NOLN - November 2022

Hot Shots Shop owners like Dan Newell of Grease Monkey in Salisbury, North Carolina, rely on great managers for success. Find out how he and others retain these key talents.

Keys to Success

Celebrating the managers who tackle daily challenges

PERFORMANCE YOU CAN TRUST.

(Even in the harshest conditions)

True Brand® Engine MAX and Fuel Juels® work together to help protect your customer’s investment from harsh winter weather and to help get them where they need to go.

Engine MAX contains powerful Friction-Reducing Technology that permanently bonds to the engine metal friction surfaces, providing a permanent layer of protection and making it easier to start in extreme cold temperatures without affecting oil viscosity. In addition, modern ethanol-blended fuels attract water, which can freeze, forming ice crystals in the tank, fuel pickup, and fuel filters. Fuel Juels® is the ONLY Time-Released Fuel Treatment in the World that fights ethanol, helps safely remove water, and helps restore fuel mileage tankful after tankful, for up to 6,000 miles!

“The first ten seconds of wear [after a cold start] is equivalent to driving 500 miles”

- Bob Sikorsky, “Drive It Forever”

Reduces Engine Wear by 50-90%! (as shown by spectrometric oil analysis)

BY CAROL BADARACCO PADGETT

DANA

PHOTOGRAPHY

EDITORIAL

CONTENT DIRECTOR

Matt Hudson

DIGITAL REPORTER

Hanna Bubser

CONTRIBUTING WRITERS

Lenny Saucier, Adam Tatum, Lindsey Gainer, Paul Hodowanic, Carol Badaracco Padgett, Peter Suciu

EDITORIAL ADVISORY BOARD

Lenny Saucier, Director of Retail Training, FullSpeed Automotive

Pete Frey, Operator, Take 5 Oil Change

Adam Tatum, Director of Operations, Virginia Group

Bill Floyd, Operator, Lucas Oil Centers

SALES

VP AND PUBLISHER

Chris Messer, cmesser@endeavorb2b.com

ASSOCIATE PUBLISHER

Andrew Johnson, ajohnson@endeavorb2b.com

MARKETING STRATEGISTS

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Chad Hjellming, chjellming@endeavorb2b.com

Bob Marinez, bmarinez@endeavorb2b.com

Martha Severson, mseverson@endeavorb2b.com

Kyle Shaw, kshaw@endeavorb2b.com

Dan Thornton, dthornton@endeavorb2b.com

Sean Thornton, sthornton@endeavorb2b.com

ASSOCIATE MARKETING STRATEGIST

Kenzie Verschoor, kverschoor@endeavorb2b.com

CLIENT SERVICE SPECIALIST

Jen George, jgeorge@endeavorb2b.com

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Bradford, Morgan Glisczinski

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THE NOLN PODCAST

Head online to check out NOLN’s library of podcast interviews. Hear from quick lube leaders about new strategies, service stories and innovative operations that push the industry forward.

Listen to all the episodes and subscribe at: noln.net/podcasts

GENERATIONAL DIFFERENCES IN DIFM REPAIR

A recent Lang Aftermarket Report has broken down the do-it-for-me repair market by generation.

Consumer research conducted by Lang Marketing reveals that three generations make up about 95% of DIFM auto repair: baby boomers, Gen Xers and millennials.

Millennials are predicted to generate the most DIFM volume by 2030, and over twice as many millennials opt for online auto repair purchases when compared to baby boomers. In contrast, baby boomers are about twice as likely to visit in-person for auto repair purchase when compared to millennials. When looking at all three generations, millennials are the least likely to call repair outlets for purchasing auto repair.

Lang Marketing plans to continue looking into generational differences, such as how video is used to communicate and market to customers.

Check out more key news and trends daily at noln.net

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WHAT YOU’RE PAYING FOR

GOING INTO THE 2022 NOLN OPERATOR SURVEY, I was curious to see how some of the labor chal lenges might play out in the numbers. Even just about a year out from the worst of the COVID-19 pandemic, clear trends emerged.

I’m sure I don’t need to tell you that COVID disrupted the labor market, in particular how workers view their roles as employees and their loyalties to employers. Anecdotally and within the Operator Survey, shop owners talked about the difficulty in finding and hiring talented workers.

How does that play out in the survey? The most direct result, in my opinion, is with payroll. Operators looked to retain the talent they had, while competing against increasingly enticing offers from big corporate employers down the street. The best way to retain talent is to simply raise wages.

NOLN found in its 2022 survey that the percentage of gross sales going into payroll went up by 3 percent— no small amount, indeed. Starting wages for techs went up as well, as did manager salaries. In fact, in the twoyear span of 2020 to 2022, the average manager’s salary went from just under $50,000 to just above $57,000.

That’s a tough cost to take for shops on slim margins. But it just may be the single most beneficial investment to grow revenues, and that’s what NOLN sought to demonstrate in this month’s feature article. Writer Carol Badaracco Padgett spoke to three operators who have boasted excellent, long-term shop managers to see if they could stand up to scrutiny.

They certainly did, as evidenced by the operators who could hardly stop listing the ways in which these man agers deftly lead customer service, train and develop employees, seek to

learn new skills and boost the shop’s bottom line. It’s more than just allow ing shop owners to sleep well at night.

It’s about a dedication to quality that marries quality service with each car, no matter how speedy the service.

One operator, Dan Newell, went so far as to say that some customers will simply come back another day if his manager, Dustin Carr, isn’t working.

Now, this is a magazine dedicated to shop owners and franchisees, so you’ll read more about that perspec tive rather than how the managers do their managing from day to day.

But I hope you’ll agree that the value received by spending a bit more on these experts is well-earned.

And throughout the story, you’ll see some personnel data from the 2022 NOLN Operator Survey. I hope it’s a helpful comparison tool to help you make sure you keep the talent you’ve developed.

MATT HUDSON CONTENT DIRECTOR, ENDEAVOR BUSINESS MEDIA

The best managers demonstrate value with each customer visit

WHAT’S THE BIGGEST CHALLENGE FACING YOUR OPERATION?

The 2022 NOLN Operator Survey asked shop owners what they viewed as the top challenge faced in quick maintenance. Below are the responses, as well as a strong response in the “other” section.

Cost of goods Market saturation

Other

Finding qualified staff members

NOLN asked operators to fill in the blank if they chose “other.” Overwhelmingly, operators reported that finding qualified staff members was the biggest challenge.

FIND OUT MORE

Read the October feature story to see how different operators build service menus in pursuit of high car counts, big tickets or both. Search “The Right Strategy” at noln.net

Extended service intervals Electrification of vehicles

Never Miss an Issue.

THE RESOURCES THAT CONNECT US

Kevin Davis of the Quick Lube Expert online community believes that taking advantage of industry resources is what brings operators success

BY HANNA BUBSER

THERE IS MORE THAN ONE RIGHT WAY to run a well-oiled machine. Despite similar tasks and challenges that everyone tackles, the duties of owners and operators aren’t the same. This provides a great opportunity for collaboration. After all, this industry is not immune to change. Being prepared, staying informed and building a community can help ensure success now and into the future.

This is something that Kevin Davis has built his business on. Davis is the president and COO of Fast Change Lube and Oil and a former NOLN Operator of the Year. He’s established an online community for operators called Quick Lube Expert. Davis is plenty busy, but it’s all driven by a passion for this industry and a desire to see other oper ators perform their best.

“First and foremost, I’m a quick lube owner and operator,” Davis says. “I started in the quick lube industry in 1994 building one location, and over 28 years we were able to grow to over 25 locations operating in four states.”

Davis served on the board of direc tors for the Automotive Oil Change Association and was able to teach a management certification course for around 12 years. This involvement helped him to make many connections across the industry and established Davis as a valuable resource.

“During that time, I found myself continually fielding calls from people who were trying to find some resources,” Davis says. “That’s kind of where Quick Lube Expert was birthed from. It was just filling a need that people were ask ing for, and from that we were able to put a lot of resources online.”

Engage With Fellow Experts

In the Quick Lube Expert platform, users can buy a monthly or annual membership to access training vid eos on various topics. There are also resources for safety briefings, standard operating procedures, product and equipment reviews, tech bulletins, shop maintenance minutes, IT communica tion system tips and more.

“To me, Quick Lube Expert [is] a onestop-shop of what I wished I had when I started,” Davis says.

These resources can be accessed through the Quick Lube Expert web site. In addition, Quick Lube Expert also offers one-on-one calls, virtual webinars with operators to discuss hot topics for the industry, a free social media network and in-person shop consultations.

Collaboration and learning from other operators are the driving forces for this community, the way Davis sees it. There is value to be found in seeking out resources such as the ones Quick Lube Expert operates and beyond.

“When you are a quick lube owner and operator, you have to continually stay up with your game,” Davis says. “It’s like I always tell people, ‘It’s hard to give people water from an empty well.’ So, it’s hard for you to continue to give out to your team members, your communities and your customers if you don’t have somebody else pouring into you constantly.”

Davis believes one of the things that makes the quick lube industry great is the number of resources available, from associations to conventions, certifica tions, trade magazines and more. It boils down to the initiative of taking advantage of the resources available, and Davis says that doing so will pay off.

“I think that if you’re going to be relevant in this industry and you’re going to be sustainable to continue on, you’ve got to reach out and seek these resources to continue to develop and grow yourself,” Davis says.

This mindset is especially import ant as the industry continues to evolve and emerging vehicle technology has become a prominent component of the automotive world. Davis suggests doing research and staying up to date with relevant training opportunities in order to navigate the inevitable.

Maintain Your Relationships

Whether the motivation is to expand your portfolio of knowledge or plan for the future, the greatest takeaways Davis has seen from his own commu nity are the relationships that have been built.

“The biggest thing I can say is don’t stay on the island. So many times, I think what happens is, as owners and operators we get so consumed with what we’re facing that we feel like we’re on that island all by ourselves and that’s a terrible place to be,” Davis says. “Because when you’re on that island by yourself, it does seem like the sky is falling sometimes. It does feel like the waves are crashing in on you.”

Davis says that, across the decades he’s dedicated to this industry, he has never been told no when he’s asked someone for help. By seeking out resources, and by having a willingness to learn and an openness to connect with others, Davis says this industry can only become stronger.

“I think it’s very important that as owners and operators we stick

together,” Davis says. “Are we going to be competitive sometimes? Are we going to compete with one another sometimes? There are going to be times that we are. But I think that we do better by networking together,

sticking together [and] helping one another be successful so [that] we’re successful as a whole.”

Hear more from Davis in his interview on The NOLN Podcast, available at noln. net or wherever you listen to podcasts.

JIFFY LUBE OF INDIANA OFFERS CATALYTIC CONVERTER ID

Jiffy Lube of Indiana is offering free catalytic converter identifi cation services throughout the state.

According to ABC 57, this effort is made possible by the Jiffy Lube Cata lytic Converter Initiative. Indiana drivers can visit a Jiffy Lube location in the state and a technician will etch the last eight digits of the vehicle’s VIN onto the driver’s catalytic converter. High-temp paint will also be added as an additional deterrent against theft.

“As a locally owned business, Jiffy Lube of Indiana is committed to serving its communities across the Hoosier state,” said Steve Sanner, president and owner of Jiffy Lube of Indiana, according to ABC 57. “We’ve connected with law

enforcement around Indiana to better understand the need, and we feel this is a great opportunity for us to help address a growing, ongoing problem in Indiana and across the country.”

channel,” said RelaDyne President and CEO Larry Stoddard in a press release.

Dan Oehler, executive vice pres ident of sales and marketing for RelaDyne, added that the company’s marketing and promotions will support the venture.

TAKE 5 TO CARRY DURAMAX NATIONWIDE

RelaDyne announced a deal with Take 5 Oil Change to carry DuraMAX engine oil throughout the growing quick lube network.

“It is with great pleasure that we announce DuraMAX and Drydene oils will be featured in all Take 5 Oil Change locations within the United States. This relationship further confirms Rela Dyne’s ongoing strategy of the con solidation of the lubricant marketing

PHILLIPS 66 LUBRICANTS INTRODUCES VERSATRANS ULV ATF

Phillips 66 Lubricants has launched VersaTrans ULV ATF, a new automatic transmission fluid.

According to a press release, Ver saTrans ULV ATF is designed to meet the specifications of newer Ford and GM vehicles with 9- and 10-speed transmissions. It is a full-synthetic and ultra-low viscosity transmission fluid.

“By expanding our line to include one of the first ATFs approved as a Ford MERCON ULV licensed prod uct, installers carrying Phillips 66 or Kendall can now service newer Ford and GM vehicles where ULV fluids are recommended and fuel savings is expected,” said Jim Chancey, director of automotive products at Phillips 66 Lubricants via the press release. “Ver saTrans ULV comes to market just as many 2018 models are nearing time for a transmission service and drivers are looking to maintain their vehicles for longer ownership.”

This product is now available.

MIGHTY APPOINTS GARY VANN TO VICE PRESIDENT, PRODUCT STRATEGY

Mighty Distributing System has announced that Gary Vann will assume a new role as vice president of product strategy.

According to a press release, Vann has been with Mighty for 47 years. He started his journey as a salesper son at a company-owned franchise

in Virginia. From there, he joined the franchise department at the Mighty Home Office.

Vann acted as the leader of the sales and marketing department for 33 years, and now takes on this newly created role with a focus on sales channels. Vann will work with channels that include heavy duty, products for vehicle electrification, janitorial and sanitation, products that support the paint body and equipment industry, new supplier evaluation, and more.

“I genuinely thank Gary for taking on this critical initiative that will position Mighty well for the future,” said Josh D’Agostino, president of Mighty, via the press release. “Our product depart ment works tirelessly to support our franchises, but with extensive chal lenges of today’s market, focusing on future products from new suppliers and supporting customer diversifi cation has been difficult. Gary will dedicate his efforts to supporting the overall mission of the product depart ment and Mighty.”

Catalytic converter thefts have been on the rise throughout the country.

“It was a fun event. We got to spend time with the officers and learn more about what they do, and they got to see a lot more of what we do here at Grease

Monkey,” said Chris Dougan, customer service manager at Grease Monkey, via the press release. “It was just a ton of fun, and it was a great opportunity to provide a free service to members of our community.”

GREASE MONKEY, IDAHO FALLS POLICE HOST CATALYTIC CONVERTER EVENT

A Grease Monkey location in Idaho recently teamed up with a local police department to prevent catalytic converter thefts in the community.

According to a press release, the Idaho Falls Police Department and Idaho Falls Grease Monkey hosted an event to apply markings to cata lytic converters with heat-resistant paint for those in the community who wished to participate. Members from the Grease Monkey team and officers from the police department worked together to put on the event.

The intention of conducting a free event such as this one is to deter poten tial thieves from stealing catalytic con verters. Distinct markings on the car part can make it easier to identify if stolen.

PROBLEM SOLVING FOR TODAY’S SHOPS

Chris Cloutier of Golden Rule Auto Care and autotext.me shares his perspective on finding solutions for today’s unique industry challenges

BY HANNA BUBSER

Rising to the occasion doesn’t have to happen all at once. Sometimes it is gradual. Sometimes, it starts with a good foundation and the motivation to do better. Amid the chang es, the challenges and all of the technology that is quickly developing across the industry, it is never a bad idea to strive for what comes next. It all starts with the first step.

That step, no matter how large or small, is an important one. It looks different for each person, and finding the right direction to head in can often be the trickiest part of it all. What makes the

automotive industry so great in situations like this is that fellow shop owners and industry members can be a terrific resource.

Chris Cloutier, co-owner of Golden Rule Auto Care and chief executive officer and founder of autotext.me, knows a thing or two about strategizing success based upon the needs of this industry.

“The problem is that a lot of shops ... we fix cars. But sometimes the order in which we fix them is a little messed up,” Cloutier says. “Process and procedure are not necessar

ADAPT is a digital-first brand serving all segments of the automotive aftermarket. It delivers content about the most progressive and pressing topics in terms of advanced vehicle design; repair, mainte nance and diagnostics; and overall transportation trends. Learn more at adaptautomorive.com

KEY INSIGHTS, TRENDS AND STRATEGIES FOR TOMORROW’S

ily something that auto repair shops focus on very well. We focus on the fix, and sometimes process procedures [are] very much needed in our industry.”

Cloutier has another shop solution called baywatcher.ao, which is a real-time service bay analysis tool that he recently helped develop. The purpose of this tool is to help shop own ers have a greater handle on what is happening in their bays from the moment a vehicle pulls in.

“I know what bay it’s in. I know how long it’s been in that bay. I even know the bodies that have been on that vehicle,” Cloutier says. “So, it starts helping me kind of dial in efficien cies and productivities within the shop. We can always hire a couple more technicians, but it’s very hard to replicate more bays in our shop.”

Cloutier says that an example of the way this tool could be used is checking to see if certain promises are being kept across a shop in regard to service times.

“So, it’s about a 45-minute oil change. Is that getting met? Is that time getting met? A lot of times, what happens is we have these false assumptions [and] we say, ‘Oh, this person never does that in this amount of time,’” Cloutier says. “Or we use these absolutes. Well, [baywatcher.ao] gives the correct data to actually make these decisions.”

Cloutier doesn’t shy away from a challenge, but he also understands that navigating some of these areas as a shop owner can be difficult. But he says that if you take things one step at a time, you are heading in the right direction.

“I love the quote, ‘How do you eat an elephant? One bite at a time,’” Cloutier says. “A lot of times shop owners get over whelmed, and they don’t think about eating that elephant one bite at a time, and they try to eat it all in one sitting.”

This story has been edited for brevity. Read the full story at adaptautomotive.com

Learn more at adaptsummit.com

ADAM TATUM

Adam Tatum is director of operations for the Virginia Group, a Jiff y Lube franchisee with 11 locations.

He has over a decade of experience in the industry with a proven track record of building customer counts and sales, as well as using innovative ways to bring a new look to the automotive field for both the customer and the employee.

Performance comes from growing your business through people.

ATATUM @VALUBE.COM

What is Your Service Style?

Remaining relevant in an ever-changing industry

WHAT DOES SPEED OF SERVICE MEAN TO YOU?

Whether you are in a franchise or independent business model, the time that a car spends in your bay is money. The time that it takes for you to process each customer changes based on needs and what you are offering as a service. One thing that does not change is the need for a method to your madness and a team capable of hitting your KPIs for profitability.

In this month’s article, I will touch on a few of our service styles and the positives and negatives that can come from each. As an independent, look at some of these models and decide what is best for you to remain viable in a time where a new shop is popping up on each corner year over year.

The Traditional Quick Lube

The traditional quick lube, which is focused on driving the oil changes and building customer counts each day by “turning and burning,” is what most consumers believe is the way all locations are in the industry. They may check for some simple, quick services like wipers or air filters, but they are not doing a deep dive into maintenance items that a customer may or may not know are needed at that moment.

Their financial profit is primarily driven by the number of customers they can get through the door in a single day. Because of this system they care more for the quantity of customers they have than for their quality of customer service, in some cases. Everything is done to spend the least amount of time and money working on any one car. Even the most crucial steps can get skipped over while they speed through the service to get cars in and out as fast as possible.

Now, there are advantages to this type of service as well, especially for a smaller operator. With minimal services offered, you do not have to keep as much product on the shelves. This allows you to keep your assets at a lower level and more cash flow in your pocket. Secondly, if you are training your teams, you will have techs who are exceptionally good at what they do and will be able to operate with fewer people on your payroll at any given time. These cost savings will keep your customer on the go happy with your service each time.

The Full-Service Model

Many of our customers today are very techy. They want things to be done quickly, efficiently and in as little time as possible. They are looking for a do-it-all service center. Do I need tires? Can I get brakes done here? I need to get my fluids changed for my service records. These are all things that you can and will hear at a full-service facility. With extended drain intervals on many vehicles today and a higher push to be green, the ability to do things other than an oil change are paramount to stay relevant long term.

There are pitfalls to this model, and just like with the traditional model, I will go over a few of these. Cost is a primary concern. You will need to purchase machines, lifts, tools and so much more to perform these duties. This is a substantial number in some cases that does not have an immediate ROI. You must hire and keep trained and certified mechanics or technicians, all at a cost. There is also a risk of warranties that is higher than just switching out the oil. If you make a mistake on a brake system, it may mean thousands of dollars in repairs. So, before you go this route, know that costs are going to be a deal breaker for some.

Now, the advantage to this system is that you can be that all-in-one shop that today’s consumers are looking for. You can make a serious amount of money in this business. You will also find that you will get a lot of word-of-mouth advertising on social media platforms from satisfied customers or even customers that did not know that you did those services. Once you pay off your equipment, there is good profit in things like rotations, alignments and balancing services. Keep the best people you can for this work and watch the cash flow rise.

These are just some examples of the two major operating models in our industry. Many of you may be tied to a certain model based on franchise agreements and the like. If you are independent, do your research and look at what is best for you are your business. Just remember that whichever way you go, the automotive business is ever changing, and that is something that we must do as well to stay relevant! LUCAS MOORE

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subsidiaries, registered in various countries.

Service mark,

subsidiaries, registered

various countries.

?

By Carol Badaracco Padgett

Photography by Dana Leigh Photography

Three grateful shop owners share what it takes to find—and keep—a manager with true might

Here’s the word on the street from every automotive shop owner with a contented look on their face: If you’re looking for a manager, slam on the brakes. Stop looking for a shop manager, and start looking for a leader. The person with leadership qualities and tendencies—and a like-minded vision with yours—will be the manager that you seek.

“A leader is different than a manager,” says Jared Rutberg, president of Kwik Change Complete Automotive and Coving ton Pro Lube, both in Covington, Georgia. “Find a leader, someone who leads by example and who’s willing to make the hard decisions.”

Rutberg has found that star manager, and in the process, he was able to take a much-needed change and give himself a personal promotion. Or, as he puts it: “He makes it so we can actually go on vacation.”

Another happy proprietor, in Graham, Texas, is president and shop owner of The Oil Pit, Cody Hughes. Thanks to his invalu able manager of 22 years, James Burleson who handles the business, Hughes says, “I went to every baseball game of my kids’.”

Same story in Salisbury, North Carolina, at a Grease Monkey owned by Dan Newell and wife Sheila, where Newell thanks his lucky stars for the shop’s manager of seven years, Dustin Carr. “I’m 57 and retired,” New ell says. “He’ll call me if there’s an issue.”

In the Family Dan Newell says that he’s so impressed with his manager, Dustin Carr, that he may end up owning the business one day.

8

Qualities of a Standout Leader

To get a shop manager that has what it takes, all three successful shop owners agree, an owner must be on the lookout for specific traits and natural abilities.

1. Innate Trustworthiness

“As an owner, I’m here a lot,” Hughes says from his shop. “But there are also many times I’m not here. I want to know that I can trust my shop manager and know that the public can as well.”

That trust extends to customers. Hughes says that when parents come in with the family vehicle to get serviced, it’s Burleson who is helping to get them on the road safely.

“James has the ability to just do the behavior—to be honest. It’s just who he is,” Hughes says. “And that’s invaluable. It’s not something he has to think about.”

Newell says that Carr, his manager, shares similar values and is all-around trustworthy.

And Rutberg pointedly advises shop owners who are in the hiring process: “Put trustworthiness right up there at the top.”

2. Industry Knowledge

A no-brainer: Any prior automotive experience a manager has will always be a benefit. And it will help to fully round out a shop’s offerings—which is some thing that customers will value.

“Alec [Lumpkin] is very smart and very thorough,” Rutberg says about his manager. “He had worked in automotive shops before. So what’s unique in the quick-lube world is that he is an excellent mechanic and he’s great at diagnos ing vehicles. So if there’s an issue or a question, he can go and explain it to the customer, beyond just the lube service.”

Another quality of a star manager is that they’ll constantly be working to expand upon the knowledge they already possess.

At Grease Monkey in Salisbury, Carr devours every piece of automotive infor mation he can get his hands on.

“He does a tremendous amount of research on the new cars, so he knows what the correct maintenance procedures are, and that we’re using the right filters,” Newell says. “He does his due diligence.”

For that reason, Carr is qualified to do much of the training at the shop, which is a great asset for a manager.

Hughes says that Burleson, his man ager, is practically MacGyver with his mix of industry knowledge and long standing ingenuity.

“James has done it so long that there’s not anything he hasn’t seen,” Hughes says. “And if he can’t fix it, he finds out how and he gets the parts on the way.”

Daily Inspiration

A great shop manager is more than a maintenance expert. They’re often the driver of a healthy shop culture.

3. Natural Work Ethic

All three shop owners acknowledge the hard work and dogged determination that are part of a strong work ethic can be diffi cult for an employer to come by.

“I have to keep one more person in my shop than I need at all times because I can’t get everyone to come to work,” Hughes says. “Especially the younger kids will call in sick. But James [Burleson] has the work ethic. You just don’t see it anymore. Someone who’s here like him, every day, is invaluable for me.”

For Rutberg, work ethic is synonymous with loyalty. And his shop manager, Lumpkin, is loyal to both the company and to its betterment. And he will strictly enforce company policies at Kwik Change Complete Automotive and Covington Pro Lube.

“A lot of times you run into a manager who wants to be a friend, therefore they won’t uphold company standards,” Rutberg says, adding, “And this goes back to my advice to find a leader first, and a manager second, which comes from my time in the military.”

For Newell, work history can poten tially be a strong indicator of work ethic. So he suggests that shop owners put a careful eye on job applications when they’re hiring—for any position, but most definitely for a shop manager.

“I’d look for longevity,” he advises. “To me, it’s a red flag if you see a job applica tion with three jobs in the past two years. I’d be looking for someone with one job in the past seven years.”

Origin Stories: Managers Who Go the Extra Mile

Grease Monkey, North Carolina Newell was in the NASCAR business world when, around 2008, the economy went south. “People started losing their jobs,” he remembers. “I hadn’t yet, but by 2010 my wife, Sheila, and I sat down and discussed life and what it would be. And we talked about owning a business.”

As Newell remembers, he was a customer at Grease Monkey in Mooresville, North Carolina, at the time that he decided to make a career change, and the shop hired him when he left NASCAR.

“Then, through wishes and prayers, we were able to buy our [Grease Monkey] store. So basically, I bought myself a job and decided to treat people the way I wanted to be treated as a customer.”

Then Newell remembered his co-worker, Carr, in the Mooresville shop, and he brought him onboard as manager. “He treats the place like it were his,” Newell states of his good fortune, hinting that one day, indeed, he may sell his shop to Carr. “He treats customers like family, and the cars like they’re his.”

The Oil Pit, Texas Hughes bought The Oil Pit from his father in 2000, and fortunately Burleson was already on the scene.

“James [Burleson] was part-time when I bought the shop, and he spent three days a week at another shop,” Hughes describes. “But right off we knew he had the ability to be a manager and see things through.”

Kwik Change Complete Automotive and Covington Pro Lube, Georgia Rutberg chose just such a person 11 years ago when he hired Alec Lumpkin as a lube tech. And it wasn’t long before he realized the value of Lumpkin’s efforts.

“Within a month or two after initial training, I realized … this guy is dedicated, knowledgeable, and I promoted him to assistant manager at Covington Pro Lube,” Rutberg says. “I can teach the lube side of things, but I can’t teach people to be leaders.”

So a year later, Lumpkin became Rutberg’s shop manager at Kwik Change, and then a few years later another promotion—to general manager at both shops.

4. Respectfulness

Of all the traits a truly high-powered man ager must deliver, this one may be where the rubber meets the road—at least in the eyes of the customer.

At The Oil Pit, Hughes says Burleson is a natural in this department, too. He says the manager has a “yes ma’am, no ma’am” style with a respectful per sonality. Those experiences resonate with customers.

Respect is also something the rankand-file shop technicians catch on to, and emulate. Newell has seen that at his shop and the family atmosphere he has pro moted. He credits Carr for setting the tone and example for the rest of the team.

And respect, as it turns out, is a two-way street. Rutberg notes that in an industry where shops are very competitive for both customers and high-caliber employees, he goes the extra mile to practice respectfulness— toward Lumpkin as shop manager and every tech that works under him.

“We have a very positive relation ship, and we listen and respond if our manager has concerns. And it’s the same thing with all our employees,” he says. “We work with them if they have emer gencies, trouble with their kids in school or other issues to deal with.”

Owning Up

Shop owners say that a great manager is trustworthy, reliable, and is ready to accept and fix mistakes.

5. Professional, Yet Approachable

Newell says Carr’s personality has helped create a reputation at his shop.

“This is like Dustin’s house. We’re going to talk to you and know your kids. You’re more important to us than a $100 bill,” Newell notes.

And when Carr is not there, customers notice—big time.

“People come in and say, ‘Where’s Dustin?’ And if he’s off on a day,” Newell says, “then they’ll say, ‘I’ll come back tomorrow.’ He has this ability to have a personal touch and still speak to people in a professional manner.”

Hughes, too, notes that his shop manager, Burleson, has a loyal following of customers who’ve come to rely on him as both a profes sional and someone friendly they can trust.

“I’m not a social media guy, but I hear that people always take screenshots and call out his great work,” he says. “People even stop me in the grocery store and say what a great guy he is, and what great ser vice they get from him.”

Retention is Key Payroll is a big part of shop expenses, but it pays to keep a great manager on a competitive pay scale. It can be costlier to start over with a new person.

6. Emotional Steadiness

A candidate for your manager position can tell you they’re level-headed and calm under pressure, but you’ll never really know until you see them in action under a range of different circumstances. And being able to keep a handle on one’s emo tions is critical in this role, where your candidate is interfacing with the public and representing the business.

Newell says that his manager has proven over and over that he has an even temperament, even when they’re shorthanded. Positivity goes a long way during a hectic day at the shop.

The trait is also important for cus tomer service.

“So many people can’t take ‘no’ for an answer,” Newell says. “And if somebody says ‘no,’ you’ve got to take it for an answer. You’ve got to look this customer in the eye and say ‘you need an air filter.’ And if they say ‘no,’ be able to say ‘OK, we’ve docu mented that and we’ll check next time.’”

Burleson has the calm-cool-collected demeanor down to an art, Hughes says. Right now, with oil prices going up so steeply, for instance, the price of an oil change has skyrocketed—something customers really notice in the tiny pop ulation of 9,000 in Graham.

“We’re asking people to pay $100 for something that used to cost them $40,” Hughes emphasizes, “but he tells them why. It’s an expensive service and it’s not fun to pay $100, but we do a good job and it is what it is right now. And James is out there easing the tension and explaining.”

Rutberg describes his manager as a “pillow for the customer.”

“He absorbs an issue, and then he goes and tries to resolve it,” he says. “He’ll let them speak their piece and then go and try to solve it.”

7. Adaptable—& Willing to Learn

Shop owners will need a manager who’s not rigid and can roll with the punches when change comes around.

Rutberg finds this is an area where Lumpkin is unique among lube managers.

“He can diagnose and turn a wrench when he needs to,” he says. “He’s adaptable and willing to adjust to his environment and the company policies. And if he messes up, he wants to fix it and do it right again in the future.”

Hughes sings Burleson’s praises, noting that he’s a jack-of-all-trades type, and he’s and highly flexible.

“James has an uncanny ability to come outside and get underneath your car if there’s an issue, diagnose, take a plan of action and fix it himself, if it’s possible,” he says. “And then he can come in every day and close my books, and he’s never been a penny off one time in 20 years.”

A shop manager must also be willing to figure out a new plan of attack when things don’t go their way.

Newell says Carr doesn’t let the daily highs and lows throw him off.

“He adapts and maneuvers,” Newell says. “To me, that’s maturity. He doesn’t let our downs today affect our goals tomor row. He has resilience.”

8. Takes Responsibility

Newell says his manager is open and hon est about mistakes, and he follows up to make them right. Rutberg notes an espe cially sought-after trait in Lumpkin.

“He’s very accountable. He works hard to correct it if we make a mistake, since nobody’s perfect,” Rutberg says.

Hughes tells the story of a recent incident at The Oil Pit, when a high school shop tech student who’s work ing there accidentally smashed up a customer’s car door.

“That will cost me,” he admits. “But by the time I got back in town, James had already gotten in touch with the lady. And he told her what happened and said, ‘We’re taking care of this.’ And he had her completely calm. He can pull someone from jumping off a ledge.”

Team Leaders

Great managers can help boost retention for technicians, too, by promoting a team atmosphere and forging relationships.

Bottom Line

Cody Hughes of The Oil Pit says that his shop manager drives sales. It’s all about finding a manager with similar values.

Boosting That Bottom Line

Whether outwardly or behind the scenes, the top shop managers will pull in some serious revenue for the business. Whether it’s through expertly selling services, with no pressure, and managing the day-to-day car count, or just by helping ensure that people come back to the shop, the high-performing manager is worth their weight in gold.

For Rutberg, there are two key ways that Lumpkin helps his shop make money. The first is the ability to fix various vehicle problems on the spot.

The second is being able to train others, especially for added services.

“For example, he identified a group of vehicles we can do serpentine belts to in the bay, and that provides a good revenue opportunity,” Rutberg says.

Today, Rutberg describes his business (at Covington Pro Lube) as high-vol ume. He says they service 1,850 cars per month in a two-bay shop that’s open six days per week. That success is certainly due to having the right person in a place of leadership.

For Hughes, it’s Burleson’s consistency over time, and his ability to keep people happy and coming back, that really affects The Oil Pit’s bottom line.

“He can simply drive day-to-day sales,” Hughes says. “If you can find someone with the same values, goals and ideas as you—on how to handle the shop, the business, the customer, it’s just there with James. He’s invaluable to this business.”

He adds, “The shop has been here 34 years total, and we reached our highest dollar volume one year ago with James and all my guys. And we just won our seventh straight Best Lube Award in the town of Graham.”

Newell knows what he’s got in Carr, as well, and the proof’s in the stats.

“When I bought this Grease Monkey in April 2012, we serviced about 11 to 13 cars a day, and today it’s 45.”

And he adds, “He knows the level of quality and consistency to make us suc cessful. I mentored him in the beginning and he knows how I want it run.”

Incentives:

Giving Credit Where It’s Due

On the day that Hughes saw his highest dollar volume ever at The Oil Pit, he says, “I had bonuses lined up for all these guys the next morning. These guys are driving my entire family and my way of life, and I appreciate them.”

Hughes shows his appreciation in other ways, too, with things that turn out to be quite valuable for his employees.

“I help them out when they need it, and I’ll let them have their check early. It shows them appreciation. I try to give them something back that shows they’re valuable here,” he says.

For Rutberg’s part, “Along with pay, I want them to know they’re appreciated. I give them ownership, where they know that their opinion is valued. Pay only covers you so far, and they can always find more. But if they’re not happy where they are, the money is irrelevant. The shop has to have a positive environ ment that works for them.”

Newell says this about compensation, for Carr in particular.

“As he’s grown and taken on more and more and we’ve offered more services at

the shop, we make more and we offer him more. Then at some point you’re at the top of the heap, and you don’t want to go back to the bottom of the ladder and start over at someone else’s shop.”

Then he adds, “We fully understand that we are successful because of our employees, so we take care of them and let them take care of the customer. And we offer a lot of incentives.”

End of the Shop Day

No roundup of advice on what to look for when hiring a shop manager would be com plete without mentioning sense of humor.

“Dustin’s laugh is infectious,” Newell says of his man, Carr. “He’s gullible and we play pranks on each other. He’s awesome.”

One time when there was a mild flash flood in Salisbury, North Carolina, Carr took it upon himself to make the whole shop laugh.

“He said, ‘I’ll bet you $10 that I’ll go out there and swim in the flash flood.’ I told him he’s crazy. Then he went into the bathroom and put on a t-shirt and a pair of shorts, ran outside, and went swimming right next to the road! He’s crazy!” Newell laughs. “Someone would have to work really hard to get him away from me.”

Promote Longevity

Shop owners should create a career pathway for managers to show them how they can grow within their roles.

This story uses data from the 2022 NOLN Operator Survey. Special thanks to Valvoline for sponsoring this year’s survey.

News, When You Want It. GET ONLINE TODAY!

TIPS TO TIGHTEN UP YOUR IN-HOUSE TRAINING

Making professional development a part of the culture

BY PETER SUCIU

IN THE WORLD OF AUTOMOTIVE REPAIR IT MAY NOT BE PRACTICE THAT MAKES PERFECT, but rather regular and ongoing training. Many shops may conduct in-house training, but it often remains ad hoc and sporadic. With the advent of new vehicle technology—as well as developments with hybrids and electric vehicles—there could be a need for a more formalized in-house training process.

In many cases training the “newbies” means they’re taught the correct way the first time, and that can be especially important with European cars, which can present unique challenges.

“We have apprentices that are learning as they’re doing oil changes and other basic maintenance,” says Ryan. “Then the master tech looks over what was done with the apprentice. The training becomes a natural part of the process and they learn how everything works.”

Be prepared for tomorrow.

Take advantage of opportunities.

The first thing to understand about train ing is that you’re not in it alone—there are plenty of available opportunities. Kory Rozema, owner of Rozema’s Car Care in Hudsonville, Michigan, regularly partici pates in ASE training and vendor-provided technical training. Rozema says it’s necessary to attend industry-specific management training and to participate in industry associations and trade shows.

With nine full-time staffers, Rozema’s shop averages about 185 cars a month. He encourages training of his employees both in the shop and out of the shop. And if a question comes up that can’t be answered, he goes the extra distance.

“I try to work with other shop owners so if there is something I don’t know, maybe they do,” says Rozema.

Continued Training

At Rozema’s Car Care, training is ongoing, and that includes weekly lunchtime train ing, while Rozema ensures that training materials are provided for his staff.

“I can’t stress how incredibly important it is to conduct regular training,” Rozema says. “Cars are so much more advanced than just five years ago. To replace a battery might take an hour, because you need to go through all the ‘relearns’ and make sure the windows open, the lights turn on and the infotainment system works properly. What was a five minute job is now major work and the technicians need to know how to do it correctly.”

While some might think such due dili gence is overkill, the last thing a shop needs is a reputation that it had to turn away busi ness because it wasn’t prepared.

“You can’t stop learning,” Rozema says. “That is why we’re doing training on the latest advancements at least twice a month, some in-classroom training at least once a month and hands-on training at least once a year.”

Be a mentor.

For some employees, the thought of training could be a turnoff. However, constant training and the ability to service European imports has allowed Carrollton, Texas-based Blair Automotive to become the largest independent European service center in the country.

Blair Automotive has one week of man datory paid training for all employees every year, but throughout the year provides a mentorship program with apprentices.

“We have 10 full-time technicians and three apprentices,” says Ryan Blair, owner of Blair Automotive. “We’ve had a mix of employees, some with no previous experi ence who simply had a desire to become a mechanic and others who were graduates of UTI. But I’ve found that even those who may not have liked school have a desire to learn.”

Blair says that a lot of the training at his shop is from experience.

“We have a lead technician who heads the training program, and this is actually new for us,” Blair adds. “But it seems to be working.”

As shops become more like a computer repair store, it can be harder for some of the old guard that remembers the good old days.

“You have to be a lot more tech-focused,” says Rozema. “When we started I had a tool box, and there was the ratchet and air tools. Now everyone has a tablet or laptop, and we’re seeing everyone is getting their own scan tools. While we still have brake jobs and alignments, we’re doing a lot of ASE calibrations. However, with the younger guys it isn’t convincing them to embrace the technology, but more about them getting their hands dirty that is the issue.”

Rozema also explained that Ford has been very good at helping provide informa tion for continued training while General Motors also keeps shops well informed, but warned that with many imports, shops may be left on their own.

This can be a challenge as models come out of warranty.

“We’re starting to see hybrid Porsches” says Blair. “So we have to keep up with the old models, as well as the new. Fortunately for our business we’re used to the challenges. These cars have several miles of fiber optics and can be incredibly complex. It means we need to learn their various issues and have to use the factory scan tools.”

Blair adds that he’s thinking of the next big thing in cars as well.

“We just hired a Tesla master technician. We’re getting ready for dealing with electric cars, but that’s probably something for another article.”

GET STARTED WITH TIRE SALES

Revealing the strategy behind this service shift

BY PAUL HODOWANIC

WORKING IN QUICK LUBE CAN OFTEN

For more than 30 years, Jeff and Donna Hazeltine have owned and operated American Import Auto in Venice, Florida.

For nearly that entire time, the shop never sold a single tire. Customers would come in and often need tires replaced, and because the Hazeltines wanted to take care of them, they’d do the legwork themselves. They’d bring the vehicle to a nearby tire shop to get repairs and a new set of tires, but the shop itself never actually sold a tire.

Over the last year, Donna began to wonder, “Why are we doing this?”

“It took a ton of time, people and man power to bring vehicles back and forth,” she says. “After all these years, why aren’t we just selling them ourselves?”

So they did. American Import Auto has been selling and repairing tires, along with the rest of their general repair ser vices, since October 2020, and it’s been “smooth sailing,” Hazeltine says.

They wanted increased convenience but didn’t expect immediate major profit or significant demand, yet the service has taken off. They sell roughly 40 tires a month.

Tom Watson, owner of Tom’s Bulldog Automotive in Coos Bay, Oregon, took it a step further. With no previous tire experience, Watson jumped on board and became a Tire Pros franchisee. Suddenly, the shop went from having no tire expe rience to operating an extra wing of the business solely dedicated to tire sales.

The transition has been part of Watson’s plan to diversify the shop’s offerings in order to become an ever-elusive “one-stop shop,” and ensure the business can still be relevant as EVs gain prominence.

“Electric vehicles are relatively dis ruptive to automotive as we know it,” he says. “We see the world economy is moving towards carbon neutrality. We wanted some diversification of income.”

Now, Watson’s shop can truly address all vehicles’ needs other than collision work. It’s been even more beneficial for the small amount of fleet work that Watson does, allowing those companies to save time, and thus money, to get all the repairs and ser vices done at the same time.

So what factors should be considered when jumping into tire sales? And how can it be integrated into the selling process?

inspection, his team would determine the state of each vehicle’s tires and refer customers to local tire stores for service. Now, instead of referring them, they pitch them on buying directly from the shop.

The service was initially approached like other repairs; framed as an element needed to keep the vehicle in top shape and his shop can do it exactly how it needs to be done … until Watson realized a mindset shift was in order.

When he initially got into tire sales, he expected to pull the same gross profit margins he was seeing with his repair work. That was not the case. His gross profit percentage is around 35 percent for tire sales, while it’s closer to 60 percent for the repair work.

Shop owners are left with a key decision when it comes to tire pricing. Will you mark up your tires to boost your margins or take the smaller profit percentage in stride?

But, as a part of the Tire Pros fran chise, Watson must stick with the prices he’s given.

In contrast, the Hazeltines do mark up the tire prices slightly, while still trying to remain competitive in the area. In July of 2021, their profit margin on sales was 19.6%

“Is the margin huge? No,” Hazeltine says. “But we markup them up because it’s a convenience for the customer to be able to do tires in-house.”

Getting Equipped

Like any shop service, the equipment needed to properly repair and sell tires is an investment.

Luckily, the list of equipment needed isn’t long. The Hazeltines bought an alignment rack, a tire balancer and weight kit. That’s all they need.

A Simple Service Add-on

For Watson, adding tire sales to the shop’s selling process was easy. He was already using AutoVitals for vehi cle inspections and workflow. In the

Watson bought the same, plus a tire machine, a tire repair stand and tire repair tools. As a franchisee, he was able to use some national dealer discounts to save roughly $15,000 on equipment. He estimates the alignment

“We didn’t expect to do many tires at all, and we aren’t a tire store, so in comparison to that we sell a lot of tires. That was revenue that we’ve let go out the door,” she says. “It’s like ‘why didn’t we do this before?” GETTY

rack cost around $65,000, and the mounting and balancing machine came in around $35,000.

That initial investment could make some balk, but both Watson and Hazeltine emphasized that it has been worth it with the amount of business they’ve brought in.

Storage was also a factor that both saw as a potential problem, but it hasn’t been an issue for either. Hazeltine has made use of the building she owns behind her shop, and Watson expanded and bought the entire building, using the extra space as its Tire Pros facility.

Even though both have these extra spaces, they don’t think it’s necessary for every shop. Both Hazeltine and Watson don’t have a large inventory of tires that they store. When a customer needs a tire, both shops can have it ordered, delivered and assembled by the next day. In major cities, Watson estimated the process could be completed in the span of a day.

The real requirement that both needed to grapple with was training.

Two Different Paths

Hazeltine addressed training through hiring. Around the same time that the shop expanded into tire sales, Hazeltine hired a shop manager and service advisor from a nearby Tire Kingdom. The duo were quickly able to get the team up to speed and take on the burden of the new work.

“It’s a good situation if you can get it,” Hazeltine says. “It worked out for us.”

Watson didn’t have that luxury. Instead, his entire team went through training for the first time. Unlike some other Tire Pros, the franchise was designed for shops that were already doing tires or were solely a tire shop, he says. Because of that, Tire Pros didn’t have a great structure for training.

That resulted in a much larger learning curve for the staff. The training wasn’t needed as much on selling the tires and all the features of tires as it

was for how to properly repair them, how to mount and dismount, etc. It also included big decisions like if they were going to sell used tires or if they were going to put on tires that people bought from a third-party. Ultimately, the shop was able to answer those questions and

have become a successful business. If Watson could do it again, he’d hope to have someone on staff who had some experience with tires.

“We did what most people don’t do. We went cold turkey and just started a tire shop,” he says.

HOW TO GET (AND KEEP) FLEET WORK

Focus on these valuable industry relationships to maintain car counts

BY LINDSEY GAINER

IN THE QUICK MAINTENANCE WORLD, fleet work is a great way to secure regular, repeat business.

The vehicles used by city and gov ernment workers, police and a variety of others like landscapers, construc tion companies, private security and transport services all log countless miles on the road, translating to a steady stream of routine maintenance and service work. Many fleet opera tors prefer to take their business to one shop, presenting owners with the unique opportunity to become a fleet’s go-to service provider.

But what’s the best way to go about attracting fleet work to your busi ness? And how can you ensure they keep coming back?

Bob Tewes Jr., owner and gen eral manager of Car Care Clinic in Mississippi, says the key is building relationships, not collecting contracts.

The Challenge

“Having a dedicated salesperson working toward acquiring fleet contracts never panned out for me,” says Tewes. “Our fleet business is the direct result of build ing relationships with existing customers and earning a reputation of excellence.

It’s a lot like being a doctor, lawyer, den tist or anything like that ... once people find one they like, they stick with you.”

And stick with him they certainly have. Since Tewes’ father opened the first Car Care Clinic in 1977, the busi ness has grown to include 14 locations, making it the largest independent, privately owned chain of lube and repair shops in Mississippi.

Tewes estimates that fleet mainte nance makes up somewhere between 10% and 20% of his business reve nue, depending on the location, and he secures fleet work the same way he does any other job—by building lasting relationships based on high quality work, reliability and trust. Establish a reputation for excellence in the community and the work will come to you, he says.

“Do good, quality work, no excep tions—people learn about your reputation and when they become dissatisfied with who they’re currently using, they’ll come to you,” he says. “You gain fleet work from your regular business. It’s all in how you take care of problems and run your operation.”

And, while fleet work is an import ant segment of his business, Tewes

warns fellow owners not to put all their eggs in the fleet basket.

“We take care of all of our custom ers equally,” Tewes says. “We don’t prioritize our fleet work over our other customers. We certainly do everything in our power to make sure they have the best experience pos sible, and provide them with added value wherever we can, but we don’t neglect our other jobs to do it.”

The Solution

When it comes to building the kind of long-lasting customer relationships that act as the foundation for your busi ness, there’s one very important thing to keep in mind, according to Tewes.

“It’s not about what’s right or wrong,” he says, “all that matters is what the customer thinks is right or wrong.”

Tewes always makes it a point to work with customers to solve prob lems in a way that will earn their repeat business and encourages fellow shop owners to do the same ... fleet customer or not.

“You have to think strategically, think of the long game,” he says. “A small cost in the short term is worth the business you’ll keep in the future.”

Tewes recalled an example of a time when his team was flushing the trans mission in an old truck, only to have the pump explode and ruin it. While it was simply a timing issue and not the fault of anyone on his team, he still worked with the customer to procure a used transmission and replaced it for a fraction of the cost they would have paid elsewhere simply because it was the right thing to do.

Those solutions build bonds between customers and your shops, and they build your reputation in the community, says Tewes. It’s especially important

in this day and age, when everything winds up being an online review. Tewes doesn’t sweat that much, though, acknowledging that even the best shops don’t have a perfect 5-star Google rating.

Another key to success?

“When you deal with people, never use tomorrow’s money ... always use yes terday’s,” he advises.

Not only is it important that your fleet customers pay on time, the same is true for you and your business debts, says Tewes. It’s a source of pride for him that he has a reputation amongst his business associates for paying all his bills immediately. He knows it’s the rea son he never has trouble finding people willing to work with him, and he’s even gained customers because of it.

“Pay your own bills on time, then when those people need work they’ll come find you,” he says.

He also expects the same level of dependability from his fleet customers in return.

“Before you take on fleet work, do your due diligence and make sure they can pay you. Consider things like how long they’ve been in business, and what sort of reputation they have in the community.”

The Aftermath

Tewes maintains his fleet relationships the same way he does any other customer relationship: by giving them the best pos sible experience in his shops and making sure they know they’re valued.

He offers a 10% discount to fleets and finds every opportunity he can to “plus” their service and go above and beyond for them. But again, Tewes reiterates, don’t cater to your fleet business to the detriment of your other work.

“Some people want to be moved to the front of the line … don’t do that,” he says.

“Don’t prioritize fleet work over your other customers. Give them the extras and do everything you can to keep them happy, but don’t compromise other jobs in the process.”

The Takeaway

Building relationships on solid busi ness principles won’t just secure fleet work—it’ll keep the regular custom ers coming through the door, too. And the longer customers stay with you, fleet or otherwise, the more stable your business will become.

“Earn your customer’s business and take care of them,” says Tewes, “that’s all there is to it. You never know when a CEO of a company with 100 cars is going to walk in your shop and need something done to his car. The bottom line is this: Fleet customers are like regular customers. You earn their business through your reputation.”

HIRING FOR SUCCESS

How to Find the Best Employees for Your Business

BY LINDSEY GAINER

AS A BUSINESS OWNER, YOU INVEST a lot in your building, equipment, software, tools and, most importantly, people. Your employees are the lifeblood of your business, and you want to make sure you hire wisely. But what does that look like? How can you determine whether someone is the right fit for your shop?

Must-Haves and Nice-to-Haves

Sid Upadhyay, CEO and co-founder of WizeHire, a hiring platform for small businesses, recommends that shop owners decide what qualities and skill sets a potential new employee must have to be successful in their job, versus those that would just be an added bonus.

“Shop owners should put job requirements into two distinct categories: must-have and nice-to-have,” he says. “This is a must in today’s tight labor market—many employers are o en too selective and pass up great talent as a result. Must-have requirements should include only those skills and qualities that are absolutely essential for the job. Nice-to-have requirements, on the other hand, should be those that would be beneficial to have but are not essential. This approach will provide a wider pool of qualified candidates to choose from, and ensure that the best person for the job is ultimately hired.”

Upadhyay says employers should identify skills that can be taught on the job and remove those from the must-have list. Those could be part of

a future development plan and instill growth in a new hire.

“Job seekers today are looking for opportunities to grow in their careers and mentors to guide them,” he says. ”If they see that their growth is important to you, they’ll be even more attracted to the position and more engaged as employees.”

Personality or Experience: Is One More Important?

“To an extent, I believe personality and attitude are more important than experience when hiring a new crew member,” says Tyson Daniels, president of Threshold Automotive Service, which operates Grease Monkey shops in Idaho. “The quick lube is a team sport. It is amazing to see what a high-energy, positive team member can do as far as the morale and productivity of a shop. A team member that is consistent and customer-focused will usually take pride in the work they do and will want the people around them to be happy. With a quality training program, most of the positions inside the quick lube can be learned quickly.”

Daniels’ shops use a combination of online and hands-on training to bring new hires up to speed in short order.

“I am grateful to be part of the Grease Monkey franchise, which has given us access to the FullSpeed Training platform,” he says. “This platform allows us to take a new team member and quickly get them

through a quality certification process alongside their hands-on training.”

When it comes to hiring for other positions within the shop, however, Daniels pointed out that the opposite is usually true—experience ma ers more than personality.

“As our company has grown, we have added internal positions where we are certainly looking for skill above personality,” he says. “Examples of these positions are marketing managers, bookkeepers, auto glass installers, certified mechanics and alignment technicians.”

Daniels says he doesn’t have formal training processes for those positions, but he seeks people with experience in those fields. It’s more important in those cases to have experience-based skills, because those are positions that are more self-directed.

The Right Fit Is Unique to Your Operation

“Shop owners shouldn’t focus on finding candidates with a specific personality type,” Upadhyay says. “Though there are some work styles and preferences that may better suit someone for a particular role, the most important thing is to build a team with a variety of personality types. A diverse team can help to prevent blind spots and ensure that all bases are covered. Most successful businesses have these sorts of well-rounded, cohesive teams.”

Daniels agrees, and says there’s only one fatal personality flaw in a potential employee in his mind.

“I love working with people that are passionate, shy, funny, serious, fast, slow, strong-willed and sometimes even people that are difficult!” he says. “All these personality traits can make a well-rounded team. The only type of people I cannot work with are the ones that will actively work against what we are trying to accomplish, making things more difficult for the team. I

think we have all worked with the type. They are the ones that purposely put stumbling blocks in front of you while secretly hoping for your failure.

“As leaders, it’s up to us to figure out how to work with different personality types. We need to be diligent in hiring people with great a itudes and finding where they will be most successful.”

For Grease Monkey, that means using personality assessments and paying careful a ention to employees’ strengths and weaknesses, and hiring accordingly.

“We have realized everyone has individual strengths and something to contribute to the team,” Daniels says. “We have also learned that everyone has a few things they will never be great at or enjoy. Rather than train to someone’s weaknesses, we would rather put people where they are strong and complement their role with

someone who understands and enjoys the other parts of the job.”

Upadhyay echoed that advice, and recommended that shop owners focus on finding new employees who will complement their current team and business as a whole.

“When it comes to hiring new employees, there is no one-size-fits-all approach,” he says. “The most important thing is to find candidates who have the skills and personality traits that will fit well with your existing team and complement their skill sets, and fit well with your company culture. You can best determine a team fit through a combination of interviews and personality assessments.”

Beyond just the personality fit, shop owners should also consider the motivational fit of prospective hires.

“Understanding someone’s values and what motivates them can be a very important indicator of how well they will align with the business,” he says. “This can help you identify your top applicants, but more importantly, help you motivate and retain passionate employees by ensuring new hires are be er aligned with and engaged in their work.”

Once you’ve made your hiring decision, it’s time to turn a new employee into an asset for the business, says Daniels.

“Keep your good people—train them, invest in them, set goals and push them to be be er,” he advises. “Don’t be afraid to bring in new crew members—they have new ideas and new energy. Just know that you will need to incorporate how to drive a manual transmission into your new training procedures!”

SHIFT

BRETT

Costs of Business

Will increases in consumer insurance costs correlate to increases in fast lube insurance costs?

OWNERS AND OPERATORS OF FAST LUBE AND preventative maintenance shops will have a decision to make in the near future. That is, whether or not to add services to electric vehicles, and, if so, which services to add. That decision will be best made with as much relevant information as possible. Part of that decision is understanding the change in overhead costs that will affect your business should you decide to add that revenue stream.

Understanding that there are several contributing fac tors to the increased insurance costs, it is reasonable to question whether or not the increased risks for insuring EV usage may translate to increased risks for EV service.

1. Costs to repair these vehicles are more expensive. New cars are generally more expensive. According to various sources, including Allstate, an 8-to-10-year-old car will be up to 25% cheaper to insure than a similar brand new car. Older cars have more replacement parts readily available, and the infrastructure for man ufacturing necessary repair and maintenance supplies has already been established. The additional upcharge on electric vehicles is partially due to the fact that many of these parts are not as readily available. Mass production price decreases have not yet taken affect. This insurance premium is due to an increased finan cial risk purely from the cost of vehicle repair from a consumer standpoint. This is not likely to translate to any increased insurance costs for the lube centers.

2. Increased likelihood of car fires. Electric cars are more prone to car fires. This claim is something that likely would have fit well in an episode of “MythBusters.”

Insurance companies claim that there is a greater risk of fires with EVs and there is some data to support this, but the extent to which this data supports this is likely to change based on sample size, and improved production practices. For example, looking at cases of spontaneous combustion like the Samsung phone issue of 2016. The lithium-ion batteries do have combustion issues with short-circuiting, but with proper safeguards in place, the risk of such an accident is already small and will likely decrease over time. Regardless, this has been mentioned as a relevant factor in increased consumer insurance costs, and it is reasonable to assume that some sort of increase in overhead cost will come as part of servicing electric vehicles due to this risk factor. This

may be reflected in insurance costs or may be reflected in the additional infrastructure costs needed to ensure safe charging, or to prevent the crushing action on these batteries that cause these fires. This particular safety issue is one to watch.

3. Long-term health risks. This is an issue that is not mentioned as part of an increase in the insur ance costs moving towards the consumer but has been mentioned across several articles in related fields. Missouri University of Science and Technology wrote an article that included concerns for certain professional consumers, like miners, who run the risk of being trapped in enclosed spaces due to the battery electric vehicle’s issue, and then breathing the hazardous fumes. Compare this to existing risks: if a combustion engine car were to catch on fire there would be hazardous fumes as well, whether it is burn ing tires, or oil burning or any other part of the car. So, while it is not out of reasonable thought to think that some additional risk could be considered, there seems to be enough of a reasonable argument to be made that the increase in risk for servicing one type of vehicle over another would not be substantial enough to warrant an increase in overhead insurance costs. The increased insurance risk would likely be more related to line of work rather than fuel source.

Of course, the quick analysis above will not effectively predict the future. There are so many unknowns, but as markets shift and market size grows, it is important to keep a watchful eye on topics like these. The existing issues presented from a consumer standpoint do not seem to translate to the preventative maintenance field too heavily, but even if there is not much information to glean now, these trends that lead to increased insurance costs for consumers can be effective indicators of what related fields may face. China has incentivized EV growth with subsidies, contributing to 15% of all sales last year being either a PHEV or EV. In the U.S., 11% of new light-duty vehicles sales were PHEV or EV. As this market trend continues, more potential indica tors like these will help owners and operators prepare for whatever additional costs may come in the future. Getting out ahead of these issues can help promote workplace safety while reducing costs.

VERSATRANS® ULV PROVIDES LONG SERVICE LIFE AND BETTER SHIFT PERFORMANCE FOR MODERN TRANSMISSIONS

New ultra-low viscosity transmission fluid meets the evolving specifications of newer Ford and GM vehicles with 9 and 10 speed transmissions

Phillips 66® Lubricants introduced VersaTrans® ULV, a full-synthetic, ultralow viscosity automatic transmission fluid (ATF) for use in passenger car and light truck automatic transmissions that require a Ford MERCON ULV or GM DEXRON ULV ATF. VersaTrans ULV helps provide the best fuel economy performance over other ATFs and is one of the very few licensed transmission fluids that is Ford MERCON ULV approved and can be used in DEXRON ULV applications as well.

New transmission designs from automakers have created additional fl uid specifi cations. With this new product, installers carrying Phillips 66 or Kendall ® can now service newer Ford and GM vehicles where ULV fl uids are recommended, and fuel savings is expected. VersaTrans ULV comes to market just as many 2018 models are nearing time for a transmission service and drivers are looking to maintain their vehicles for longer ownership.

The new ATF is the latest innovation from Phillips 66 Lubricants following close OEM relationships and ongoing research and testing. Applications include newer Ford Explorers, F-150s, Expeditions, and Mustangs, as well as GM Sierras and Yukons requiring a DEXRON ULV fluid.

VersaTrans ULV ATF benefits include:

• Improved transmission e ciency o ering the potential for improved fuel economy performance

• Ultra-low viscosity for the highest level of fuel economy performance

• Protects against sludge and varnish formation

• High performing shear stability

• E ective oxidation resistance and thermal stability

• High resistance to foam formation and retention

• Excellent low-temperature properties that maintain high shifting performance in cold weather

True Brand® ENGINE CLEAN PLUS is a specially formulated powerful cleaner ideal for modern gasoline and diesel engines. Quickly softens and dissolves oil sludge, gums, and varnish in the engine and removes contaminants, abrasive wear metals, and dirt particles to help improve oil circulation, reduce oil consumption, and extend engine life. Removes carbon deposits that clog piston rings and reduce compression.

TRUE BRAND ENGINE CLEAN PLUS is as e ective as a ONE Gallon Engine Clean Service. Save Money, Save Time, and Space!

• Reduces Oil Consumption

• Improves Oil Circulation.

• Removes Deposits, Gums, and Varnish.

• Removes Wear Metal and Dirt Particles.

• Removes Harmful Carbon Deposits That Clog Piston Rings and Reduce Compression.

• Extends engine life with an easy 10-15 minute process.

• Excellent Service for GDI and Diesel Engine Deposits!

Compared to a Gallon Engine Cleaning Service, True Brand Engine Clean Plus:

• INCREASES PROFITS

• SAVES YOU MONEY & SAVES YOU TIME

• SAVES ON SPACE (1 CASE QUART VS 3 CASES OF GALLONS)

• LOWERS INVENTORY COST & REDUCES WASTE OIL

• PROVIDES YOUR GUEST WITH THE HIGHEST QUALITY PRODUCT & PROFESSIONAL SERVICE

Contact your True Brand Representative or Distributor to place your order and start saving today!

Learn more about VersaTrans ULV ATF at Phillips66Lubricants.com and KendallMotorOil.com.

new ULV ATF can find a nearby distributor at Phillips66Lubricants.com/find-distributor.

ADVERTISERS/ PRODUCT INDEX

AutoCenter Sales (33) 800.874.5793

Chevron (2) 866.354.4476

Devon Industries (9) 800.468.1970

ISI Software (44) 800.922.3099

Kafko International Ltd.Oil Eater/Degreaser (15) 800.528.0334

Milton Industries (6) 800.231.1525

Phillips 66 / Kendall (38, 40)

Roth Industries (6) 888.266.7684

Royal Purple (43) Service Pro (5) 800.313.2463

Solid Start – True Brand (3, 40) 877.290.3950

Valvoline (19, 29) 859.357.7303

Wrenchers (37) 800.261.7729

EDUCATION+TRAINING

Highlight

lege

a

for details

you need

when

LENNY SAUCIER

Lenny Saucier has been serving the automotive aftermarket and its future leaders since 2000. He serves as the director of retail training for Fullspeed Automotive.

LSAUCIER @FULLSPEEDAUTOMOTIVE.COM

Who Moved My Cheese?

No matter where the industry takes you, always seek the successful path

”WHO MOVED MY CHEESE?” WHAT A RIDICULOUS TITLE. If you look up a YouTube video, you will see a few cartoon mice playing out a scenario where cheese in a maze has been moved and how two sets of mice react to it. Sniff and Scurry versus Hem and Haw is a fable playing the childish reactions, illustrated in a childish se ing. It is possibly the most realistic book I have read.

I have had to remind myself of this story many times in my career. When a big company came into a group I was privileged to help grow, I spoke of this book to my team. This was more of a formality as I didn’t quite buy into the idea of the changes myself. I just needed to lead my team to do so. I believe this strategy was my departing factor.

Moving to the free agent world, I had the honor to work with some great companies and help them find just where to put their cheese. This landed me with a fantastic group of men and women in Michigan that helped me develop the skills of Sniff and Scurry through many challenges of growth and COVID operations. One day, I got the call to have my cheese moved once again and took a chance with a group that had a long history and was also going through some huge changes. They were being bought themselves while acquiring other brands. Becoming used to the cheese moving, I took this leap from a family-owned company to big private equity heavy into acquisitions. Not only were the leaders of the company being challenged to change, but they were challenging other companies they acquired to do the same.

Seek the Prize Change is not easy for most. It takes them out of their comfort level. Comfort is a blanket. Blankets are used for protection and warmth. It also creates restrictions. The blanket wraps itself around you, restricting your movement, and tells you to stay put. We are comforted with warmth and security while we stop progressing, stop pursuing our goals, stop trying to be great.

If you want bigger muscles, you must push yours to the limit and then some so your body knows to make them better. If you want more

intellect, you push aside your TV in pursuit of courses or books to broaden your mind. If you want more wealth, you work harder, you search for other opportunities to achieve your goals. If you want comfort, you do none of these.

When I write you articles every month, they typically come from experiences of my own (both past and present). In the past few weeks, we have welcomed new leaders into our group. Sadly, we have said goodbye to some fantastic leaders as well. The sadness of the losses and the uncomfortable feelings of new leaders bringing in change can push many inside their blanket once again. I have taken part in looking for my blanket and u ering the words of Hem and Haw and these actions will do no good for me.

Sure, it feels good. As you struggle with your emotions of fear you latch onto conversations with others who share your fear. The words shared with others about the woes of change brings you comfort as you unify your thoughts with others. At the end of the day, you have made a solid network of blankets to share “used to be” stories with. As hungry as you get for that cheese, the realization is that it’s not there challenges you. You can hem and haw with the group starving for comfort. You can set out to understand the challenge and find the cheese once again.

When you take that leap to leave comfort and you find your cheese, the reward never tastes like it did in the old days. The journey that you went on to find the new, the strength you gained to push yourself past comfort and the knowledge you received by sacrificing your comfort time, will bring you to a different you and a different appreciation of the rewards.

I write this to my team, to my past teams, to those who will eventually get bought out by another company. To those who have to lead others through the changes while trying to accept them yourself. To those who le because of change and to those who will be told to leave because they will not change. There are no external constants in your life or in this world. The internal constant is the only thing that can help you or hurt you on your path. Accept there is change, challenge yourself on how you can grow from it. Put your blanket away and be great!