Ratchet+Wrench - September 2019 by EndeavorBusinessMedia-VehicleRepairGroup

09.19

STRATEGIES & INSPIRATION FOR AUTO CARE SUCCESS

S T OK E S :

WHY EVERY LEADER NEEDS A MENTOR PAG E 7 4

Customer Connection A genuine interest in customers and the community has allowed customer and social media manager Megan Dineff to build Ervine’s Auto Repair’s reputation.

THE SECRET TO UNLOCK MOTIVATION PAG E 5 6

M A RC ON I :

TAKE MORE TIME OFF

PAG E 3 4

AWARDS THE 2019

ISSUE

Recognizing five of the industry's finest PAG E 3 6

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09.19 VO L . 07 N O. 0 9

S E P T E M B E R Forming Bonds Kathleen Jarosik credits her mentors to helping her become the shop owner she is today.

F E AT U R E

C A S E

The five individuals recognized as this year’s Ratchet+Wrench All-Star Awards winners.

After taking over Garry’s Automotive, two fledgling shop owners had to determine their own leadership styles.

B Y M A R AYA K I N G A N D A B B Y

B Y A L AY N A B A G G E N S T O S S

After stepping into the shop owner role with little experience, Kathleen Jarosik has carved out a place for herself in the shop and the industry at large.

DIFFERENCE MAKERS

S T U DY

THE NEXT GENERATION

CHEYENNE ALFORD

PAT T E R S O N

PRINTED IN THE U.S.A. COPYRIGHT ©2019 BY 10 MISSIONS MEDIA LLC. All rights reserved. Ratchet+Wrench (ISSN 2167-0056) is published monthly by 10 Missions Media, LLC, 571 Snelling Avenue North, St. Paul, MN 55104. Ratchet+Wrench content may not be photocopied, reproduced or redistributed without the consent of the publisher. Periodicals postage paid at St. Paul, MN, and additional mailing offices. POSTMASTERS Send address changes to: Ratchet+Wrench, 571 Snelling Avenue North, St. Paul, MN 55104.

R E PA I R

L I F E

TRAIL BLAZER

BY NOR A JOHNSON

ON THE COVER: MEGAN DINEFF PHOTOGRAPHED BY AMANDA MONTGOMERY

0 9 .19 / R + W / 5

TA B L E O F C O N T E N T S

J U M P

S TA R T

10 ONLINE

22 BREAKDOWN

14 NUMBERS

25 VIEWPOINT

Become a marketing master

The new Right to Repair Coalition Inside the Auto Care Caucus

Better work-life balance

16 AWARDS INSIGHT

28 SPEED READ

Build better relationships

Update on vehicle emissions rules

18 EDITOR’S LETTER

32 SHOP VIEW

Honor the Industry's Best

Hunt Automotive in Fort Myers, Fla.

34 STRAIGHT TALK

How to take more time off

JOE MARCONI

READ WHAT THE PROS READ. “I like Ratchet+Wrench because the articles are about current topics and really focus on owners and running a business. The topics are new, interesting and thoughtprovoking, and I always take away something.” - Troy Minske, Owner | Rum River Automotive, Princeton, MN

TO SUBSCRIBE OR RENEW FOR FREE TODAY, VISIT

RATCHETANDWRENCH.COM/SUBSCRIBE 6 / R + W / 0 9 .19

T O O L B OX

67 THE BOTTOM LINE

55 SHOP ADVICE

A simple pathway to success

How to build genuine customer connections

MITCH SCHNEIDER

56 LEADERSHIP

74 THE FIXER

Easy steps to push yourself—and your staff

Why you need a mentor

59 INDUSTRY INSIDER

A ARON STOKES

The best way to ask for help RISSY SUTHERL AND

64 HUMAN RESOURCES

Four ways to benefit from an outside HR service

passion. DRIVE. SUCCESS.

I do what i love and thrive,

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EDITORIAL VICE PRESIDENT, CONTENT AND EVENTS Bryce Evans EDITORIAL DIRECTOR Anna Zeck ASSOCIATE EDITOR Tess Collins STAFF WRITER Abby Patterson SPECIAL PROJECTS EDITOR Jordan Wiklund SPECIAL PROJECTS EDITOR Nora Johnson CONTRIBUTING WRITERS Joe Marconi, Mitch Schneider, Alayna Baggenstoss, Aaron Stokes, Rissy Sutherland, Maraya King PRODUCTION ART DIRECTOR Zach Pate GRAPHIC DESIGNER Lily Risken GRAPHIC DESIGNER Nicole Olson PRODUCTION ASSISTANT Lauren Coleman SALES VICE PRESIDENT AND PUBLISHER Chris Messer 651.846.9462 / cmesser@10missions.com ASSOCIATE PUBLISHER Andrew Johnson 651.846.9459 / ajohnson@10missions.com MARKETING STRATEGIST Matt Walz 651.846.9463 / mwalz@10missions.com ASSOCIATE MARKETING STRATEGIST Tyler Casey 651.846.9454 / tcasey@10missions.com SALES MANAGER Nathan Smock 651.846.9452 / nsmock@10missions.com CUSTOMER SUCCESS REPRESENTATIVE Shayna Smith 651.846.9460 / ssmith@10missions.com CLIENT SERVICE SPECIALIST Jen George 651.846.9465 / jgeorge@10missions.com 10 MISSIONS MEDIA PRESIDENT Jay DeWitt GENERAL MANAGER AND PRODUCTION MANAGER Mariah Straub BOOKKEEPER AND CLIENT SERVICE SPECIALIST Meghann Moore EVENT COORDINATOR Katie Cornet SENIOR DIGITAL MEDIA STRATEGIST Tiffany Fowler MARKETING COMMUNICATIONS SPECIALIST Kasey Lanenberg INTEGRATED MARKETING DESIGNER Dylan Novacek ADMINISTRATIVE ASSISTANT Amanda Nicklaus EDITORIAL ADVISORY BOARD Leigh Anne Best, Mighty Auto Pro Andy Bizub, Midwest Performance Cars Greg Bunch, Aspen Auto Clinic Ryan Clo, Dubwerx Ron Haugen, Westside Auto Pros David Toole, Toole's Garage HOW TO REACH US 10 MISSIONS MEDIA 571 Snelling Avenue North, St. Paul, MN 55104 tel 651.224.6207 fax 651.224.6212 web 10missions.com The annual subscription rate is $72 (U.S.A. only) for companies not qualified to receive complimentary copies of Ratchet+Wrench. BACK ISSUES Past issue single copies are $8. Go to ratchetandwrench.com/backissues LETTERS TO THE EDITOR editor@ratchetandwrench.com ARTICLE REPRINTS For high-quality reprints or e-prints of articles in this issue, call 651.846.9488 or email reprints@ratchetandwrench.com. Opinions expressed in Ratchet+Wrench are not necessarily those of 10 Missions Media, and 10 Missions Media does not accept responsibility for advertising content.

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New episode this month.

LEAD. Series hosted by shop operator Aaron Stokes. The go-to resource for leadership lessons, philosophies and success stories. New episode this month.

INNOVATE. Series featuring a rotating guest each month. An introspective look at the industry’s most pressing topics from the people who know them best. New episode this month.

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ONLINE COLUMN:

5 STEPS TO REPRIMANDING AN EMPLOYEE —

Bob Cooper, president of Elite, discusses how to handle the uncomfortable situation of confronting an employee with an issue. After all, you can only manage manageable people. “If you’ve hired the right people, they’ll likely know when they’ve behaved undesirably and eventually take responsibility for their actions,” Cooper says. In his online column, Cooper shares the five steps for going about this the right way. The full column can be found at ratchetandwrench.com/reprimandingemployees.

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TWITTER:

twitter.com/ratchetnwrench

LINKEDIN:

ratchetandwrench.com/linkedin

INSTAGRAM:

10 / R + W / 0 9 .19

BECOMING A MARKETING MASTER

—

Servando Orozco, CEO and owner of Orozco’s Auto Service in Long Beach, Calif., details how he’s been able to become a marketing guru within the industry. The episode is available at ratchetandwrench.com/podcast.

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2019

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NUMBERS THE

TOPICS,

TRENDS,

THE IMPORTANCE OF TIME AWAY — The goal of any owner should be to work fewer hours, take more vacation, and still produce top-tier numbers. But how many days of vacation is necessary for a decent work-life balance? And do those vacation days hurt or help an owner’s business? According the 2019 Ratchet+Wrench Industry Survey, the more vacation days the better—it gives owners time to refresh and bring their top leadership skills to the team.

AND

METRICS

DRIVING

HOW MANY VACATION DAYS DO YOU TAKE PER YEAR?

YOUR

OPER ATION

30%

None

16+ days

21%

22%

20%

1-5 days

6-10 days

11-15 days

COMPARING THE KPIS

THOSE WHO TAKE 16+ DAYS OF VACATION

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

THOSE WHO NEVER TAKE VACATION

Revenue over $1 million

Net profit above 10%

Average repair order above $400 Effective labor rate above $90 Technician efficiency over 100% Technician productivity over 90%

GETTY

Beyond the Stats For a look at an owner who has mastered his work-life balance, check out the Ratchet+Wrench article “How I Work: Rob Choisser.” — ratchetandwrench.com/rob

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“TECHNET® SUPPORTS MY BUSINESS AND TOGETHER WE SERVICE OUR LOCAL COMMUNITY. Community service includes backing Brakes for Breasts, a grass roots effort to support the Cleveland Clinic Breast Cancer Vaccine Fund. 100% of every dollar donated goes directly to research.

”

LEIGH ANNE BEST | Mighty Auto Pro Medina, OH | TechNet Member since 2001

TechNet Professional is a network of more than 10,000 elite, locally-owned, professionally operated repair shops and a proud supporter of Brakes for Breasts.

Learn more at TechNetProfessional.com/RW FOLLOW US @TECHNETpros 0 9 .19 / R + W / 15

AWA R D S I N S I G H T

Open Customer Communication BY NORA JOHNSON

KIM TAYLOR — OWNER TITAN AUTO & TIRE TWO LOCATIONS IN VIRGINIA

FACILITATE DIRECT CONTACT. Just this past year, Titan Auto & Tire began a new form of customer communication. Taylor says she has always been active in replying to online reviews and reaching out to customers, but the business has recently implemented a text-based CRM program to strengthen the connection between shop and customer. Three days after the customer’s service, he or she will receive a text from the shop. The message will thank the customer for coming and ask about how his or her vehicle is performing, as well as an openended question asking for any concerns. Taylor says this text acts as a way to make sure that her customers feel heard. When customers respond to the text, they respond directly to Taylor, who says they typically receive positive comments, and sometimes a concern on how the visit went or how something was dealt with. “We take every complaint and concern very seriously,” she explains. Taylor says that at Titan Auto & Tire, they take the suggestions from customers and utilize the feedback in order to improve their processes. 16 / R + W / 0 9 .19

EMPOWER YOUR CUSTOMERS. To further develop strong customer relationships, Titan Auto & Tire puts a strong emphasis on customer education. “We want our customers to feel like they are empowered to make good decisions,” Taylor says. “We don't want people to think that we are leading them into a decision.” To help facilitate open communication and education, the shops’ technicians will take pictures of certain inspection points of the vehicle—as a part of their digital inspection process—to then share with the patron. If the customer is waiting in the shop, an employee will take him or her to the back and show the areas of the vehicle that he or she has a concern with, as well as the service recommendations. This way, customers can make informed decisions on prioritizing repairs and maintenance. “This is great, especially for women,” Taylor says. “[For them] to be able to go in the back and see their vehicle to really understand what is being talked about—to see what’s wrong and why.”

KEEP COMMUNICATION OPEN. Taylor’s biggest tip for strengthening customer relationships, is to provide them with several ways to get in touch with the shop. Something Taylor has noticed through her open communication policy—specifically from the new text-based communication—is that since the texts are more or less being signed by the owners, it gives the customers a safe space to really give their feedback. “It’s great to get the positive feedback, but it’s even better to get the negative feedback; you can’t fix what you don't know is broken,” Taylor says. “It’s been amazing what I’ve found that needed to be fixed.” Having spaces that allow for customers to reach out directly to the shop owners, as well as giving them the resources to know how to get ahold of the shop, has definitely helped strengthen the customer relationships at Titan Auto & Tire, Taylor says. She will even give her personal cell phone number to the customer if the situation needs further communication. “You just really need to be available to your customers,” she explains.

COURTESY OF KIM TAYLOR

ALL-STAR NOMINEE

The Ratchet+Wrench All-Star Awards nomination for Kim Taylor, owner of two Titan Auto & Tire locations in Virginia, ends with this statement, “Each individual customer that comes through her doors is an opportunity to educate and improve safety on the road. She builds great relationships with her customers and community.” Taylor owns Titan Auto & Tire with her husband, and says she started in the business around 15 years ago. In order to build and sustain strong relationships with her customers, Taylor puts a large emphasis on communication and education. Through text messages, reviews, and follow-ups, she encourages her customers to communicate their shop experiences with her. “Every piece of feedback—even though your employees may not think it’s valid—there’s something to it that can be learned to improve service,” Taylor says.

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EDITOR'S LETTER

The All-Star Awards

SHOWCASING WHAT MAKES THIS INDUSTRY GREAT Choosing my favorite 2019 issue of Ratchet+Wrench is somewhat like picking a favorite amongst my four children. Each is unique

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BRYCE E VA NS, VICE PRESIDENT, CONTENT A ND E VENT S BE VA NS@10MISSIONS.COM

LEAH QUINTO

and different—special even. It’s not that it’s difficult to place one over the others; it’s impossible. And on top of that it just feels wrong. I mean, it is wrong. Very wrong. We put our time, energy, hearts, souls, blood, sweat, tears—all that good stuff—into every single issue. With the context, timeliness and overall industry atmosphere that hovers over the production of each, they come off the printer as individual snowflakes of paper and ink. How can I possibly single out any one of these over the others? Actually, on second thought: September is my favorite issue. Hands-down. And, I guess, it’s all of that uniqueness and context that makes it that way. This is the seventh year of the Ratchet+Wrench AllStar Awards, and the fourth year we’ve run the features of our winners in the September issue of the magazine. (Previous to 2016, they ran in different months.) The timing corresponds with our annual Ratchet+Wrench Management Conference, where we present the physical awards to the winners in person. I’ve said it before, and I’m sure I’ll say it again, but our awards program is one of my favorite projects we work on as a Ratchet+Wrench team each year. Hopefully, you’re all aware of how it functions. The awards are peer-nominated (we take nominations throughout the year, up until our June deadline), and vetted painstakingly by our editorial team. There are spreadsheets made—color-coded, highlighted, tabulated and examined again and again. We go through each nomination and look at a variety of factors. Yes, metrics and performance data do play a role, as do the inspiring messages, notes and anecdotes we get from the nominators. All of it is factored in, and more than anything, we try to highlight the people who make this industry great. Ratchet+Wrench is dedicated to sharing those stories— showcasing the individuals, groups and operations whose successes can help inspire others in the industry; that’s the goal, and our Awards issue is always a wonderful, far more overt reminder of that. Thank you to everyone who nominated, congratulations to all our winners, and be sure to read the profiles of our honorees on p. 44–59. And, please, enjoy my favorite issue of the year.

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J U M P S TA R T NEWS

SHOP VIE W

IDEAS

PEOPLE

TRENDS

BREAKDOWN VIEWPOINT SPEED READ

OLGA PEREZ

SHOP VIEW

On Display Hunt Automotive offers daily tours of its facility to show off the unique set-up.

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J U M P S TA R T

Make Your Voice Heard A LOOK INTO THE RIGHT TO REPAIR COALITION AND HOW TO GET INVOLVED IN THE FIGHT BY A B BY PAT T E R S O N

in Massachusetts joined forces to collect signatures to fight for the right to repair. The Massachusetts Right to Repair Coalition needed 68,911 signatures by late November to turn into local registrars for consideration for the 2012 ballot as an initiated state statute. After only 19 days, the coalition collected 106,658 voter signatures, which eventually led to the successful ballot vote in 2012, and the official passing of the 2013 Automotive Right to Repair Law in Massachusetts, making it the first state to adopt the law. 2 2 / R + W / 0 9 .19

THINKSTOCK

Back in 2011, members of the independent auto repair community

When the bill was officially passed back in 2013, 86 percent of Massachusetts voted in favor of the right to repair. “The voters wanted [the right to repair] because it allows them to shop around for car repairs and save money—it’s common sense,” says Glenn Wilder, co-owner of Wilder Brothers Tire Pros in Scituate, Mass., a member of the Massachusetts Right to Repair Coalition. Following the successful 2012 Right to Repair ballot and the subsequent 2013 law, Wilder says the Massachusetts Right to Repair Coalition relaunched last year due to telematics and the advantage that it gave to dealerships. Since it wasn’t prevalent at the time, access to information through telematics was not specified in the law, leading to a loophole that manufacturers took advantage of by providing customer information to their preferred dealerships. The Relaunch The problem with telematics and one of the reasons that the coalition had to step in was because many, consumers and shop owners alike, are unaware that this is happening. “The consumer doesn’t know this, but the car is recording the route you take to work, how many times you stop at Starbucks or McDonalds—personal information— and they can sell it to whoever wants to buy it,” says Wilder. “Nobody is doing anything about it because no one knows that it’s being done.” This sharing and transmitting of information caused a new problem for independent repair shops. Manufacturers are now inputting systems in vehicles that alert customers when they need a service—an oil change for example—but with that comes control of where they direct the customer to. “They [OEMs] were very smart— they knew telematics were going to play a much bigger role,” Wilder says.

The Issue According to the Massachusetts Right to Repair website, more than 90 percent of new cars will transmit real-time repair information wirelessly, and independent repair shops will have limited to no access. This means car owners will be steered toward the dealers for repairs, which takes away their choice on where to get the service done. For example, if a consumer is driving a vehicle and there is a check engine failure, a message will pop up on the screen and will ask to make an appointment with a certain dealer—and not repair shops like Wilder’s. Issues like this are why groups like the coalition are so important. Getting Involved The success of the 2012 ballot was in mainly due to activism and support from the community. More than 1,000 auto repair shops and consumers across the state make up the Massachusetts Right to Repair Coalition to ask the Legislature and Massachusetts’ Governor to update the law, says Wilder. Now, he says, it’s up to us to make an impact and let our voices be heard once again. “A lot of people don’t know this is going on,” says Wilder. “Nothing happens without people that can present it to the right people.” It’s simple to get involved. Wilder says those interested should visit the Repair Association’s advocacy website, click on his or her state and share his or her story. “The best thing you can do is be vocal about it, let people know that represent you in your area that the problem exists— if they are unaware of it—and if they are aware of it, let them know that it means something to you as a person in that district,” says Wilder. “We all update our cars, our homes, and our TVs when we can afford to—why not update our Right to Repair law?” 0 9 .19 / R + W / 2 3

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J U M P S TA R T

Voice of Many HOW THE AUTO CARE CAUCUS IS SPEAKING ON BEHALF OF MANY

COURTESY PAUL FIORE

BY A B BY PAT T E R S O N

Just as the Massachusetts Right to Repair Coalition is fighting back (check out the Breakdown on p. 22), the Auto Care Association (ACA) is helping the auto care industry fight its battles, too. Established in early 2017 by the ACA, the Auto Care Caucus is giving a voice to the auto repair industry. The Auto Care Caucus recently reached its 30-member milestone, which is 11 more members than the 2017–2018 congressional session, showing more awareness of industry issues. Although that’s a large increase in membership, there’s still more awareness that needs to be shed on the issues that the Auto Care Caucus is fighting for in the industry. Ratchet+Wrench recently spoke with Paul Fiore, Auto Care Association’s senior director of government affairs, to discuss what the caucus does, where their efforts are focused now, and where they want to be in the coming years.

Paul Fiore Auto Care Association's senior director of government affairs

What does the caucus do? The Auto Care Caucus is classified as a House Membership and Staff organization and functions the same way a lobbyist does— it brings a sense of expertise to congressional staff on issues they are not familiar with in order to make the best decisions. There are hundreds of caucuses out there, and they all kind of have the same purpose, and that’s to bring together members of Congress who understand a 0 9 .19 / R + W / 2 5

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

SPONSORED BY:

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0 9 .190 9/ .19 R+W / R/ + W 39 / 39

TRAINING THE FUTURE

BY ABBY PATTERSON PHOTOGRAPHY BY BRAD BARNWELL

“My job is about people, and it’s about my team and basically encouraging, mentoring our team, and showing a better way to get things done.” Dwayne Myers, the managing partner at Dynamic Automotive in west Maryland, has been in the auto industry for 30 years, where he started off as a technician and grew into a co-owner of the company, helping grow the location from one to almost five, which generate $5 million in annual revenue and a monthly car count of 1,300 with 42 employees. Throughout his career, he has been a multi-winner of Frederick’s News-Post “Best of Best” awards, Auto Care Association “Head of the Class” winner, and nominated “apprenticeship ambassador” for Maryland by the Department of Labor, Licensing and Regulation. And throughout his time, he has dedicated his time and his heart to growing the future of the automotive repair industry. The big problem Myers faced, like other auto repair shop owners around the country, was getting enough labor, especially entry-level help. Myers says a generation has been lost, as most millennials and Gen Zers head off to colleges and universities. From this realization, Myers and his team decided to start their own apprenticeship program, giving a career path for millennials. What really got the ball rolling was Maryland’s secretary of labor approaching Myers to focus on youth apprenticeship. Together, Myers and Maryland’s Department of Labor led the way in creating two programs: the youth program, a work study for high school students, and a registered, college-based program. The youth program allows high school students to get their feet wet and see if the auto repair industry is a fit for them. The registered program works with two colleges in the state, allowing college students to go to school and work full time. “When you look at the entire picture, it’s designed to develop careers and to get the best out of [the students] through education and training and always constantly helping to develop them to the next level,” says Myers. Word started to get around about the program. That’s when Myers decided to invite 72 Career and Technical Center (CTC) automotive program students 4 0 / R + W / 0099.19 .19

to their Urbana store to not only talk about tech jobs, but the industry itself. To Myers’ surprise, applications started pouring in—from three to four applicants per year to six the week of the class. The program now gets at least 200 applicants per year. It was the first company in Maryland that had a youth program that could transfer into a registered program, and it has since sparked the development of other programs around the nation. And Myers constantly promotes the program through podcasts, blogs, and panels—even the state is helping him in his efforts by promoting it on its homepage. “The educational system at the high school and state level, as well as the Maryland Department of Labor, have benefited from his passion, energy, and enthusiasm for [the automotive] industry and helping individuals enter into it,” Chris MacLarion, Maryland’s Department of Labor director of apprenticeship and training, says when asked about Myers’ accomplishments. What did Myers do to attract students to the program? Offer free education. And on top of that, the students are paid an hourly wage. Myers pays for their education—as long as the student commits to the program for a full year— and goes through a program to earn his money back. “When you invest in [the students], good people stay with you,” he says. And by investing in his youth program students, Myers and his team have been able to attain almost a 100 percent success rate in keeping these apprentices, most of whom go on to work at Dynamic. This program helped solve Myers’s problem to get younger generation’s labor, leading to grow Dynamic from one to four locations. “We are helping to develop leaders,” said Myers. “If we grow them, in turn we grow Dynamic.”

owner / e xecutive

Dwayne Myers Co-owner & managing partner Dynamic Automotive // Maryland

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administrative support

Megan Dinef f Customer and social media manager Ervine’s Auto Repair & Grand Rapids Hybrid // Michigan

SERVING CARS AND THE COMMUNITY

BY MARAYA KING PHOTOGRAPHY BY AMANDA MONTGOMERY

Megan Dineff always knew she wanted to devote her time and energy to the people in her life. What she didn’t know was how many different forms that would eventually take. She is a mother, a daughter, an activist and this year’s Ratchet+Wrench All-Star Awards winner in the administrative support category. “Megan’s compassion, honesty, and integrity shine through in her daily interactions with customers, technicians, vendors, tow truck drivers and pretty much everyone else she meets,” says Jamie Carlson, her nominator, mother, and co-owner of Ervine’s Auto Repair & Grand Rapids Hybrid. When her parents first bought Ervine’s Auto in 1994, Dineff never saw herself working alongside them. “My goal in life was to be the best stay-at-home mom possible,” she says. Now, she claims she is “right in the sweet spot,” balancing her love of motherhood with her need to help others. Dineff is putting Ervine’s on the map through outreach programs, social media, and exceptional customer service. “Megan’s heart for helping others aligns with the bigger mission and heart of Ervine’s Auto Repair and Grand Rapids Hybrid as a company,” Carlson says. This is evident in Dineff ’s dedication to helping her community through programs such as Grand Rapids HQ , a center for homeless youth; and Arts in Motion, an organization committed to enriching the lives of those with disabilities through expressive art. Most recently, Dineff and the Ervine’s team have allocated time and resources to Hope Pkgs of Grand Rapids, an organization that works to help children entering foster care have basic essentials that they often go without. When it comes to social media, Dineff bridges her passion for helping others with her tech know-how. One of their most recent Facebook videos, which showcased technicians and Girl Scout cookies, has almost 5,000 views while their page has roughly 720 likes. Dineff says keeping customers updated and educated

is her top priority, and that’s why Ervine’s replies to each and every Google customer review it receives. Dineff says that’s how they reel in new customers, by showing their dedication to previous ones. Facebook is the most important, she says. Whether it’s making videos to spread awareness about local programs or prompting community engagement, getting people involved in more than their vehicles is vital to Ervine’s philosophy, Dineff says. Recently, she was awarded the Next Step Program’s scholarship from the Auto Care Association. The scholarship allowed her to attend many networking events where she was able to learn about the role she can take in making an even bigger impact on the automotive repair industry. “Megan’s natural abilities and hard work combine to elevate not only our company, but our entire industry,” says Carlson. It wasn’t until 2011 that Dineff started seriously working at Ervine’s. “My mom knows that I thrive being with other people, so she watched my son and I was able to get more involved,” she says. Dineff has a very close relationship with her parents. In fact, she and her mother cannot work on the same day, “because we don’t get anything done,” she says. But that tight-knit family dynamic is what keeps customers coming back to Ervine’s. Dineff says when customers enter their store, they know her kids by name. She has created an environment in which a stressful situation can feel like an inviting one. “Megan’s dedication, loyalty and natural effervescence make her an invaluable addition not only to Ervine’s Auto, but to the automotive service industry as a whole,” Carlson says. What Dineff takes the most pride in is helping people, especially when times are not easy. “No one is happy to call us,” she says, “but I can offer a friendly voice and promise they are getting the best service.” When it comes to planning for the future, Dineff says she would like to stay at Ervine’s as long as her family owns it. It has never been her dream to own Ervine’s, but rather to be a mother and a caring voice in her community—all of which she accomplishes with each day. 0 9 .19 / R + W / 4 3

TECHNICIAN TURNED TEACHER BY MARAYA KING PHOTOGRAPHY BY CHRISTINA WILSON

Jake Sorensen became a master technician at the age of 19, has accumulated 14 ASE certifications and has been with McNeil’s Auto Care for 12 years. He has the expertise, knowledge, and experience to win this award, but what sets him apart from the rest is his dedication to teaching others—both in and out of the shop. The most rewarding part of working at McNeil’s, a 14,000-square-foot, 18-employee shop in Sandy, Utah, that produces $2.6 million in annual revenue, is the federally accredited apprenticeship program that Sorensen developed, he says. The shop takes on apprentices for a two-year program, using the materials and methodology developed by Sorensen, and walks them through an intensive learning of everything in the shop. The apprentices are usually in their mid-20s and graduate with three ASE certifications, making them journeymen auto technicians. The apprenticeship is not only paid, but Sorensen says the technicians also double their pay and earn tools by the time they wrap up their program, meaning they have no debt, which is practically unheard of in this industry. “It’s a lot of fun seeing someone who you teach have it ‘click’ in their mind and then do it on their own,” Sorensen says. After the apprentices finish their programs, Sorensen says the shop staff encourages them and helps them to become master technicians. This May, their first apprentice, who started as a lube technician in 2018, achieved his master tech certification. “There’s something gratifying about knowing you helped them get there,” he says. McNeil’s apprenticeship program soon caught the attention of NAPA Auto Care, largely thanks to Sorensen. Now, NAPA has its own nationally accredited apprenticeship program, which it developed with Sorensen 4 4 / R + W / 0099.19 .19

as its lead technician. The first part of the program is an online guided learning portion to get the students ready to work in the shop. “I’ve written all of the scripts and starred in most of the videos so far,” Sorensen says. Even Pete McNeil, owner of McNeil’s, has been in front of the camera a bit. While the glow of the limelight is alluring, Sorensen says he is most excited about this project because of the national technician shortage. “A lot of people think it’s because no one wants to get into the automotive industry. It’s not that they don’t want to, it’s that they don’t know how,” Sorensen says. As if the apprenticeships programs weren’t enough, Sorensen also teaches introductory automotive classes at the Entrada Adult High School in Sandy, Utah. He then works to get his students into McNeil’s program for hands-on experience. “Hands-on teaching is my goal. These classes have a lot of great information, but you don’t retain as much when you’re not working hands on,” he says. Sorensen’s devotion doesn’t stop when he leaves the shop. He volunteers as a technical judge for the SkillsUSA competition each year and is a volunteer sound technician at his church where he trains others in those trades as well. His most recent volunteer work has been for a fishing program called C.A.S.T. which seeks to enrich the lives of children with special needs. For the past two years, Sorensen has volunteered as a boat captain and taken children and their families out for a day on the water. Sorensen, who is a father of two, says he doesn’t have plans to leave McNeil’s anytime soon, but he would like to teach as much as he can. “I would love to start my own training program and offer technicians up to other people,” he says. Sorensen is full of passion, know-how and shows no signs of slowing down, which is why he has been named the 2019 Ratchet+Wrench All-Star Awards in the shop worker category.

shop worker

Jake Sorensen Technician McNeil's Auto Care // Utah

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manager /advisor

Ben Lesueur Manager Ox ford Automotive // Ohio

CHALLENGE ACCEPTED BY ABBY PATTERSON PHOTOGRAPHY BY HARRY ACOSTA

At just 23 years old, Ben Lesueur of Oxford Automotive has taken over as manager of the auto shop’s new, rural location when it started off with hard beginnings. In just 11 months, he took monthly sales from little to nothing to $90,000—an annual revenue of $982,000 from that one location in a town of 13,000—all while earning the location a 4.9-star rating and 78 reviews. When Lesueur first started, he was an 18-year-old senior in high school. Lesueur hustled in school and was able to graduate early, where he then took a job pushing a broom in his family’s auto mechanic garage. In Powell, Ohio, Lesueur says it was the norm—even expected—that students go to college after high school. However, he felt that wasn’t his chosen path, saying he wanted to prove that trade jobs are still valuable. After moving on and working for Goodyear, the owner of Oxford Automotive, James Church, approached Lesueur about an open apprentice position. Leaving Goodyear would mean taking a significant pay cut and driving 45 minutes north from where he currently lived. Even with these pitfalls, Lesueur chose to pursue the job opportunity. And leaving Goodyear meant leaving a culture that treated their customers as merely a number, not actual people, he says. Lesueur soon went from apprentice to service advisor within eight months. And within three years, he was managing an entire store. As a millennial teenager in an advisor job, working with people who had been in the business for as long as he has been alive, he accepted his new management position as a challenge, constantly looking for ways to be better, he says. “Nobody else my age was doing that, so, a lot of times, when I questioned that I was out of my lane, there was a lot of negativity that came my way,” Lesueur says. “I love when people tell me I can’t do something. Then I can strive to prove to myself what I’m worth and my value.” To get to the position he is in today, Lesueur consistently has believed in the same principles of feedback and active listening. “Whether it be with my employees or with my customers, I listen to feedback, listen to my customers’ wants and needs, and the same thing with my employees,” Lesueur says. “The way that I look at it is, if you can actively listen, it can allow you to effectively apply solutions to get the ball rolling in a much more efficient way.” At the Powell location, Lesueur eliminated any objections possible for his customers. For example, when it comes to rentals,

Oxford usually charges to use those, but Leusuer started giving them away at no cost when he felt a customer was going to be one of their core customers. The other part of this deals with the warranty. “I’ve done the research and looked out to what other shops are offering in the area, and I’m always making sure we’re offering a better value in customer service than everyone around us,” Lesueur says. “We can’t always beat price, but we can always beat in customer service.” And when it comes to leadership, Lesueur has a very hands-off approach, while also being as transparent as possible. For a production technician, Lesueur sits them down, asks how much they feel they can meet, and breaks down the goals. For example, a technician would say he can turn 200 hours per month, meaning he is turning 50 hours per week, 10 hours per day. “I really just put it back on their plate. Here’s my expectation and here’s where I think you should be, what can you do to get to that point, and then we work as a team to hit the goals,” Lesueur says. The tactics Lesueur used back when he was just starting his career at 18 years old are the same tactics he still uses today to grow his career and Oxford Automotive. “It’s been a challenge—I’ll be honest, it has not been easy,” says Lesueur. “I tried to make the opportunity for myself before I had to ask and wait for somebody to hand it to me.” 0 9 .19 / R + W / 47

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wild card

Jen Monclus Sales and leadership trainer Elite // California

DO WH AT YOU LOV E , LOV E WH AT YOU DO BY ABBY PATTERSON PHOTOGRAPHY BY ZACH BARRON

It’s been said that teaching is the profession that teaches all of the other professions. That sentiment holds true when it comes to this year’s All-Star Awards winner in the Wild Card category. Coming in with one-third of all nominations, Jen Monclus, a certified sales and leadership trainer at Elite, doesn’t know how to fix a car, and she hasn’t had to in order to make a difference in the repair industry. Monclus came to the Elite team back in 2014 after working in staffing, sponsorships for big companies, and marketing for Fortune 500 companies 10 years prior. She started off in internal sales, which eventually blossomed into her current sales training position. As a person, Monclus says she’s been passionate about any career she has been in—helping people is what she loves most. “It’s cool because I can implement my background in sales in addition to what I have learned at Elite and help future or current advisors integrate that into their daily repertoire,” she says. As a trainer, Monclus is a teacher for service advisors in the auto repair industry. Shop owners refer their advisors to her, where she then provides training courses pertaining to what they are looking for, including what Monclus likes to refer to as “her baby”: the Masters program. In the master’s program, training is a committed six-month program. After a three-day, in-person class in San Diego, the class is then conducted online, where Monclus checks in weekly on their progress, checking their sales stats, and where they need to improve. She even mails them books to read, including the “sales bible” binder with tools, scripts, word tracts, and many other tools that will lead service advisors to success, she says. But the program isn’t for just anyone. Monclus conducts interviews to see if the program will fill the shop owner’s and advisor’s needs. They look for someone with the right aptitude,

attitude, and determination to learn, grow, and do the right thing by their customers, according to Monclus. From her training help, many automotive repair shops have grown; one auto repair shop sent one of its service advisors to her course and has since doubled sales at that location. According to Elite, the average weekly sales of her students increases by $2,856 after completing her course. She has been so dedicated to her students that she has even forgone vacation in order to be there for her students. And the reviews are consistent in her dedication to her students and the results it has brought to many businesses. “Jen has a unique ability to connect with people. This allows her to understand an individual's inner strengths and qualities while she instills confidence,” says Linc Lewis of Mezzio Auto, Naugatuck, Conn. “Her success is evidenced by five-star reviews from people lucky enough to have been guided by her insight. Another auto repair shop, retired owner Jim Berberich of AI’s Automotive and Tire, says Monclus has taken her students’ sales to the next level and had dedicated herself to advancing the industry. “You put people first, and that’s what this course is really built upon,” Monclus says. “This isn’t Disneyland they are working at. No one wants to pay to get their car fixed, so where we are successful is on the psychology in this class. They really understand the emotional side, understand how to connect with their customers, how to gain trust, and that helps them in all facets and helps them gain business.” Monclus says being a customer herself has really helped; she knows exactly what the customer is feeling. “I can be that devil’s advocate for them because I know what the customer has been through,” she says. “These advisors have the confidence and skillset to connect with them on a personal level and it’s not just transactional.” Something Monclus constantly stresses to her students is trust. She says if they don’t have that, they won’t do very well in the long run. And in her teaching, her key to success is passion for helping people in the industry. “You have to believe in what you are teaching, if you don’t believe in it, then how are you going to relay that thought process to someone else?” she says. 0 9 .19 / R + W / 4 9

T H A N K Y O U T O A L L O F T H E 2 0 1 9 R A T C H E T+ W R E N C H A L L- S T A R A W A R D S N O M I N E E S , W H O E A C H H A V E D O N E THEIR PART TO MAKE THE INDUSTRY BET TER . Aaron Van de Kemp Albino Herrera Amanda Clements Drake Andy Gales Arielle Conner Baljeet Gill Ben McMillen Benjamin Lesueur Bill Horn Bobby Morris Brian Bell, Jr. Brian Madeley Brian Pierson Brin Kline Bruce Crittendon Bryan Gossel Bryan Jewett Caroline Walck Chris Waggoner Christian Jacob Cliff Sloan Danae Prado Daniel Stewart Dave Repass David Brennom David Harvath David Stringfield Desiree Jeremenko Donnie Hudson Dwayne Myers Ed Dietz Elizabeth Johnson Ellen Lima Erik Rud Fred Saeman

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Gary Uhlman Harry Harth Helena Rombyer Israel Villavicencio Jack Leonard Jacquie Hower Jake Sorensen James Hagan James Price Jason Michael Jason Stretch Jeffrey Blake Jen Monclus Jenni Reed Jennica Gutierrez Jennifer Baggett Jerry Holcom Jessica Curtis Jessica Stovall Joe Green John Hillring Jon Bockman Jonathan Harris Karl Troy Kayla Anne Brown Ken Vining Kristi Hudson Lairton Panighel Larry Grella Larry White Lauren Nicole Dennison Lynn Austin Marty Winkler Megan Dineff Michael Wright

Michael Mole Michael Tolosi Miguel Velasco Johnny Hinojos Nathaniel Winston Nicholas Odell Engberg Nick Stoffel Philip Christensen Philip Moore Phillip Evans Richard Gordon Jr Richard Partridge Jr. Robert Crawford Ron King Ronald Theodore Lutz Sally Thomas Scot Manna Shari Pheasant Shawn Sullivan Sheri Hamilton Sherri Stock Sherry Wise Steve Wyatt Steven McAtee Thomas Sowers Timothy Allen TJ Whitkopp Tom Fordyce Tony Johnson Tory Russell Vern Newman Warren Paar William Davenport William Schumaker Zackery Ryan Pate

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SHOP ADVICE LE ADERSHIP CASE STUDY HUMAN RESOURCES

COURTESY GARRY'S AUTOMOTIVE

Shoes to Fill Jared Scofield (left) and John Bryant (right) took over Garry's Automotive from previous owner Garry Plimmer and had the task of making it their own.

CASE STUDY

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T O O L B OX / S H O P A D V I C E

A Genuine Connection

GETTY

How to ensure strong customer relationships that will aid in a high retention There is something about forming connections with customers that can feel, almost ... phony? With similar interactions occurring every day with each and every customer, greetings, formalities and explanations can become stiff and robotic, if a conscious effort isn’t put into place. At Laurie Guest’s previous job at an optometrist’s practice, customer service was the office’s speciality—so much so that other industries called the office and asked Guest and her colleagues to teach them their ways. For the next few years, Guest put together a “bestkept secrets” presentation, and began speaking at other businesses about the subject of customer service. Guest has since left her job at the optometrist, and is now a professional customer service expert. Guest is a public speaker to both large corporations and small groups, and focuses on customer service, staff development, and improving customer engagement. Guest emphasizes the importance of genuine customer service within repair shops, because of one large factor: competition. Depending on where a shop is located, there might be 5 to 10—or more—competing shops within a few miles. Customers already expect great results, so the service is what makes a business stand apart. Below, are Guest’s tips for creating genuine customer connections that will aid in improving customer retention and growth.

Be attentive to the words you say. When thinking about speaking with customers, there are a few questions you should ask yourself: What words are coming out of my mouth? Am I using unknown slang terms? Am I incorporating inside lingo into my explanation that a customer may not understand? Within the car repair industry— where jargon is heavy—language should be tailored to those with little to no car knowledge. It is important to steer clear of “$15 words” that only other individuals with a repair background would understand. Instead, take the word or term you plan on using, and translate it into an easily digestible explanation that any customer would understand.

If you can get your employees to be truly happy to be working at your shop, and glad to see cars and customers coming in, phoniness will wear away. The key to creating genuine customer relationships is to have your employees deliver information to the patron in the moment, solely focused on the interaction. I like to call this “show timing,” similar to those in theater. Behind the curtain of a show is ego, conflict, and stress, but when they step out from behind the curtain, each cast member has lines to say, in order for the audience to enjoy their experience. When the lights go on in your shop, and the doors get unlocked, it’s showtime in front of the customers. Employees have to truly listen to create genuine connections.

Look at how your body plays. As for body language, multiple factors come into play—from facial expressions to enthusiasm. A genuine smile, direct eye contact and welcoming gestures can help form real connections with customers. Patrons will read the energy presented to them, and judge their customer service experiences on those small details. Most of the things we can do to create genuine connections cost us nothing. Appropriate word choice and body language come at no investment, other than the cost of possible training, in order to engrain the habits in your staff. But once the skills are learned, you can just rinse and repeat at no cost.

AS TOLD TO NORA JOHNSON

Facilitate a mindset shift.

Create an air of familiarity. When I walk into my favorite repair shop to get maintenance done on my vehicle, the employee at the service desk will ask, “Hey, Laurie, how is life on the road?” He is able to remember that I travel for a living, and shows that he recognizes who I am. Addressing a customer with an air of familiarity creates a strong connection and shows him or her that he or she is a valued member of the business. Even if you recognize a customer but don’t remember his or her name or what he or she does for a living, you can still greet him or her with a tone that shows that you recognize who he or she is. Familiarity can be showcased by saying, “Good to see you again; how is everything?” It’s a much stronger phrase than, “Hey, how’s it going?” 0 9 .19 / R + W / 5 5

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The Search for Motivation How to find motivation that you can then pass down to your staff BY NORA JOHNSON

recites Rick White, president and head coach of 180Biz. A more crude version of the quote says, “a fish rots from the head down,” but the sentiment remains the same— poor leadership is the cause of a business’s demise. In this case, White is referring to motivation, both of the owner and his or her staff. If a shop owner lacks motivation, it will trickle down to the employees, and soon, no member of the staff will be motivated to run a successful business. “If the owner isn’t excited or engaged, what does the rest of the staff look like?” White says. White has been involved in some facet of the auto industry his whole life, from dealerships to owning his own shop, to now, coaching other auto repair businesses. He has worked with hundreds of shops and regularly speaks at conferences around the country about everything that goes into running an auto repair business. White’s “stinky fish” sentiment is also shared by 180Biz client and shop owner Erick Bock, who puts in the time and effort to motivate himself and inspire his staff at his successful and close-knit New York business, Bock Auto. White and Bock share their five steps for motivating owners and, in turn, their staff, to better improve overall success. “What they (shop owners) are getting from their staff is a reflection of what they are bringing to the table,” White says. Step 1: Begin small. Leaders can become unmotivated for 5 6 / R + W / 0 9 .19

myriad reasons. One large contributing factor to an unmotivated and uninspired leader is the feeling of being overwhelmed, White says. “When there is so much to do, we shut off and disengage,” he says. It’s easy to feel overwhelmed when thinking about too many things at once, and can quickly give the sense that there is no escape. By taking a step back and looking at things from a larger perspective, owners can begin to look at isolated factors in their business in order to recenter and remotivate themselves. A good place to start in the remotivation process, is to do a complete brain dump, suggests White. Everything running through the mind should be written down and looked at from a bird’s-eye view. One factor should be isolated and focused on; start with one thing at a time. This helps with a feeling of accomplishment and pushes motivation to continue. Step 2: Relocate passion. Bock says he partakes in a daily reflection, focusing on where he came from, and where he has gone, in order to motivate himself. “Every once in a while, the stress load will get up, and you have to take a step back and self-reflect on what you’ve done and be grateful for it,” Bock says. “Go back to when you started your shop, to the first day you had the key and opened the door for the first day of business. That excitement—you need to get that feeling again.” Find the excitement and the fuel that burns inside of you again, Bock suggests. “This has been a vision burned in my

mind since I was 12 years old, of wanting to own my own shop—what it smelled like, what was hanging on the wall, every detail,” Bock says. Sharing that excitement with the team will also help to add motivation and inspiration that can be passed down throughout the shop. Step 3: Create engagement. The most anyone is engaged is on their first day on the job—their head, heart, and hands are all in, White says. “When people quit, they don't quit all at once—they quit in stages,” he says. First to go is the heart—he or she is no longer engaged in the business’s mission and begins to stop going out of his or her way to be a member of the team. Next to go is the head—the employee has become mentally checked out, and no longer present within his or her role. Lastly, is the hands—he or she is now lost completely and is no longer an employee. An issue of skill is easy to fix, White says. An issue of will is a lot of tougher. It is important to check in and assess each employee’s engagement level and dedication. To motivate and engage his shop, Bock offers a team lunch to his full staff each day, where they all sit down and eat together like a family, he says. During the lunch, the team is able to check in and talk about what’s going on at the shop, and mention any conflict that might be happening. Along with full staff meetings, Bock tries to have a “toolbox huddle” twice per day with each team member, one in the morning and

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“There’s an old saying that goes like this: A fish stinks from the head down,”

one in the afternoon. That way, he can spend 5–10 minutes talking with them about how they are doing. In the morning, he focuses his meetings on their personal lives, their families or upcoming events. “There are lots of things outside the shop that can factor into their (an employee’s) motivation level,” Bock explains. The afternoon meeting is more work– and shop–focused, he says. Step 4: Communicate expectations. As a part of motivating each member of the team, White says owners need to ask themselves how they set their standards of success. Expectations should not only be verbalized to the staff but more importantly, also need to be all that the owner accepts, says White. Bock says he reminds his staff at least once per week how they fit into the jigsaw puzzle of the shop’s growth plan and expansion, in order to motivate and challenge his team as a whole. “It’s really about finding the outcome you are looking for, and sharing that with your employees,” Bock says. “There’s a difference between a leader and a manager—the leader is providing the vision.” Above expectations, is providing employees opportunities for growth. If a team member feels as though he or she does the same thing day in and day out, he or she will ultimately lack the motivation to excel or even stay at the shop. It is important for owners to create opportunities and a career path for their staff, White says. Setting goals with employees not only challenges and motives them, but also encourages them to become better. Step 5: Celebrate achievements. There is nothing more unmotivating than not being appreciated for hard work and accomplishments. In order to encourage and motivate staff, White stresses the importance of celebrating employees for a job well done. Too often, technicians will say that their owner only recognizes them when a mistake is made, or something has gone wrong, White says. When the technician does something well, or even above the standard, they tend to hear nothing but crickets from their boss. It is vital to celebrate the behaviors and results a business wants to

achieve, White says. Owners have the opportunity to experience a true transformation when they take the time to properly encourage and celebrate their staff. An incredible consequence of encouraging team members for their accomplishments is the effect it could have on the rest of the team. Everyone wants to be appreciated and cared

for, and by celebrating specific staff members’ accomplishments, it shows other team members that they, too, could be given high recognition. Although, White stresses the importance of ensuring that the form of celebration is something that truly means something to the employee, or else the employee may not feel too motivated or inspired.

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