective leader in the shop

BY CHRIS JONES | PHOTOS BY ASHLEE FICKLIN PHOTOGRAPHY

10 . 2 3 / R + W / 2 3

FEATURE

According to the Chapman University Survey on American Fears, Glossophobia,

commonly known as the fear of public speaking, cripples one in four Americans.

While you may think ‘I run an auto repair shop, I’m not keynoting conferences’ what you don’t realize is that every interaction you have with another individual or with groups of people qualifies as a public speaking event.

As the mouthpiece of your organization, according to the 2023 Ratchet+Wrench Industry Survey report, sponsored by AutoZone and Mobil 1, 51% of shop owners aren’t regularly meeting to their teams. If you don’t connect, you’ll struggle provide a clear vision that rallies your team. You’ll have, in the words of Captain in “Cool Hand Luke,” “... failure to communicate.”

So, let’s remedy it.

How Great Leaders Communicate What do Nelson Mandela, Abraham Lincoln and Martin Luther King Jr. have in common? All three were well known for listening to the voices of the people they led. Mandela developed a reputation for listening intently to the views of others before interjecting his thoughts into a situation. Lincoln was known to walk amongst the tents of the Union soldiers and hold cabinet meetings in the late hours of the night to get a complete understanding of the war. King took the reports of injustice he heard from across the South and mobilized protesters to stand against racism. The most effective leaders aren’t those who stand on their own ideas first. They’re those who keep an open mind, open door and invite the thoughts, ideas and opinions of those whom they lead. Not to be confused with hearing, listening is an active practice. It shows those whom you lead that their words hold meaning to you. As the late Stephen Covey once said, “Seek first to understand, then be understood.”

“Listening, (while) it may sound very easy, is very difficult. Sometimes when you’re talking, people will tell you, ‘Yes, I’m listening.’ But you know, there are two different kinds of listening. One of them is listening to understand. The other one is listening to respond,” Dana Nkana, chief learning officer, Scott’s Automotive Inc, says.

24 / R + W / 10 . 2 3

33%

of shop owners say their leadership style is "Direct involvement"

Glossophobia noun glos·​so·​pho·​bia : fear of public speaking In anticipation of speaking in public, a person with glossophobia can experience a dry mouth, weak voice and uncontrollable body shaking.

No One Walks Away Unclear French enlightenment writer Voltaire (1694-1778) once said “Judge a man by his questions, rather than his answers.” Simply put, when leaders ask questions, they come across as interested in their team members, helpful and approachable— problem solvers. It instills unshakable confidence in you by your team.

“First of all, when we’re listening to employees during a conversation, we do the nonverbal—nod your head or give eye contact to show that you’re really getting it; you’re interested in what they’re saying. Then follow up with what I define as clarifying questions: ‘Did I hear you say that every time we bring in a car, we don’t give the correct information? Is that what I heard?’ You’re asking that clarifying question to make sure that you’re not misquoting or misinterpreting what they were saying. And then, they’re going to understand that ‘OK, he’s really interested; he’s trying to understand what I say’,” Nkana says.

The converse also holds. There are times when the shop owner sends a memo, texts a message or speaks to the team and the message may lack clarity for some hearers. In those cases, team members need to feel comfortable and confident enough to approach the shop owner to ask clarifying questions to carry out their marching orders within the shop. Communication must be seen as a two-way flow. Speak clearly and openly and never assume clarity or leave expectations unspoken.

“We want to have that transparency in communication. If you do not have transparency in communication and give employees the ability to ask clarifying questions, it breeds what we call uncertainty.

So, let’s say you send out a message and it is not clear (to your team), nobody clarifies that situation to them, it leads to uncertainty where people are going to start 10 . 2 3 / R + W / 2 5

FEATURE

31% gossiping ... and then all of a sudden the work is not going,” Nkana says.

Nonverbal Cues According to body language expert Patti Wood, author of “Snap: Making the Most of First Impressions, Body Language, and Charisma,” people can exchange up to 10,000 nonverbal cues within a single minute of an in-person conversation.

Moreover, she says what’s communicated unconsciously and nonverbally can say much more than the words that are subsequently exchanged during the conversation. For leaders, this means being cognizant of what you’re communicating when saying nothing. This includes the look on your face when you hear unfavorable news from a service advisor, the change in your posture during a disagreement with a technician, the darting of your eyes when you’re given feedback on a process that isn’t working and how you rest your hand (particularly if you cross them over your chest) when talking to a customer.

“Nonverbal is a vital portion of communication that sometimes most people don’t even think about. We do a lot of training and one of the things that we do is encourage people to always pay attention to how somebody’s reacting to a particular situation. There may be a situation where you’re speaking to your team in a group meeting and notice the nonverbal communication of a tech or an advisor folding their arms or leaning forward in their chair or making a face. In those situations, rather than internalize what you think the gesture may mean, it’s best to communicate directly with the person privately in a one-on-one meeting to ensure that you’re both understanding one another,” Nkana says.

Double Down on Empathy Vulnerability can be sometimes looked down upon as a weakness in leadership, but some of the strongest leaders are known for their gentle touch. During the Great Depression, it was Franklin Roo-

of shop owners say their leadership style is "Visionary"

sevelt’s empathic leadership and steady hand in the form of fireside chats that pulled the nation from the brink of catastrophic despair. In the shop, this same leadership is needed to reach into the hearts of your teams and keep them endeared to the work their doing no matter how rigorous the day can be.

“It is very important that we have empathy in order to really talk to other people depending on the situation. What really breaks down conversation or communication is sometimes when you talk about empathy, people always misunderstand empathy to mean sympathy. They are not the same thing,” Nkana says. “You empathize with people based on the situation. Sometimes you don’t know what somebody else is going through. So, we have to bring that into the forefront when we’re having

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19%

of shop owners say their leadership style is "Democratic"

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FEATURE

a conversation and understand what is going on. When we empathize with people, we can have a smooth conversation without any breakdown or insulting.”

15%

of shop owners say their leadership style is "Hands-Off"

Want to Improve?

Open Your Mouth.

If speaking isn’t your strength and you find yourself resonating with the quarter of Americans who are terrified of speaking, take a lesson from James Clear’s “Atomic Habits.” In his bestseller, he advocates for people who want to improve their skills to take baby steps. Here are Clear’s three rules for cementing a habit, as spelled out on his blog (jamesclear.com): 1.

You have to start with a version of the habit that is incredibly easy for you. It must be so easy that you can’t say no to doing it and so easy that it is not difficult at all in the beginning.

2.

You have to increase your habit each day but in an incredibly small way.

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3.

Even after increasing your habit, all repetitions must remain easy.

The total habit should be broken down into easier pieces if needed.

What does this look like for a shop owner? First, it’s greeting every team member every day or asking them how they’re doing every morning. Next, it’s inching past the pleasantries and discussing how they’re doing with work and where you can help. Finally, it’s moving into doing weekly one-on-ones.

“Start talking to your team. Don’t feel that you know everything as a shop owner. Go to the lowest person and start communicating. Ask, ‘Hey, how does your day work? How do you talk to the customers?’ You cannot sit on a pedestal and watch everything. Go to people and make them feel open to talking to you. That’s where you’re going to start having very good smooth conversations without any glitches in your system,” Nkana says.

2%

of shop owners say their leadership style is "Authoritarian"

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T O O L B OX / C U S T O M E R S E R V I C E

On-the-Phone Hero Customers have many options when choosing a repair shop; make sure yours is memorable

BY NOAH BROWN

10 . 2 3 / R + W / 31

T O O L B OX / C U S T O M E R S E R V I C E

There’s a running joke in pop culture that essentially says nobody uses their phone as a phone anymore. And there is some truth to that with 85% of Americans having some form of smartphone, the average phone is being used less for phone calls and more for internet browsing and keeping up to date on social media these days. However, the art of the phone call is still vitally important, especially in the sales and service industries. Data from Salesforce shows that more than 90% of all customer interactions happen over the phone. Most of the time, your first interaction with any customer is going to be over the phone, and that first point of contact is critical in establishing a good foundation for what could hopefully be a long-term relationship. Ashley Wright, service manager of Premier Auto in Worcester, Massachusetts, says that making sure a customer can feel relaxed and confident from the moment they call your shop goes a long way in building trust in you and your team.

“A customer needs to be able to hear that, when you answer the phone, you’re excited that they’re calling, that you’re happy that you’re the one they chose to call,” she says.

The first call with a customer is crucial, and if you nail that, you’re well on your way to having a satisfied customer.

HONESTY AND TRANSPARENCY Customer expectations have changed dramatically over the last several decades. David Avrin, customer experience consultant and author, says someone that calls your shop most likely has already done research into your store. With the prevalence of smartphones, it’s easier than ever to look up a dozen options for

auto repair close to them. Because of that, Avrin says you shouldn’t spend your time during that initial phone call trying to sell your shop as the best to them.

“They assume that everybody is good, that everybody has the credentials and that everybody can do the work,” Avrin says. “Quality is no longer a differentiator—it’s the entry fee. Quality gives you permission to do business in the marketplace.”

Modern auto shop customers are prioritizing speed and convenience above everything else. On top of that, Wright says auto shops as a whole already have a less-than-stellar reputation due to decades of some shop owners trying to pull a fast one on customers and charge for services that they don’t need. And if those weren’t big enough hurdles already, most customers calling your shop are already not in the best of moods because they have to spend valuable time and money that they might not have on a car repair.

“If a customer calls and their car is making a horrible noise, they’re scared.

They’re thinking worst-case scenario,” she says. “It’s our job as service advisors, managers, whoever is answering the phone to be able to say, ‘I’m so sorry you’re going through that. We’re here to help.’”

Wright says she keeps it as simple as possible when she answers the phone and tries to take as much off the customer’s plate as possible. Letting the customer talk through their concerns and taking down as much basic information as possible helps them feel like they’re being listened to, and that goes a long way in establishing trust.

“They’re already feeling stressed and worried,” Avrin says. “(Be the person) who says they’re going to hang with

“Position yourself as their advocate and say that you’ll help them,” - David Avrin, customer experience consultant and author

3 2 / R + W / 10 . 2 3

PHOTO COURTESY OF DAVID ARVIN

them to the end and get this fixed ... to make them feel at the outset that they have an advocate, not an adversary.”

To help with that, Wright says the first call they make to a customer once a vehicle is in their shop is only ever about the issue the customer initially mentioned.

“If it’s an issue with brakes, we only talk about brakes during that call. That way, a customer doesn’t think we’re trying to sell them all of this other stuff and that we’re really focused on their concern,” she says. “Of course, if something major is wrong, we also advise them to get that fixed–their safety is our primary concern. But transparency is key.”

And transparency throughout the

process goes a long way. Calling with updates and follow-up lets customers know that they’re not forgotten about.

Wright’s team sends out digital inspection reports via text to customers so they can see for themselves where their money is going.

“Just being honest with the customer is huge, whether it’s that first phone call or the last,” Wright says. “You’re just there to solve their problem.”

LIVE UP TO THE HYPE As Avrin says, quality is the entry fee.

No amount of concern or comforting phone calls will make up for poor service. But most shops these days don’t

provide poor service, and customers know that. That means having both high quality service and fair, transparent dealings with customers where they feel valued and cared for is essential. If your shop is able to talk to people on the phone in a positive way that lets them know that your shop will do what it can to help them, it can quickly build into a reputation. That, Avrin says, is essential.

“Once someone calls you, you’ve already passed the first test, which is the online search. When somebody calls you, understand that that is precious,” he says. “Now your job is to live up to what they already think about you.”

That’s not always easy, but both

Wright and Avrin say empathizing with your customer can help provide a spark.

Answering the phone with a smile and sounding genuinely grateful for the business goes a long way in establishing credibility, and listening to your customer helps solidify that relationship.

In the end, if your customer has a good experience, it’s a win-win.

“Position yourself as their advocate and say that you’ll help them,” Avrin says. “They’ve got no shortage of choices, but what they don’t have is time.

They don’t have patience. They have a limited amount of money. They really lack the knowledge, and they don’t want to get screwed.”

10 . 2 3 / R + W / 3 3

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CHANGING PLACES How Christie Briggs Black of ABS Unlimited Auto Repair made the leap from service advisor to foreman

BY CHRIS JONES

In the New York Times bestseller “Talent is Overrated,” author Geoff Colvin outlines the proper progression of growth using a diagram of concentric circles that resembles a target. In the center is the comfort zone, outside of it is the learning zone and the circle furthest orbiting the center is the panic zone. Colvin says the best progress happens when a

person steps from comfort zone to learning zone. The new skills come easier, and the work is challenging enough to keep one engaged without creating panic—but that doesn’t mean it’s not difficult.

For Christie Briggs Black of ABS Unlimited Auto Repair in Fairfax, Virginia, her traverse from service advisor to foreman placed her out of

her comfort zone and deep into the learning zone.

Backstory Briggs Black joined her parents’ auto repair shop in 2010. She flowed her bubbly personality and marketing experience into a position as a service advisor where she excelled for the next 13 years. When the 10 . 2 3 / R + W / 3 5

PHOTOS COURTESY OF BETSY BRIGGS

T O O L B OX / C A S E S T U DY

T O O L B OX / C A S E S T U DY

opportunity arose for the shop to replace its existing foreman, she stepped forward.

Problem Briggs Black entered the foreman role during the spring of 2023. Her predecessor was what she calls “a typical car guy” and, being female and non-technical, she felt intimidated in making the move—like an imposter.

However, she remained true to herself.

When she took leadership of the back of the house, she focused on being a nurturing presence to the technicians.

“I was a little skeptical of myself.

I think we all are when we step into something we’re not completely comfortable with, but I had to learn some things. I felt like I was annoying the living daylights out of them. I was constantly looking at what they were doing. I started doing the oil drains to show the guys that I’m out here and I’m going to get dirty. I just really tried to immerse myself in that world and it really was a big change. I was learning their day-to-day,” she says.

Solution Briggs Black decided to roll up her sleeves and get into the trenches with her technicians. She saw the change as an opportunity to be a student as well as a leader. She worked with the team, talked to them, asked questions and

3 6 / R + W / 10 . 2 3

looked for ways to serve. Briggs Black says taking the time to engage with the team helped to warm them up to her.

“The guys really received me well.

I feel like when I connect with them, I truly connect with them,” Briggs Black says. “It makes them feel heard and cared about which goes a long way for all of us.”

Aftermath Despite respect not being a problem since the team was already familiar with her as an advisor, she felt the loyalty she received from the technicians was genuine and earned through how she took to the position. Briggs Black contends that she is still learning, but it grows easier by the day.

“I really do enjoy pushing myself and the guys’ respect level for me was

amazing. You would think that a woman would go out in the shop, and they might get a little bit scoffed, but that was not the reaction at all. They embraced it,” she says. “I went into it with a huge amount of humility. I don’t think that I’m better than any of these guys.”

Takeaway Briggs Black leaned on the skills she developed in her near decadeand-a-half as a service advisor as a springboard for succeeding as a foreman. She used the same curiosity that won her customers over to win the trust of her technicians. She relied on the organization and attention to detail she employed in the front of the house to lead the back. But most of all, she listened and let her techs know that their concerns were

hers. She was their advocate—their top cheerleader and prizefighter if need be. And true to Colvin’s book, once the learning zone shrinks, it becomes your next comfort zone.

Today, Briggs Black feels a deeper sense of ownership and belonging to the position.

“You’ve got to have confidence in yourself, even if you do have impostor syndrome, right? If you’ve been working in this industry, you know something about it. I think that women can bring a lot of different qualities (to the shop) based off one’s personality. That can help make people feel heard and known and cared about,” she says. “And as much as that’s not the bottom line, that’s important. If you have a happy team, they’re going to be more productive.

That’s a win for everybody.”

10 . 2 3 / R + W / 37

3 8 / R + W / 10 . 2 3

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ALLDATA Shop Manager® simplifies the creation of everyday shop documents like estimates, repair orders, and invoices. It syncs seamlessly with ALLDATA Repair® or ALLDATA Collision® so you can instantly toggle between the industry’s number one OEM repair database and your work documents in Shop Manager. Another great timesaver: Check local AutoZone parts availability and order directly from the AutoZone catalog – in real-time. With over 750,000 parts available, you’ll quickly find the OE-quality parts and national brands you trust.

Expanded Availability & Fast Delivery = Even More Efficiencies Ordering parts throughout AutoZone’s extensive hub network, either online or by

phone, is easier than ever. Parts can be monitored through the new order tracking function on AutoZonePro.com. You can avoid idle tech time and better manage customers’ expectations, allowing you to operate more proactively. Accurately track multiple part orders to help optimize productivity. GPS technology digitally maps out the fastest routes to your shop to ensure shorter, more efficient drive times from AutoZone stores and hubs to your shop.

Whether using AutoZonePro.com or the AutoZonePro mobile app to order parts or diagnose a new repair correctly the first time with ALLDATA, AutoZone supports every estimator, technician, service advisor, and owner with multiple industry-leading repair solutions. To tackle any problem and ensure maximum return for your shop, download the AutoZonePro app today and fire up ALLDATA when the next repair arrives.

Scan to download the AutoZonePro app

COURTESY OF AUTOZONE

for the PRO

10 . 2 3 / R + W / 41

| SPONSORED CONTENT

FAC TO RY MOTO R PA R T S

DISCOVER THE FVP POWERTRAIN PROGRAM STREAMLINING AUTO PARTS PROCUREMENT As a prominent auto parts distributor, Factory Motor Parts is committed to providing its auto repair shop customers with peace of mind. This unwavering confidence comes from the strong reputation for reliability that its remanufactured and used parts have earned. The company's dedication to reliability is exemplified by its careful selection of remanufactured and used engines, transmissions, transfer cases and differentials sourced from C&K here. This company is known for its high product success rate. With FVP’s new Powertrain program, Factory Motor Parts customers can experience an enhanced, streamlined way to procure remanufactured and used parts. Chris Rand, former President of C&K Auto Parts, discusses how the Powertrain program can elevate the efficiency and value of auto repair shops.

COURTESY OF FACTORY MOTOR PARTS

FVP Powertrain Program’s Edge When auto repair shops are looking for replacement parts, they usually must call around salvage yards and manufacturers to find reliable and cost-efficient parts for their

customers. This process is cumbersome for auto repair shops because they must call multiple places and weigh each part's pros and cons until they find the best offer.

With the FVP Powertrain program, the inefficiency of the process and the stress of calling are eliminated.

“What's unique about the Powertrain program is that any customer can go into the portal and look up both remanufactured and used options and see them on one screen, and that's unique,” Rand said.

“Nobody else has that ability. With this portal, auto repair shops can put a vehicle's VIN in, and it looks everything up for them.

They get side-by-side comparisons of used and remanufactured engines, transmissions, transfer cases and differentials.”

Confidence in Quality Parts In addition to finding remanufactured or used replacement parts efficiently online, the Powertrain program offers the same warranty on used and remanufactured parts.

“Most salvage yards will give a 90-day warranty on their part, and sometimes

there are places that will give a 12-month warranty,” Rand said. “We offer a three-year warranty on parts and labor for used and remanufactured parts.”

FVP can offer such high warranties because it is confident in the success rate of its parts. Unlike most auto parts chains that use the same manufacturer for all their parts, FVP uses multiple manufacturers for each part it offers to ensure higher success rates.

“We generate a lot of data, and we're able to see which part numbers each different manufacturer is good at and which ones they're not good at,” Rand said. “We weed out the bad parts by considering price points, availability, and all the other things that a repair shop cares about. FVP does all the legwork and collects all the data so auto repair shops don’t have to.”

Exceptional Value Because FVP is confident in its low failure rates, it offers more extensive warranties on parts than competitors and offers an upgraded warranty through its Platinum program. An auto repair shop can become a Platinum member by purchasing four Powertrain products within a one-to-twoyear rolling period. As an FVP Platinum customer, auto repair shops get an upgraded warranty on their parts at no additional charge.

“This is a great deal for auto repair shops because other competitors charge up to $300 to upgrade,” Rand said. “In the end, the platinum program gives a large amount of warranty for the value of FVP parts.”

When customers use the FVP Platinum program and the Powertrain program, they can be confident that they are getting the best price and quality for any used and remanufactured products and the best warranty.

To learn more about the FVP Powertrain program, visit www.fvpparts.com 10 . 2 3 / R + W / 4 3

MORE

JUICE.

LESS SQUEEZE. Amp up your inventory. Motorcraft® parts are premium replacement parts designed, engineered and recommended for Ford and Lincoln vehicles. They’re tested to provide performance and long-life reliability. And they’re 20,000 active parts strong, with a deep inventory that includes batteries, wiper blades, brakes, spark plugs and much more.

Easy – for you and your customers. See your Ford Certified Parts Wholesale dealer for details.

Motorcraft® is a registered trademark of Ford Motor Company.

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FO R D

MOTORCRAFT QUALITY A CONVERSATION FROM THE SHOP FLOOR For more than 50 years, Motorcraft® has had a proud and proven history of offering OEM-caliber replacement parts specifically designed for Ford, Lincoln, and Mercury vehicles. Its core values have always centered on quality, dependability and performance.

But what do the people who sell and install the parts think? Let’s get some perspective from two guys working with Motorcraft parts every day: Dan Kovac and Pat Burns, owners of Grandma’s Speed Shop in Roseville, Michigan.

problems, and we want you to get the repair at a good price.

Q: What’s the secret to your success with Grandma’s Speed Shop?

Q: Talk about the peace of mind that comes with installing Motorcraft parts – for both your customers and your business.

Pat Burns: We built our name on quality and the fact our customers don’t have to come back to fix a vehicle twice. It’s quality repair the first time around.

Q: What are some of the ways to turn vehicles more efficiently?

Pat Burns: Getting the parts ahead of time for the vehicle coming in. The faster we can get the parts, the faster it goes out the door. Ford makes that easy.

Motorcraft parts are available the next day, which makes things way easier.

Thanks, Dan and Pat, for trusting Motorcraft parts to keep your customers happy and getting them back on the road quickly. Much continued success to you both at Grandma’s Speed Shop. © 2023 Ford Motor Company.

Motorcraft®️ and related trademarks are trademarks of Ford or its affiliates. All Rights Reserved.

COURTESY OF FORD

Dan Kovac: We always put quality for the customer first. I think a lot of that goes back to us using Ford parts. We want a quality repair the first time around so we can get you out the door correctly the first time. We don’t want you to have any

Pat Burns: Yeah, we really push the Motorcraft products because the quality is there. Motorcraft products are the best thing to replace worn or damaged parts on your Ford vehicle. I think that’s always been key. Also, Ford stands behind it. If I have an issue with a part, I just pick up the phone and go, “Hey, I need a new one.” Some of the other companies make us jump through hoops.

Dan Kovac: I honestly think that’s a big part of what’s gotten us to where we’re at – we really care about our reputation, our name and the end product.

10 . 2 3 / R + W / 4 5

When the speed limit is “warp,” we’ll have the parts.

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See us at AAPEX booth A3233 ©2023 PSA Automobiles SA. All Rights Reserved. bproauto is a trademark of PSA Automobiles SA.

| SPONSORED CONTENT

S T E LL AN T IS

WELCOME TO THE NEW AFTERMARKET BPROAUTO® IS AN O.E.-BACKED, FUTURE-FORWARD AFTERMARKET PARTS BRAND In the rapidly evolving automotive aftermarket landscape, a revolutionary brand has emerged to disrupt the status quo. bproauto® is poised to set new standards of precision and innovation.

With O.E.-backed quality, comprehensive coverage and cutting-edge technology, it commits to being "right for today and ready for tomorrow." bproauto is transforming the way we approach vehicle repairs today, and its futureforward approach provides a bridge to the next era of automotive maintenance.

COURTESY OF STELLANTIS

O.E.-Backed Quality and Unmatched Coverage for Today Every bproauto part meets — and often surpasses — the standards set by vehicle manufacturers. The parts are tested to strict fit, form and function standards and O.E. benchmark requirements. This commitment translates into parts that fit perfectly and perform optimally, providing a seamless repair experience.

What truly sets bproauto apart is deep coverage across a wide range of vehicle makes and models, from classic cars to the latest models on the road today.

Whether you're working on a domestic or an imported vehicle, bproauto has the high-quality parts you need.

high-quality parts, its parts empower mechanics and vehicle owners to tackle modern repair challenges confidently.

A Vision for Tomorrow The bproauto brand strategy encapsulates their forward-thinking ethos: "Right for today and ready for tomorrow."

This vision is a driving force that propels every endeavor. It's about more than just engineering parts — it's about setting a new standard for quality and innovation in the aftermarket.

When you choose bproauto, you're choosing more than just a replacement part; you're choosing confidence in the

repair process. Each piece is crafted with precision and care, reflecting the brand's unwavering dedication to quality and durability. With bproauto parts, you can trust that your repairs will stand the test of time.

As a new era of automotive maintenance and repair emerges, bproauto is a shining example of what's possible when a brand combines the unwavering quality of O.E.-backed, competitively priced parts for today with a vision for the future. Whether you're a shop owner, a seasoned mechanic or a car owner looking for the best, bproauto is poised to be your partner in driving the automotive aftermarket forward.

Keeping Pace with the Future of Automotive Repairs With one foot in the future, bproauto keeps abreast of the latest automotive technology developments. When you need the right parts for these vehicles of tomorrow, they’ll be there.

From sophisticated sensor systems to advanced hybrid and electric vehicle components, bproauto is keeping pace with the rapidly evolving automotive landscape. By offering competitively priced, 10 . 2 3 / R + W / 47

SIPHOTOGRAPHY / E+ / GETTY IMAGES

T O O L B OX / L AW

FACEBOOK FAUX PAS Can a social media policy protect your shop’s reputation when employees go off-script online?

BY NOLAN O’HARA

From Facebook to X (formerly known as Twitter), to Instagram, and now to Threads, your auto repair shop’s social media footprint just keeps growing. As it does, now is the perfect time to review your social media policies.

4 8 / R + W / 10 . 2 3

Social media is a great tool to reach prospective customers as well as current clients, and it provides a method in which to reach larger and larger audiences. But as with all tools, there are potential challenges in operating your shop’s social

media profile, and it’ll only work right if used correctly.

As social media becomes a more and more widely used tool that’s less and less avoidable, it’s important to establish social media policies for your business, not

tion and negative comments about the company,” Michael Callahan, a managing partner at The Callahan Law Firm, told Ratchet+Wrench in an email.

A clear policy provides a framework of acceptable social media posts on personal, as well as business-operated accounts, outlining what are and aren’t appropriate ways for the company to be represented.

Callahan also says that the policy can create a structure for solving any potential conflicts. The policy can include repercussions should its guidelines not be adhered to.

Protecting the Business If and when the time comes that the policy isn’t adhered to and an employee makes an inappropriate social media post in some form or another, having the policy can be helpful in protecting your business, according to Peter Cassat, a partner at Culhane Meadows.

Cassat uses defamation as an example.

Say your employee badmouths a crosstown competitor over social media, saying they do a poor job of fixing a certain type of vehicle. Cassat says that could legally be attributed to the company and could result in a lawsuit.

“But it’s nice to have that policy in place and say, ‘No, we don’t let people do that. That was against our policy,’” Cassat says. “So, when you try and take the position that it was a rogue action by an employee, you can say with some certainty that it wasn’t authorized.”

The policy could also be useful in terms of advertising. Should an employee make an inaccurate post about pricing without acknowledging the social media policy, it can provide a similar fallback.

only to provide a guide to your staff but also to protect them, your business and your customers.

Providing Clarity One reason to implement a social media policy is to provide clarity as to what is and isn’t acceptable social media use. Establishing clear guidelines and expectations for employee social media posts can help prevent issues “such as inappropriate postings, disclosure of financial informa-

Protecting Privacy In addition to protecting the business, a well-written social media policy can also help ensure protections for employee and customer privacy.

“It can limit the dissemination of sensitive data, ensure conformance with data protection laws and prevent the unauthorized use of customer or employee images or personal information,” Callahan wrote.

Cassat notes that company policy should already outline protections for employee and customer privacy and that a social media policy shouldn’t be a replacement for other important company

policies. However, adding a social media policy to existing privacy policies adds another layer of protection.

First Steps As you decide to set up a social media policy at your shop, both Callahan and Cassat say that the process should start with a period of evaluation. Callahan says you should take a look at the needs and potential threats and how they relate to your company’s size, culture and operations.

A social media policy would be an addition to existing company policies. As such, Cassat says you need to evaluate how it will fit in with those policies.

“Perhaps you already have policies that cover this, it can just be extended to social media,” Cassat says.

Cassat also mentions that, depending on the need, extending policies to encompass social media may be a better fit than establishing a new policy.

“I think a comprehensive kind of communications policy that encompasses social media might be the better way to go,” Cassat says, also noting that a policy shouldn’t be overly prescriptive, especially if that makes it unrealistic to enforce.

“A good handbook/communications policies (are) a great starting point, and then companies should think about more whether there’s other holes they need to plug,” he says.

After evaluating your company’s needs and how a new policy might fit into other company policies, both Callahan and Cassat note the importance of seeking legal guidance when writing the policy. An employment law attorney can ensure the policy applies to applicable laws and regulations, and that it doesn’t violate employee rights.

And it’s important to continue to review the policy as the landscape of social media is everchanging. Cassat says it could be helpful to write the policy more broadly in a way that could apply generally to new platforms and technologies.

Still, he recommends continually evaluating all company policies.

“That’s the beauty of writing in a more general way because the more specific you are, the more it becomes outdated quickly,” Cassat says.

So, as the landscape continues to evolve and the next Threads rolls out, your company will be ready.

10 . 2 3 / R + W / 4 9

Columns

THE FIXER Aaron Stokes

Checking the Scoreboard

It’s time to review your 2023 progress against this year’s goals to finish strong heading into 2024

BY AARON STOKES

October is a great time to review the

business decisions you made earlier this year and ask yourself if they were smart, and if not, to do something about it. If you made some great decisions and they’re doing really well, now’s the time to throw gas on that fire. If you made some bad decisions, now’s the time to pull the plug; don’t keep pushing it.

TAKE INVENTORY Think about every new thing you’ve tried.

If it starts doing well for your company, it does so with little effort. So, if you’re trying something and it’s requiring a lot of effort, you need to pause and ask yourself is this what you need to be doing. Is this where you need to keep pushing the company? I would also ask you to review and say, “What was the goal?” If the goal was to do X revenue and X amount of profit in X amount of hours, alright, let’s look back on the past nine months and truthfully ask ourselves if we hit that. As we’ve entered into October, if we were to really being honest with ourselves, can we see if that’s what really has happened? Otherwise, if we look at October and we go, “Wait a second. Here we are in the the fourth quarter. The first three quarters, we really haven’t done what we wanted to get done. We’re behind the goal. We wanted to do $2 million and racks are tracking $1.8 million.” So what do we have to do for the next three months to get back on course? How can we get back on the path to success over these next three months?

TAKE RESPONSIBILITY A lot of people will say that’s too extreme.

It’s not possible. But people do it all the time. It starts by being honest with yourself and looking within and saying, “You know what, I screwed up this month. I 5 0 / R + W / 10 . 2 3

did something wrong.” If you’re able to pause, dig deep and look inside to admit that, then you can say, “Alright, how do we do the right things to get back on track?” So, the goal here is not to save this quarter but to set up next year for success.

The only way that’s going to happen is if we’re focused on where we’ve gone wrong in the past. Let’s not wait until January 1 and look at last year and go, “Oh, man.

We missed it. This summer was supposed to be huge and it wasn’t. We just couldn’t tackle it. I don’t know what happened.”

Instead, look right now and say, “It’s nine months in and the market has spoken.

This ain’t working. Let’s stop doing this.”

TAKE OFF It takes a lot of courage to stop doing something. Most owners are always willing to try something new, very few are willing to stop things that aren’t working.

The only way that happens is if we use the last nine months as a compass. Let’s get our company back on track, whether it’s marketing or accounting, by digging into QuickBooks and saying, “Oh, our technician costs went way up in May or went way down in March.” That’s how you’re able to discover when you lost a technician. When you added a technician.

When you added a service advisor. When you took one away. When you added a parts manager. When you took one away.

You’re able to see all these little changes, like when you added marketing or took it away. You can see how it affected the company. You’ll then say, “Oh, man. We pulled back on marketing and revenues dropped. That wasn’t a smart decision.

Let’s crank it back up now.”

We need to look within, see everything and admit either our failure or success—and then adjust.

Aaron Stokes grew his business, AutoFix, into a six-shop operation that is widely regarded as one of the top repair businesses in the country. He is also the founder of Shop Fix Academy. aaron@shopfixacademy.com ratchetandwrench.com/stokes

SPONSORED CONTENT

5 Signs that You Need an Auto Shop Business Coach

By Charlene Parlett, ATI Executive Coach & Speaker

Considering a business coach? You're not alone! The concept of coaching is no longer confined to athletes and performers; it has evolved to cater to anyone seeking personalized solutions and support to unleash their full potential. Surprisingly, this includes a growing number of auto shop owners who are reaping the benefits of coaching.

If you're an auto shop owner grappling with any of the following top 5 challenges, a business coach could be the game-changer you need: Financial Struggles If your income as a shop owner is less than what you could potentially earn working for someone else, it's time to seek guidance.

Overwhelming Responsibility Are you stuck at the shop from opening to closing time every day because you lack confidence in your employees' ability to handle daily operations? A coach can help you develop a more efficient and independent team.

Work-Life Imbalance When was the last time you enjoyed a proper vacation or attended significant family and friends' events? If years have passed, a business coach can assist in creating a work-life balance that ensures personal happiness and success.

Uncertain Future You might have no idea about your business's actual value or what would happen to it and your family if you were unable to work. A coach can help you assess the worth of your business and plan for unforeseen circumstances.

Stagnation and Lack of Knowledge Feeling stuck in first gear with no clue how to progress? A business coach can provide valuable insights, reveal blind spots, and equip you with the knowledge to propel your auto shop forward.

So, if you're considering an auto shop coach, take the next step by requesting more information. With the right guidance, you can overcome obstacles, unlock your potential, and steer your auto shop towards greater success and profitability.

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THE MODERN WORKSHOP FRANCHISE. Designed to accommodate the latest vehicle technology and customer demands.

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THRIVE IN THE MODERN AGE OF VEHICLE REPAIR. Advanced vehicle and equipment training

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See if you Qualify for a Complimentary Assessment After qualifying, a representative will reach out to schedule an in-depth workshop assessment.

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Our industry experts conduct a thorough, in person review of your facility, staff and overall business operations. We will then present our findings of how you stack up against the industry and discuss next steps.

We offer new builds, acquisitions and shop rebranding options.

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