Ratchet+Wrench - December 2023

12.23

STRATEGIES & INSPIRATION FOR AUTO CARE SUCCESS

GO AHEAD, SHOW OFF ON SOCIAL MEDIA! PAGE 30

ARE YOU A MICROMANAGER? PAGE 28

MARCONI:

CHOOSE THE CHEERLEADER

PAGE 20

CARPE MOMENTUM Mike Allen of Carfix says retention starts with building a strong network and then being aggressive when the opportunity to hire a tech presents itself.

PLAYING FOR KEEPS BECOMING A SHOP OWNER WHO ATTRACTS AND RETAINS TECHS PAGE 22

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DECEMBER

12.23

VO LU M E 11 N U M B E R 12

7

EDITOR’S LETTER

9

BREAKDOWN

Do what you do best and delegate the rest

Mr. Myers goes to Washington

18 SHOP VIEW

Henn Automotive; Waxhaw, North Carolina

20 STRAIGHT TALK

High efficiency isn’t the only indicator of a great employee JOE MARCONI

28 LEADERSHIP

Is micromanagement stunting the growth of your shop?

30 CASE STUDY

Letting your shop’s personality show on social media

32 OPERATIONS

Taking inventory of your bay’s profitability

40 THE FIXER

It’s time for your year-end review AARON STOKES

F E AT U R E

22 FEATURE

PHOTO LEFT & ON COVER: Mike Allen of Carfix

photographed by Bryan Regan Photography

Retention is hard when you don’t have a plan. Mike Allen of Carfix, who has three shops in and around Raleigh, North Carolina, and Ryan Hillebrand, a multishop owner with shops in the Greater Cincinnati, Ohio area, share their strategies on recruitment and retention.

BY CHRIS JONES

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

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

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EDITOR'S LETTER

EDITORIAL CONTENT DIRECTOR Matt Hudson EDITOR Chris Jones ASSISTANT EDITOR Kacey Frederick CONTRIBUTING WRITERS Joe Marconi, Aaron Stokes, Alison Johnson, Tess Owings, Enid Burns EDITORIAL ADVISORY BOARD John Miller, Fifth Gear Automotive; Doug Grills, AutoStream Car Care Center; Jimmy Alauria, 3A Automotive Service; Andrew Marcotte, American Pride Automotive; Bruce Howes, Atlantic Motorcar Center; Rob Choisser, Choisser Import Auto Services; Lucas Underwood, L&N Performance Auto Repair; Ryan Hillebrand, Urb’s Garage SALES ASSOCIATE PUBLISHER Andrew Johnson / ajohnson@endeavorb2b.com ASSOCIATE SALES DIRECTOR Mattie Gorman-Greuel / mgorman@endeavorb2b.com DIRECTOR OF BUSINESS DEVELOPMENT Cortni Jones / cjones@endeavorb2b.com ACCOUNT EXECUTIVES (NATIONAL ACCOUNTS) Diane Braden / dbraden@endeavorb2b.com Darrell Bruggink / dbruggink@endeavorb2b.com Marianne Dyal / mdyal@endeavorb2b.com Chad Hjellming / chjellming@endeavorb2b.com Lisa Mend / lmend@endeavorb2b.com Michael Parra / mparra@endeavorb2b.com Martha Severson / mseverson@endeavorb2b.com Kyle Shaw / kshaw@endeavorb2b.com Sean Thornton / sthornton@endeavorb2b.com ADMINISTRATIVE ASSISTANT Ryan McCanna ART AND PRODUCTION ART DIRECTOR Emme Osmonson PRODUCTION MANAGER Mariah Straub AD SERVICES MANAGER Jen George ENDEAVOR BUSINESS MEDIA, LLC CEO Chris Ferrell PRESIDENT June Griffin CFO Mark Zadell COO Patrick Rains CRO Reggie Lawrence CHIEF DIGITAL OFFICER Jacquie Niemiec CHIEF ADMINISTRATIVE AND LEGAL OFFICER Tracy Kane EVP ENDEAVOR BUSINESS INTELLIGENCE Paul Mattioli EVP TRANSPORTATION Kylie Hirko VICE PRESIDENT - VEHICLE REPAIR GROUP Chris Messer HOW TO REACH US ENDEAVOR BUSINESS MEDIA 571 Snelling Avenue North, St. Paul, MN 55104 tel 651.224.6207 fax 651.224.6212 web endeavorbusinessmedia.com LETTERS TO THE EDITOR editor@ratchetandwrench.com Opinions expressed in Ratchet+Wrench are not necessarily those of Endeavor Business Media, and Endeavor Business Media does not accept responsibility for advertising content.

Not How, But Who? Learning to do what you do best and delegate the rest is the key to faster growth

BY CHRIS JONES

My friend, Marc, invited me to sit in

on a private mastermind group with the coaches he coaches (Yes, he’s a coach who coaches coaches). During one segment of the meeting, they were discussing workflow and delegation. As one of the coaches was seeking input on how to solve a problem he was having in his business, another chimed in and said when challenges arise in his business, he doesn’t ask how, but who. Since he knows his time is precious and he’s aware that he can’t and shouldn’t try to solve all his business problems, his first instinct now is to find out who can do it for him.

That was profound for me. As someone who is more than willing to invest whatever time I need to pick up the skills or abilities to solve my challenges, the idea of delegating more often—something I wasn’t unfamiliar with but often fight against—hadn’t crossed my mind recently. Then the old Socrates quote zipped across my mind, “I cannot teach anybody anything. I can only make them think.” And he had me thinking about how I could create more efficient workflows and systems for myself by asking others how they managed theirs and delegating tasks when necessary. Not how will I get this done, but who can do it for me?

In this issue, we’re looking at retention and hiring, where the who trumps the how—who to hire, who to promote, who to train. In “Recruit and Retain”, Ryan Hillenbrand of Urb’s Garage and Mike Allen of Carfix talk about retention through the lens of rightly hiring and developing team members and Joelle Pollak of Promotive pulls back the curtain on what her company does to help shops find and hire qualified auto technicians—the who in this equation.

As you think about the needs of your shop and what needs to be done to attract new hires, train existing hires and build a culture where your team thrives, think about the who when it comes to your shop’s vision. It’s never a matter of how you’ll reach the goal, you’ll will it if you have to—you’re an entrepreneur—but a matter of who can help you get there.

That’s where you get the momentum.

CHRIS JONES, EDITOR CHRISTOPHERJ@ENDEAVORB2B.COM

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PHOTO COURTESY OF DWAYNE MYERS

JUMP START

MAKING AN IMPACT FOR THE REPAIR ACT

Following the Auto Care Association’s Legislative Summit, the REPAIR Act progresses

BY KACEY FREDERICK

As the battle for data access continues throughout the automotive industry,

many in the right-to-repair movement have been fighting hard for the REPAIR Act to pass: a piece of legislation that grants vehicle owners and independent automotive shops access to data needed for certain repairs.

The Auto Care Association (ACA) has been on the frontlines of the fight for the REPAIR Act and recently carried out its Legislative Summit in Washington D.C. on September 20 and 21. The event brought together ACA members from across the country to go to Capitol Hill and advocate for the REPAIR Act. Only a week later, a hearing was held on the bill by the U.S. House Committee on Energy & Commerce Subcommittee.

Dwayne Myers of Dynamic Automotive has been an ACA member for over a decade and has become increasingly involved in the right-to-repair movement since he joined. Now, he shares what happened at the Legislative Summit and what the future of the REPAIR Act could look like with Ratchet+Wrench.

A Stampede of Orange Ties The event was a coordinated, organized

effort to reach out to as many representatives as possible. ACA members were split into groups by state for areas they represented, with ACA scheduling meetings for them.

Members used an app on their phones that informed them when their meetings were scheduled, where they were taking place and talking points to go over during the meeting.

Though the face-to-face contact and communication were made by ACA members, Myers credits the organization for the tremendous amount of behind-thescenes work it does.

In the past, ACA has arranged for representatives from Congress to visit Myers’s shop: they made contact and set up the meeting, making it so that Myers could focus on running his business while still being able to be seen by his representatives.

“If it wasn’t for Auto Care Association, it would be a lot harder. You just don’t know what you don’t know,” says Myers.

“Of course, we’re still doing the work–but they do all the back work, which makes it really easy.”

When representatives visit his shop, Myers breaks down to them what data is

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

required for the jobs his team does. He puts a scanner in their hand and shows them what data they receive and what data they need.

These meetings pay off during events like the Legislative Summit, where Myers was immediately recognized by one of his senators.

“He had been to our shop before, so he recognized us,” remembers Myers. “And he saw our orange ties, which is one of the best marketing things they could have ever done. Because we kept hearing people saying, ‘Oh, there’s so many of you here walking around,’ and he saw the ties and said, ‘Auto Care.’ And he said, ‘That’s Right to Repair, and I support that.’”

During the Legislative Summit, ACA members met with many who weren’t familiar with the REPAIR Act and needed more information before making a stance on it.

Many who spoke with ACA members indicated plans to share what they learned about the bill with those on the U.S. House Committee on Energy & Commerce Subcommittee, who only a week later held a hearing on the REPAIR Act.

Just a Bill on Capitol Hill

Myers hopes that another piece of legislation will soon be presented in the Senate to complement the REPAIR Act currently in the House, helping it to move forward on both sides of Congress.

For now, the fight is ongoing to gain more sponsors to support the bill, which has been presented as a bipartisan piece of legislation that both parties can get behind. Before the Legislative Summit, the number of sponsors for the bill was somewhere in the 40s, and since the event, more have agreed to come on board.

The ACA’s website serves as a resource for anyone looking to become involved in right-to-repair advocacy. Myers recommends simply reaching out to the organization, and from there, they can connect individuals with opportunities available.

Additionally, becoming familiar with and contacting your local representatives is a great way to make your voice heard on the REPAIR Act. “They’re doing it like Noah’s Ark: they’re doing one Republican, one Democrat at a time,” describes Myers. “So it is a completely bipartisan bill to show that, like my customers, I serve all flavors. It 12 . 2 3 / R + W / 9

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

PHOTO COURTESY OF BILL HANVEY

doesn’t matter to me what your political (stance is) or whatever, I’m here to help you; and that’s how they’re trying to design the bill.”

AAPEX Q&A:

ACA’s Bill Hanvey on the Latest Right to Repair Development A big legislative hurdle was overcome on the final day of a record-breaking conference The United States House of Representatives Subcommittee on Innovation, Data, and Commerce, of the House Energy

and Commerce Committee, favorably reported HR 906, the REPAIR Act, to the full committee for future consideration on Nov. 2. After a robust, bipartisan discussion about the importance of this legislation and ideas about how to better protect consumers as well as the independent aftermarket, the REPAIR Act cleared this initial hurdle without objection from any Member of the Subcommittee. It’s the furthest down the road it's advanced, said Auto Care Association President and CEO Bill Hanvey, who sat down with Ratchet+Wrench to discuss the bill’s latest movement.

Ratchet+Wrench: You had a Right to Repair press release today. What was in the release today and what's the reaction?

Bill Hanvey: Well, the reaction is cautious optimism and the fact that we are advancing with the REPAIR Act is really good news for our industry. We understand that work is not done. There's going to be a lot of horse trading, that will have to happen, but this is the furthest that

we've advanced this. We greatly appreciate the subcommittee's support, and we are willing to come to a common agreement, and we're common legislation that benefits everybody.

R+W: The memo today, is that a result of the time and the Legislative Days in D.C. in September?

Hanvey: Well, we'd like to think it's a direct result of that. We had 300 people on the hill immediately following that. We had our subcommittee hearing, in which Kathleen Callahan, the shop owner from Florida testified. She did a tremendous job on the industry's behalf. And subsequent to that, we had the committee subcommittee hearing today.

R+W: Do you feel like you're gaining—as you have more touch points like today and the various conferences and speaking you're doing—more traction and more momentum?

Hanvey: Without question. So, the indus-

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try is getting involved. We're writing letters to the subcommittee, and it's just been that the grassroots activity has been tremendous from the industry.

R+W: How has advocacy among shop owners been this year within your membership and maybe even outside of that?

Hanvey: Increasing, and they're the key to is of the success for going forward to activate the shop owners, and between scanning the letters and making the shop owners aware that this is an issue that is going to directly affect their future. They've become much more actively involved.

R+W: Why is it increasingly more important, especially now, for shop owners to make their voices heard, as opposed to relying on groups like ACA or others to be their voice?

Hanvey: Our 4.7 million employees that are in our industry are our key. The automakers have more lobbying money.

They have more lobbyists. They have

3,500+ ATTENDEES

more lawyers. But what they don't have is the folks that are in our industry. So, we're actively soliciting every member of this industry that this is their battle to win, so even though we may not have as much money, we have these great men and women in our industry, that have a voice. That's the important thing is to make them feel comfortable expressing their voice. Make them aware of the issue. Make them aware of the ramifications of that issue. And then obviously educating them and then having them activate their voice.

R+W: Let's talk about the other two Right to Repair initiatives. There was a lot of buzz around the Tesla charging standard where everyone was fighting it and didn't want it. Then suddenly, Nissan took it, and then Hyundai took it, and then the dominoes started to drop and some states started to adopt the Tesla charging standard. Do you think that automotive Right to Repair will need some sort of leverage like that whether it needs to be agriculture who gets pushed over or electronics gets

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pushed over first to make the wave to create the momentum to get it all done?

Hanvey: It's interesting. You look around the globe, Canada's in the process of passing a universal Right to Repair initiative. The European Union same thing.

Australia same thing. So again, that only benefits us, but we feel the need to isolate automotive and commercial vehicles—I don't want to leave that out either (since) a significant portion of this bill is the necessity for isolated mobility.

R+W: As far as 2024 is concerned, what are some of your hopes that you'd like to see within the industry, whether it's more advocacy, whether it's more participation, more activity, more people come into the summits, what do you want to see in 2024, just from the auto care industry as a whole?

Hanvey: All of the above, but in all sincerity, engagement by the members is an initiative from our association.

Edited for brevity. Read the full version at ratchetandwrench.com.

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

Kinetic Unveils New Service Center for EVs, AVs and ADAS Kinetic, a company providing digital maintenance and servicing for EVs, AVs and ADAS, has announced the opening of a new service center in Las Vegas, Nevada, according to a press release.

The new facility is located near the Las Vegas International Airport and measures at 5,000 square feet. It is staffed with certified technicians and provides AI and robotics-enabled digital servicing for EVs, AVs and ADAS vehicles from any manufacturer.

In May, the company opened its first service center in Orange County, California, launching a service model that is a partnership between car dealerships, traditional automotive repair shops, rental companies and industry partners.

With this new facility, Kinetic aims to support businesses through a transition to EVs by outsourcing digital repair and maintenance. Kinetic utilizes digital expertise as well as proprietary AI, robotics and computer vision technology to streamline operations and reduce costs.

The service is comprised of vehicle pick-up, digital scanning, sensor calibration, testing and drop-off with an average turnaround time of 60 minutes.

“Our technology and partnership model enables us to meet rapidly increasing demand for EV and ADAS digital maintenance and to accelerate a connected automotive aftermarket built for the EV era,” said Kinetic CEO and Co-Founder Nikhil Naikal.

KUKUI Announces Online Platform for Shop Customers KUKUI announced the release of My Garage, a platform for enhancing a shop’s relationship with its customer base, according to a press release.

Released in late November, My Garage addressed obstacles faced by

12 / R + W / 12 . 2 3

many shops such as fluctuating car counts and customer retention.

The platform provides a virtual dashboard to a shop’s customers, allowing them access to their vehicle’s service history, upcoming appointments and deferred service recommendations.

My Garage has the capability to integrate with KUKUI CRM and for users to embed My Garage into any website to further enhance the customer’s online experience.

“It’s like handing them the keys to confidently navigate their automotive journey, ensuring they always turn to your shop for their vehicle’s needs,” said Rick Sage, VP of Marketing at KUKUI.

Mitchell 1 Launches Active Recalls Feature Mitchell 1 announced a first-to-market solution enabling service advisors to notify auto repair shop customers of active recalls affecting their vehicles (for most makes).

Vehicle recalls are issued when a vehicle fails to meet the minimum standards of the Federal Motor Vehicles Safety Standards for safety-related components, such as headlights, brakes or wheels.

The solution is built within Mitchell 1’s Manager SE shop management software.

“While we’ve had the active recall feature in place for a while covering a few makes such as Stellantis, Toyota and Mazda, the overwhelming response and demand for more coverage was so great that we expanded the service,” said Ben Johnson, director of product management for Mitchell 1.

“The enhanced active recalls feature is another way we are helping our customers care for their customers, who view repair shops as trusted partners in keeping their vehicles maintained,” Johnson added. “Many shops will facilitate the recall work while the vehicles are in their care, so customers do not have to make a separate visit to the dealership.”

Shop Boss Names Garage Hero Winners Shop Boss announced the winners of its inaugural “Garage Hero” awards during AAPEX and SEMA in Las Vegas, Nevada, according to a press release.

Three awards were given out: Garage Hero, Top Shop and Fastest Growing Shop. The winners were unveiled during an invitation-only ceremony on November 1 at the Palazzo.

The Garage Hero Award was given to Will Scott of Elite Auto Repair in Rapid City, South Dakota. For this award, nominations from the general public and customers were collected to recognize who has been a leader and staple in their local community.

Scott’s nomination described him as a hard worker and someone who consistently helps technicians and other shops with the resources and knowledge they need to succeed.

Jim Anderson of Anderson Automotive Marion, Iowa, was named the Top Shop award winner, a title that is given to the most profitable shop of the year. For 2023, Anderson Automotive came out on top in profit and revenue acquired.

The Fastest Growing Shop award was given to Sal Garcia of Fremont Auto Center in Fremont, California.

The winner of this award is determined based on year-over-year revenue data available through the Shop Boss platform.

“Will, Jim and Sal are all leaders in the aftermarket, with highly successful businesses that are an inspiration to the entire industry,” remarked Shop Boss General Manager Cavan Robinson. “It’s our great pleasure to shine a light on the impact they’re making on their customers and crew.”

Autoshop Answers Recruits Todd Westerlund Autoshop Answers has announced the addition of Todd Westerlund to its team, according to a press release.

Bringing 30 years of experience in the aftermarket industry, Westerlund has helped auto shop owners increase their operational efficiency and profitability throughout his career.

In his new role with Autoshop Answers, Westerlund will promote sales and business development initiatives.

“Todd Westerlund is a colossus in our industry, and having known him personally for years, I’m thrilled to have him on our team,” said Autoshop Answers Founder and CEO Todd Hayes. “His expertise will undeniably catalyze our growth trajectory as we further our mission of training business owners to harness unprecedented revenue potential.”

TechForce Foundation Reports Increased Support TechForce Foundation has announced a significant increase in public support for technician careers, according to a news release.

The most notable support received this year came from Ford Motor Company Fund and Ford Dealers across the Atlanta, Chicago, Dallas and Phoenix regions, which donated $1.1 million to TechForce Foundation.

Nearly $1 million has already been awarded to students in the first half of 2023, and a total of over $2.3 Million in scholarships and grants is expected to be awarded by the end of the year.

In 2023, companies have joined or increased their direct support for TechForce by hundreds of thousands of dollars. Enhanced partnerships with AutoZone, BASF, Bridgestone Americas, CarMax, Ford Motor Company, General Motors, LKQ, NAPA and Snap-on Industrial have been established. CAWA—Representing the Automotive Parts Industry—has also named TechForce as one of its charities of choice.

Small businesses with under $10 million annual revenue may partner with TechForce for $89 a month, granting them the ability to post job

listings and apprenticeships on TechForce’s online platform. Small brands may gain Professional Membership for $499 a year. Additionally, named scholarship funds can be opened beginning at $10,000.

Toyota Recalls Over 750K SUVs Toyota has issued a recall for around 751,000 large SUVs in the U.S. due to an issue causing the front bumper covers to detach, WGN9 reports.

Vehicles under recall are certain 2020 through 2023 model year Toyota Highlanders, including gaselectric hybrids.

According to a statement from Toyota, the issue stems from mounting tabs that connect resin front lower bumper covers to the vehicle. Even a minor impact to the lower bumper cover assembly can cause the mounting tabs to detach and parts of the assembly to fall into roadways.

To remedy the problem, dealers will inspect bumper cover tabs for damage. If none is found, they will install improved hardware to hold the covers. In the case that there is damage, the upper and/or lower bumper covers will be replaced before improved hardware is installed.

Reynolds and Reynolds Donates $375k in Scholarships The Reynolds and Reynolds Company will be supplying Northwood University students with $375,000 in scholarships, according to a press release.

The scholarships will be dispersed over the next three years. Students who have opted into the Private Scholarship Donor Program and are enrolled in automotive marketing and management, automotive aftermarket, computer science, accounting or finance will be eligible.

Scholarship recipients will be chosen by the University Scholarship Committee to receive the scholarships

on an annual basis. The funds will be put toward tuition, room and board, experiential learning opportunities and books and other required materials.

“With the ever-evolving business climate of retail automotive, a vast need for high-performing industry professionals is constantly present,” stated David Shimek, senior vice president of corporate development for Reynolds and Reynolds. “With these scholarships, Reynolds hopes to help shorten the gap between dealerships and the employees that will make them successful.”

California High School Trains Students for EV Work One California high school is preparing students for future careers as hybrid technicians, CBS News Bay Area reports.

George Washington High School in San Francisco, California, is the only public high school in the city that has an auto shop for its students. With California spearheading the transition to electric vehicles, its students are learning to work with both internal combustion engines and more electrified cars.

The class accepts donated vehicles and toolboxes for students, who perform work such as taking apart a Tesla engine and putting it back together again.

Class instructor Rich Del Rosso is not only a teacher but also a member and officer of Peninsula Automotive Machinists Lodge 1414 in San Mateo.

He describes his students as being superstars and is hopeful that they will lead the way as the industry evolves to become more electric.

The U.S. Bureau of Labor Statistics has reported that of the 655,330 people employed as automotive technicians, 50% of them are certified by the National Institute for Auto Service Excellence; of those certified, only 1.4% are certified to perform EV work.

With the state of California planning for 100% of new car sales to be 12 . 2 3 / R + W / 13

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

emission-free by 2035, that number is nothing to scoff at. The transition to EVs will be a slow one, however, requiring his students to understand both electric and combustion engines.

Del Rosso is proud of his students, as well as the high school’s principals and trade unions for keeping the auto shop class going.

“We’re going to have a better world for it and these students are taking advantage of what we have here at Washington and a lot of them are interested in getting into the field of mechanics,” Del Rosso stated.

AsTech Expands Support for Tesla Vehicles AsTech, a Repairify company, has released an expansion of its remote OEM solutions that provides support for Tesla vehicles, according to a news release.

Authentic Remote OEM Scans are now able to be performed for nearly every Tesla vehicle through asTech, providing over 99% coverage.

Existing asTech customers can contact asTech customer care to receive an adapter that will connect their device to Tesla vehicles.

“The expansion of our Remote OEM Solutions to now include Tesla vehicles is part of our commitment to consistently stay at the forefront of vehicle technology, like electrification, for the benefit of our customers,” said Repairify Global Holdings, Inc. President Cris Hollingsworth.

Protractor Releases DVI Tool and VIN Scanner Protractor has released a new webbased digital vehicle inspection (DVI) tool and VIN scanner, according to a press release.

The DVI tool allows repair shops to quickly create detailed multi-point ve14 / R + W / 12 . 2 3

hicle inspections that include images, video, and descriptions, and to easily share the results with customers.

Features of the DVI tool include comprehensive inspection reports with images and videos and colorcoded templates with mileage and VIN that can be updated from the inspection screen. Additionally, the tool does not require costly integrations, multiple vendor logins or extra fees.

Alongside the DVI tool, the newlyreleased VIN scanner allows shops to capture a vehicle’s information to be automatically entered into the work order via the mobile app. It allows functionality for 2D and OCR even with vehicles that lack QR code capabilities.

“Today’s auto shop needs every advantage to succeed, and that starts with efficiency-boosting tech tools such as Protractor DVI,” said Protractor General Manager Cavan Robinson.

“This powerful feature will help shops create a thoughtful customer experience that will save time and ultimately increase the average repair order.”

Antero Automotive Wins MarCom Award Antero Automotive has been awarded the 2023 MARCOM Gold Award, according to a news release.

Serving the Denver, Greenwood Village, Englewood, Parker, and Aurora, Colorado areas, Antero Automotive is an ASE Blue Seal and Repair Pals certified auto repair shop specializing in European vehicles. From BMW to Audi, to Volkswagen, the business employs A-level technicians that specialize in various makes and models.

The MarCom Awards is an international competition recognizing exceptional work from marketing and communication professionals, with entries being submitted from corporate marketing and communication departments, advertising agencies, public relations firms, design shops, production companies and freelancers.

The awards are judged by the

Association of Marketing and Communication Professionals, an international organization made up of several thousand industry professionals.

MarCom’s Gold award is given to those that surpass industry standards, with only 21% of MarCom award winners receiving Gold status.

“Antero’s website showcases our team’s artistry and expertise and their success working with Antero’s shop and team,” said Autoshop Solutions’ Director of Marketing Sarah Duff.

“Our goal was to exhibit their shop’s atmosphere and branding of the Antero difference.”

Bridgestone Donates $100K to TechForce Foundation Bridgestone Americas has made a $100,000 donation to TechForce Foundation, according to a press release.

The funds come from Bridgestone Retail Operations and the Bridgestone Americas Trust Fund and will go toward scholarships and grants for students looking to enter the automotive field. It will also support resources for post-graduates who are seeking jobs.

TechForce Foundation and Bridgestone began collaborating in 2015.

Since then, TechForce has received over $450,000 in donations from Bridgestone and has Bridgestone leadership serving on the TechForce Foundation Board of Directors and National Leadership Cabinet.

“Today’s technicians are highly skilled STEM professionals. As this truth makes its way into the public consciousness, we are working harder than ever to reach receptive audiences with the life-long opportunities that come with a technician career,” said TechForce Foundation CEO Jennifer Maher. “TechForce is excited to expand our long-time relationship with the Bridgestone family of companies to inspire, support and connect the next generation of professional technicians at this critical moment.”

Congratulations

TO THE 2023 ADS OF THE YEAR WE ASKED YOU, OUR RATCHET+WRENCH READERS, TO PICK YOUR FAVORITE ATTENTION-GETTING, INFORMATIVE AND MEMORABLE ADS.

Winners were chosen from eligible national print ads in the August 2023 issue.

Participating advertisers include: Advance Auto Parts, Advance Professional, Automotive Training Institute, AutoZone, BendPak, BG Products, Business Actualization, Carquest, ETE REMAN, Factory Motor Parts, Ford Motor Company, Jasper Engines & Transmissions, Mail Shark, NAPA Auto Care, Promotive, Shopmonkey, Stellantis, TechNet, WHI Solutions Inc. and Worldpac.

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

ARE SHOPS KEEPING TECHS LONGER? A closer look at technician tenure and whether shops are using apprenticeships are filling the void Shop owners reported in the 2023

Yes: 26%

No: 74%

Tech Tenure (in years)

<1: 3% 1-2: 11%

3-4: 23% 5+: 63%

MONKEYBUSINESSIMAGES / GETTY IMAGES

Ratchet+Wrench Industry Survey that despite the technician shortage, they are holding on to their techs longer. On the other side of that equation, the need for techs has led 26% of shop owners to create an apprenticeship program to solve their labor shortage challenges.

Does Your Shop Have an Apprenticeship Program?

12 . 2 3 / R + W / 17

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

HENN AUTOMOTIVE INC.

BY CHRIS JONES | PHOTOS BY JASON WALLE

When Michael Henn marched into his bank to apply for a small business loan, the banker looked over his business plan, pointed to Henn’s projected volume—60-70 cars per month—looked Henn, and told him he’d never hit it.

Loan denied. Undeterred, but with something to prove, Henn cut his car count down to 30 and within his first month, his shop had serviced over 120 cars. He went back to the bank—beyond vindicated—and was granted his loan.

Today, he runs Henn Automotive, which has a monthly car count of 430, alongside his wife, Susan.

18 / R + W / 12 . 2 3

HENN AUTOMOTIVE INC. Owners: Michael and Susan Henn Location: Waxhaw, North Carolina Staff Size: 16 Shop Size: 4,800 square feet Number of Lifts/Bays: 8 Average Monthly Car Count: 430 Annual Revenue: $2.6 million

HAND TO THE PLOW Henn broke ground on the shop in 1998 with the help of hired subcontractors.

The project took a year to complete.

“It’s a concrete block building, so all of the subs were hired, but as far as building the office and building walls and putting floors down, I did all that stuff myself. I prepped everything,” Henn says.

A TOUCH OF COUNTRY The lobby is built out using cedar to create a southern country feel. Henn set the trim work and Susan decorated.

“Our waiting (area) is mostly for our inspection and oil changes so people are in and out. It’s comfortable, but it’s not huge. You could spend a day there if you wanted to, it’s very homey feeling,” says Susan Henn.

The shop does inspections and oil changes by appointment. A dedicated tech does these every half hour from 7:30 a.m. until 5 p.m.

A GALLERY OF EXPERTS Henn says they’re known for fixing a lot of what he calls “oddball problems”—fixing vehicles dealerships don’t want and can’t fix. His technicians solve it.

“I’ve massed a group of mechanics that are just absolutely phenomenal.

Each one’s kind of got their specialty.

And we’ve built a reputation for fixing things, not just throwing parts at cars,” says Henn.

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

12 . 2 3 / R + W / 19

Columns

STRAIGHT TALK Joe Marconi

Making an Exception for Character You can’t always define an employee’s value by their individual performance Have you ever known someone that

from the moment you meet this person, you instantly form a connection? As if you have known this person for a lifetime?

I had such an employee, we’ll call him Hap, short for happy. Now, on paper, it didn’t appear as if he was a top-performing technician, but his positive influence on shop morale was unquestionable.

I found out about Hap from an existing employee, who knew him from high school. Hap was unhappy at the new car dealership he was working at and was looking to make a move. I reached out to Hap and scheduled a meeting. With our plans for company growth, I didn’t want to pass up the opportunity to create another pipeline contact.

I remember the day Hap walked into my office for our casual meeting. He had a big smile on his face that lit up the room. His voice and tonality instantly drew me in, and we engaged in conversation as if we were old friends. Hap started the conversation by saying, “Joe, it’s nice to see you. I was so excited about this meeting. So, how is everything with you?” It took a moment to process his words because I thought to myself, “Did I meet this guy before?”

We spent two hours talking about everything from his job at the dealership, why he wanted to leave and his high school wrestling experience. Somehow, he knew that my son, about the same age as Hap, was also a high school wrestler.

Talk about making a connection!

At the end of the meeting, I told Hap that we are in the process of expanding our company and will be needing technicians soon. I asked him if he would be interested in joining our team and with a big smile, he said, “Absolutely!”

Four months later Hap was hired.

2 0 / R + W / 12 . 2 3

From his first day, the mood of the shop was different. Everyone appeared happier and more energized. Hap talked to everyone, told jokes and told funny stories about his childhood. Even shop production went up. But there was one thing that puzzled me. Hap’s production was good, but not great. I told myself to give him time to acclimate, but months later there wasn’t any improvement. I sat down with Hap a few times to discuss his performance, and he told me that he would do all he could to improve his billable hours.

About nine months later, Hap hurt his back pruning trees at his home and needed a few weeks off. His presence was missed immediately. While the mood of the shop wasn’t bad, it was nothing like it was when Hap was there. I then noticed something a little unusual. When a technician is out, overall labor hours may decrease, but individual technician production usually goes up due to the extra available work and the sense of urgency.

With Hap gone, Individual tech production didn’t increase to what I expected. I didn’t pay too much attention to it, assuming it was just an anomaly.

Hap returned three weeks later. And when he did, his magic elevated the shop once again. He walked in on his first day back with a big smile on his face, giving everyone high fives! Hap told everyone that he missed the team and was happy to be back. That was a Monday. By Friday, technician production was back to normal. Hap’s influence on the team was undeniable. This truly shows that the value of an employee cannot always be measured by their individual performance numbers. Simply put, Hap made everyone around him better, and that’s all that mattered.

MICHAEL HOEWELER

BY JOE MARCONI

Joe Marconi has more than four decades of experience in the automotive repair industry. He is the former owner of Osceola Garage in Baldwin Place, N.Y., a business development coach for Elite Worldwide, and co-founder of autoshopowner.com. Reach him at j.marconi@eliteworldwide.com.

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F E AT U R E

2 2 / R + W / 12 . 2 3

Tips for hiring and keeping auto technicians in your repair shop for the long haul B Y C H R I S J O N E S | P H O T O S B Y B R YA N R E G A N P H O T O G R A P H Y

"Horrible Bosses", three friends, Nick, Dale and Kurt—played by Jason Bateman, Charlie Day and Jason Sudeikis—cook up a plan to murder the bad bosses preventing them from living happy and fulfilled lives.

Whether it’s Bateman’s character Nick, whose boss expects him to do nothing but work; Day’s character Dale, whose boss comes on to him creating an uncomfortable work situation; or Sudeikis’s character Kurt, who initially likes his job until his boss dies and the boss’s son makes his job hell, difficult workplaces are a reality in every industry—even in automotive repair. And in the midst of one of the largest labor shortages witnessed in the industry, as a shop owner, you want to ensure that your environment is not only attractive to prospective hires but conducive to growth, tenure and fulfillment—all of which start at the top.

According to the 2023 Ratchet +Wrench Industry Survey Report, presented by AutoZone and Mobil 1, 86% of technicians have held their jobs for three or more years while 14% have left their jobs within the first two years. In another survey by the Society for Human Resource Management, 84% of people who quit their jobs cited poorly trained managers as their reason for leaving the job.

“People don’t quit jobs, and they don’t 12 12. .2233 / R + W / 2 3

F E AT U R E

quit organizations,” Ryan Hillenbrand, founder of Urb’s Garage says. “People quit people. So, if you don’t have good people there, you’re not going to be able to retain anybody anyway.”

Hillenbrand, who has four shops in the greater Cincinnati area, says when it comes to hiring technicians, he looks for accountable people. He says those hires need to take extreme ownership of the position. For Hillenbrand, having the right people factors into his long-game strategy of continuous shop growth, and for that to be possible, he needs team members who have a winning attitude and know how to execute within their roles.

“I will take a great culture guy over a technician who has a bad attitude (and

who) turns 70 hours a week any day. I don’t care how well you perform. If you’re not good, if you’re not a nice person, I’m not going to hire you in any way, shape or form,” Hillenbrand says.

RETENTION BEGINS WITH PROPER VETTING

To ensure he’s got the right candidate coming into the shop, he vets his pipeline through a hiring process that begins with a questionnaire. This test helps Hillenbrand to determine if the candidate checks all the boxes. Hillenbrand says his method isn’t anything out of the ordinary, but it does help him to determine whether they fit into the culture of the shop and offers

him a snapshot of their attitude and mental posture. The survey asks candidates to rate on a scale of 1 to 5 various jobs within the shop and their comfort level with them. Next, he asks candidates for references from their past coworkers instead of their past bosses. He says this method of hiring can produce authentic character references since the people they’ll list have worked closely with the candidate most often.

“I ask them for two references of the best technicians they ever worked with and two references with the best advisors they ever worked with. I don’t want to talk to their boss. I only talk to the people that they’ve worked with every day. The secret to that is those people are going to tell you what you need to know about this person who’s coming in,” Hillenbrand says.

While part of the evaluation equation is attracting technicians to the shop, the other side of the coin is having an attractive shop to bring them into in the first place. Hillenbrand says beyond pay scale, shop owners need to prove they’re capable of making the revenue necessary to keep techs busy.

“You’ve got to show them that they have plenty of work, you know? You got to have proof of concept within your business to be able to show the best people that they’re going to be working at a place that can support them being the best,” Hillenbrand says.

Hillenbrand says in a perfect world a shop should look to hiring advisors and technicians together so that they can develop chemistry.

“If had to do it all over again, (the) first thing I would do is hire a great salesperson. A great salesperson gives you the opportunity to be able to make revenue, and then I would hire a great technician. I would try to hire both of them simultaneously,” Hillenbrand says.

BE A SHOP WITH PURPOSE

In today’s auto repair shop, baby boomers, Gen Xers, millennials and Gen Z technicians all turn wrenches elbow to elbow, and shop owners need to understand the differences in how each approaches work and what each needs, even down to why they come to work in the first place.

“You’ve got all kinds of different personalities and all kinds of different emotions that go along with that,” Hillen24 / R + W / 12 . 2 3

brand says. “You used to just be able to have a one-size-fits-all program and that’s not really the case anymore. There are different things that people need to feel secure. You got to take an individualized approach for each employee.”

He adds that auto repair shops need to provide technicians with a sense of purpose in today’s market. It’s not about hiring to fill a bay with a warm body, it’s about finding employees who want a career and have a sense of purpose, and who want to be a part of something bigger than themselves. Hillenbrand likens it to the parable of the bricklayer wherein a passerby asks three different bricklayers what they’re doing and garners three different responses—‘I’m laying bricks’, ‘I’m building a church,’ ‘I’m building a House of God’—each revealing the heart behind their purpose for working.

“They’re all three doing the exact same job. One of them sees it as collecting a paycheck. The other one sees it as a career; he’s doing something that’s fulfilling to him. And the other one sees it as a calling; he’s doing what he was made to,” Hillenbrand says. “So, we don’t want to hire people just to have a job … We want guys who are making this into a career and who have found that being in auto repair is their calling; guys who take pride in their work. Your best performers are going to be searching for something more.”

OBSERVE, LISTEN, COMMUNICATE

Hillenbrand says everything comes back to culture and connection. There’s no retention without it. Shop owners should set this standard through weekly meetings.

Hillenbrand’s are called board meetings, a place to air the laundry and get everyone on the same sheet of music.

“We have a board meeting every morning. It’s not training, it’s a meeting.

It’s talking about all the good stuff we got going on. It’s pumping people up and giving them props. It’s correcting some actions that we need to corrected,” Hillenbrand says.

He urges shop owners to be active listeners in meetings and to keep their fingers on the pulse of the shop. It’s why the meetings are necessary. Hillenbrand likens the banter within the board meetings to a situation faced by fictional soccer coach Ted Lasso.

In one episode, Lasso installs new showerheads in the locker room after disgruntled

TEMPERATURE CHECK

It’s important for shop owners to be available to hear what’s on the mind of their team members.

aging star player Roy Kent complains about low water pressure. That tiny change helped him see Lasso differently. Hilbrand says the lesson for shop owners is to focus on hearing their people out, listening for the things that matter to them no matter how trivial, and if they’re able to resolve it, do it because it’s important to their people.

MAKE YOUR INTENTIONS CRYSTAL CLEAR

Mike Allen of Carfix, who has shops in and around Raleigh, North Carolina, says the hiring process must be transparent. When reaching out to candidates, he’s upfront about his expectations from publishing wages with job descriptions to showcasing his shop’s culture through videos on his website. All of this is to put his cards down on the table and evoke a sense of trust between the shop owner and a potential technician.

“We have technicians, service advisors and employees’ spouses interviewed on video on our website on the careers page so (candidates) can see the people that are working in the organization,” Allen says.

Once he identifies a candidate who fits, Allen wastes no time pursuing them.

He contacts the person and looks to meet, typically off-site, for a meal within 12 hours. Those meetings allow Allen to get

a snapshot of who he’s considering for the job. If he likes the candidate, he makes an offer on the spot.

“When we have that face-to-face contact, I’m going to have a complete hiring packet with me and a folder that has details of all of our benefits. We’ve created this one-sheet of the answers to all the questions that the spouse asks that the applicant always forgets to ask. So, we want to get ahead of all those questions to compress that timeline and frankly, if after we’ve broken bread and I’m determined that I’m interested in having this person in our company, I’m going to be prepared to make them a job offer immediately,” Allen says.

Allen says when a candidate accepts his offer, he sweetens the pot by offering to move their toolbox within 24 hours and giving them a significant bonus to start right away. He says that level of responsiveness and eagerness is at the backbone of his culture. And while he shrugs off the idea of shops being like a family, he embraces relationships in the workplace and wants his team to be closely knit.

“I would bend over backward and do whatever I can to help my people, but I’m not their son, they’re not my dad. Harsh statements, but that has revolutionized our ability to hire effectively and efficiently. Pay really well, be really honest, be re12 . 2 3 / R + W / 2 5

F E AT U R E

ally transparent and get them to come in right now,” Allen says.

BE INTERESTED IN YOUR PEOPLE

Allen asserts that to retain people, you must ensure they feel heard and validated.

Allen says shop owners should engage in work and personal communication to show attentiveness and openness to convey that they care. He also says to allow them to talk about their goals and the progress they’re making and ask how you can help.

On top of that, be prepared to invest in the team collectively and individually.

Two things Allen does for his employees are pay for them to pursue special interests and honor tenured employees with vacation perks.

“We do at least 40 hours of paid training for every position every year. After two years of completing 40 hours of training, we have a variety of different options for non-job-specific training. Let’s say they want to go to the Dale Carnegie course on human communication or maybe they want to get CPR certified, they can come to me and I’m open to that,” Allen says.

“And every five years, on your five-year anniversary, we give you an extra five days of vacation and $5,000 to pay for airfare or tickets or rentals to be used for a vacation … It’s been fun over the years watching people (who) maybe never would go on a trip of that nature get to go do things that they might have never gotten to do before.”

Beyond doing his due diligence in taking care of his team and hiring new team

2 6 / R + W / 12 . 2 3

“It’s like matchmaking.”

Joelle Pollak, co-founder of Promotive, an automotive recruitment agency that connects automotive staff with shops, spoke to Ratchet+Wrench about the work her company does in pairing auto repair shops with qualified auto technicians.

Ratchet+Wrench: How are you finding and vetting the candidates and how selective is your approach?

BE A CONNECTOR

Show an interest in what interests your people.

Joelle Pollak: We’re finding them from job boards, from our passive outreach, from paid advertising, from technical school. It depends on what the shops are looking for. Our recruiters reviewed over 5,100 resumes. Out of those 5,100 resumes, we pre-screened 251. We threw out 4,800 resumes because they weren’t what our shops were looking for.

That’s where we’re spending a lot of time (since) a lot of shop owners don’t have time to qualify these candidates. Out of those 251, we have submitted 124 to our shop so far, and we’re working with about 60 shops across the country.

R+W: How do you qualify the applicants?

members, Allen says his primary retention strategy begins by promoting from within.

One example he cited was his COO, Tyson, who came up through the ranks from technician to shop manager to overseeing all of the Carfix stores. Allen says Tyson showed an aptitude to grow and learn, a quality Allen admires and encourages.

“He had the interest. He was one of those who was highly skilled technically but realized that maybe there was a gap in his communication skills, and he sought out that training. We sent him to the Dale Carnegie class, an eight-week class, and it revolutionized the way that he interacted with people in his life and turned him into a leader. People follow him happily because he knows how to communicate and lead,” Allen says.

JP: There’s a standard list of questions (our team is) looking at. We’re not just asking what their experiences are, but we’re diving, talking to them two, three, four times. We’re asking why (applicants) are looking to leave their current shop. What type of culture are they looking for? We check for any red flags.

We ask them what scan tools they’re using. How many hours are they flagging?

About any specific certifications. What makes and models have they worked on? What compensation are they looking for? What kind of person are they and what are they looking for? So, we’re thoroughly communicating and vetting both the shop and the candidates. Our account manager plays the middle man or middle woman and schedules the interview, we write the job descriptions, write the offer letter, extend the offer and negotiate on the shop’s behalf.

R+W: How quickly are you placing talent into shops?

JP: We’re averaging right around the 30-, 35-day mark for placement. We’ve made placements in days and weeks.

In some markets, we thought it would take longer, but we’ve been surprised and have been able to deliver A (techs), B techs, general service techs and service advisors within a couple of weeks.

R+W: Why is retention an all-hands-ondeck effort?

JP: Oh, I think it’s important: 1) for the shop owner and then 2) for our industry, right? We’re all talking about this technician shortage and when I was with NAPA, we rolled out an apprentice program ASE has as their apprentice and mentor program and ATI has their apprentice program so everyone’s working towards getting people more technicians. In the meantime, retention is just as important. We have these skilled technicians and service advisors out there today and if they’re not getting taken care of, or they don’t see career opportunities or advancement or training opportunities, they’re leaving our industry and the shortage is becoming even more real. So, we have to educate the existing employees in this industry … make sure shop owners are providing the right tools and resources to train them and retain them. Culture is everything. Not every technician is looking for a couple more bucks and everyone’s different, but we’re in the people business and sometimes money motivates somebody, and then other times it’s the training or the culture.

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NUTHAWUT SOMSUK / GETTY IMAGES

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

ARE YOU TOO HANDS-ON? Evaluate what type of micromanager you are and when to hand off responsibilities to your staff to create a more rewarding work environment

BY ENID BURNS

As an auto repair shop owner, it is easy to want to retain control of every aspect of the business. Sometimes, however, it is beneficial to hand off certain tasks or responsibilities to the staff. Not only does it free up time from the day-to-day operations of the shop, but it also helps team members grow professionally.

There are times when micromanaging 2 8 / R + W / 12 . 2 3

is necessary. Such times occur with new employees or when new tools or procedures are introduced to the shop. It is important to pay attention to how the staff handles these new routines and see where you can loosen your grip on their movement.

Identify Your Micromanaging Style When it comes to micromanaging, small

business owners and managers tend to fall into one of three styles, according to organizational psychologist Barbara Trautlein, owner of Change Catalysts.

“There’s three different styles leaders have when they lead change,” Trautlein tells Ratchet+Wrench.

The three different types are those who lead from the head, those who lead

MICROMANAGER

The Differences Between a Micromanager and a Coach * * Courtesy of Gallup

from the heart and those who lead with their hands.

Those who lead from their head are often focused on business goals and objectives. This type of leader focuses on the “what and the why,” Trautlein explains.

Leaders from the heart concentrate on the “who.” That is “how to take care of people,” says Trautlein. “It’s a focus on communicating, collaborating, engaging.”

“How” is the focus for managers who lead with their hands. The focus is on the plans, tools, processes and training.

“People who lead from the hands are most likely to micromanage,” Trautlein finds. “They really want to get it done.”

That said, each style of leadership can result in micromanaging, and each has its benefits and disadvantages. There are times when each type can help a situation, though each approach can also cause friction with employees when used too closely or for too long.

Know When to Micromanage Owners and managers have to gauge when employees need more guidance, and when they can be given more freedom. A quick assessment of each worker, or the group, can help determine how much management is right for the team. Trautlein refers to the Skill-Will Matrix, created by leadership consultant Ken Blanchard.

The Skill-Will Matrix is a two-by-two grid with high- and low-will on the X-axis, and low- and high-skill on the Y-axis.

• Tells • Focuses on the “how” • Wants to own your work • Gives feedback too late

COACH • Asks • Explains the “why” • Wants you to own your work • Gives ongoing feedback

If an employee has low skill and low will, they require direct supervision, tools and training to build skills, plus encouragement. Guidance is key.

A worker with low skill but high will benefits from coaching, guidance and training to bring the employee up to speed. Engagement to get an employee excited about tasks and responsibilities is helpful for employees with high skill yet low will.

Workers with both high skill and high will require a lighter touch. This is an employee whom you can empower with some freedom and responsibility. You can delegate tasks, and even give this worker ownership of this area of work.

Sometimes Shop Owners Micromanage to a Fault It is often necessary to manage your team closely. New employees need supervision to ensure they know where all the tools are, how to complete tasks and to be sure they are meeting all expectations. Once a worker gets up to speed on shop practices, it might be time to lighten that management grip.

Micromanagement can lower employee motivation and morale. Trautlein calls it a vicious cycle when the leader micromanages. “The employee doesn’t do activities anymore. Over time it creates and perpetuates the situation the leader doesn’t want. (A worker) takes less ownership and accountability.”

Employees might feel like the manager doesn’t trust them, or they may assume the manager is just going to do the task, so why bother?

Lead Through Empowerment By empowering employees to do their jobs, and even take ownership of certain responsibilities, a shop owner can raise morale and encourage a smooth workflow. When workers take more ownership of responsibilities, a shop owner can then concentrate on the business end, or other tasks.

Team members can take pride in their jobs when they have more leeway and responsibilities. They can also be encouraged to learn new skills and grow at their job.

Shop owners and managers can gain insight into when employees need more guidance and coaching by asking questions.

“The big thing is they observe their people and ask powerful questions to understand their needs, opportunities and issues,” Trautlein advises.

Managers can also ask themselves questions. “What’s my intent? Why am I thinking about stepping in? What is the impact on that?” explains Trautlein.

Sometimes the problem isn’t an employee issue, but a system issue, explains Trautlein. Shop owners might look to evaluate the businesses’ operations, communications, training and reward systems. Support and encouragement go a long way to leading team members without holding their hands too tightly.

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PHOTOS COURTESY OF HONEST WRENCHES/NEXUS 6

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

SOCIAL MEDIA SAVVY

How to convey your shop’s brand and personality through social media so you can post with purpose

BY TESS OWINGS

If you live in or near Des Moines, Iowa, and are active on social media, you may have stumbled across a post where the owner of an automotive repair shop is being pelted with water balloons. Or, maybe you’ve seen a post celebrating National Cupcake Day where the owner threw cupcakes at his staff.

You may also have seen videos of the staff talking about its various services and how it will go above and beyond to take care of its customers’ vehicles.

If you have seen any of these, chances are you’re looking at Honest Wrenches’ social media pages.

These posts aren’t random. They are carefully thought-out and planned months in advance to help send a message about its identity, which is all about culture, according to co-owner and CEO Travis Troy.

“I’ll be walking through a convenience store and I’ll have someone grab me that follows me on social media and say, ‘You guys have so much fun!,’ That 3 0 / R + W / 12 . 2 3

there shows that we’re being watched and seen.”

This well-crafted brand didn’t happen overnight. Troy shares what he’s learned about creating a meaningful identity for his shop through social media.

Backstory: Troy, who owns locations in Ankeny and West Des Moines, shares that his social media pages weren’t always as focused as they are right now.

“In the beginning, you don’t know what you don’t know,” Troy says. “You take classes that say that you have to be on social media and you don’t know what to post.”

Problem: For a while, Troy was doing the posting himself and he used marketing companies that would do Facebook posts as add-ons with the other services that he used them for. The shop’s social media had no clear focus or message.

“It just seemed all over the place,” Troy says.

Solution: Roughly three years ago, Troy decided to get serious about creating a clear brand message for his shop through his marketing and hired Nexus 6, a marketing agency that specializes in storytelling.

One of the most effective and impressive things that Nexus 6 did, according to Troy, was a brand workshop. For half a day, Nexus 6 interviewed leaders in the Honest Wrenches organization to gauge what the brand meant to them. Then, they worked together to make sure the entire organization saw the brand the same way. Luckily, Troy says his staff was pretty much on the same page when it came to what the Honest Wrenches brand was all about.

“From there, you can get the outside world to see your brand the way you see it,” Troy says.

After the workshop, Nexus 6 cre-

ated a brand book for Honest Wrenches, which included incredibly helpful tools for the company. Nexus 6 holds this workshop every three years to ensure the brand identity remains intact.

Identifying a clear brand identity helped Troy and the rest of the Honest Wrenches team figure out what message it should be sending through all of its marketing, including social media. It’s all about culture.

Once a quarter, Troy and members of the Honest Wrenches staff meet to come up with all the creative for social media and they set a shoot day. The shoot day is where all of the videos that will be posted and pictures are shot. Then, the team at Nexus 6 beautifies it and then creates a draft for Troy to review. He then makes any adjustments that he would like and then the post is ready and scheduled to post. Troy says it’s a great partnership because Nexus 6 brings all the fun, creative angles and Troy has insider industry knowledge. For example, Troy told Nexus 6 about Brakes for Breasts and they were able to make a post about that.

Aftermath: Troy says his entire team gets excited for the creative shoot day and that it really comes through in the content that they create.

“You see the smiling faces and the fun that we have,” Troy says.

Working with an outside agency is an investment, but for Troy, it’s paid off.

Honest Wrenches has a strong brand and he wanted to make the community aware of that.

“You know you’re getting a good ROI

when you get people that reach out to you in the community and people make comments to you in public,” Troy says Takeaway: Troy says the brand workbook was a powerful tool for his company because it helped his staff define who Honest Wrenches was as a company, where it was going and why they do what they do. He can share the workbook with new hires during onboarding and make sure they’re on the same page as the rest of the staff. Having a third party helped give him a new perspective of the message that Honest Wrenches was sending the outside world.

“You have blinders on, other people see what you don’t see,” Troy says of working with an outside agency.

For owners that aren’t on social media or don’t put a lot of effort into what they post, Troy says that’s fine, but there’s going to be a point in time where if you want to reach more people you’re going to have to pivot your way of thinking.

“Sometimes when you’re forced to get out of your comfort zone, you end up really enjoying what you’re doing,” Troy says of his experience with the process.

“Do what you want, but know that if you’re looking for more you might have to think outside of the box.”

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VLADWEL / GETTY IMAGES

T O O L B OX / O P E R AT I O N S

BOUNTIFUL BAYS How to take inventory of bay productivity as a gauge for shop expansion

BY ALISON JOHNSON

3 2 / R + W / 12 . 2 3

When Doug Grills and his partner started AutoStream Car Care in 1999, they operated out of small spaces with just three or four repair bays apiece—a size they quickly outgrew.

Nearly a quarter-century later, Grills considers eight to 10 bays per location as the ideal for his business, which has nine

shops in the Baltimore and Washington, D.C. market. His reasons are a mix of factors: meeting customer demand, providing quality service, reaching revenue goals and taking advantage of operational and staffing efficiencies.

In that mix, anecdotal evidence and even gut feelings do play a role. “As much as you want the decision about the right number of bays to be all about science and data, every owner and every location are unique,” he says. “For me, it has to be a combination of art and science.”

The most common basis for an expansion, of course, is when customer demand clearly outpaces service capacity. One

metric to track is the conversion ratio of phone calls to a shop, notes Michael Rosenberger, CEO/Owner of Tommy’s Hi Tech Auto Repair, which has two locations near Dallas, Texas.

For Rosenberger, a bare minimum standard is the ability to schedule 60% of incoming calls within a day or two. However, he generally aims for between 80% and 90% percent.

“If we’re not hitting the 80% to 85% percent mark at a shop, I’m either doing some training for my service advisors or thinking that it’s time to grow or expand,” he says. “That could be either adding bays to an existing building or beginning to look at new locations.”

Adds Grills: “You know when you’re missing out on opportunities. The goal is always to say ‘yes’ to customers and provide same-day service. In today’s environment, you also have to be aware that even customers who are loyal to you and love you have limits on what they are willing to accept and how long they’re willing to wait on you.”

That said, shops’ business models, customer bases and financial goals can vary widely, all of which impact the question of how many bays make sense.

For example, a shop that works mainly on European or specialty vehicles will have a higher average repair order (ARO) than a business servicing all makes and models. The former likely would need fewer bays to meet revenue goals than one with a lower ARO model.

Shop owners also have different operational methods. In Rosenberger’s case, he aims to have a technician in every bay— with a floating foreman if possible—and to collect an average of $40,000 to $50,000 in monthly revenue per bay. He also wants to have a minimum of three service advisors.

Other shops will have more than one technician per bay, and/or communal bays designed for straightforward tasks such as alignments, oil changes and tire rotations.

Before adding work areas, Rosenberger generally wants to see all of his existing bays handling a full-time workload, or at least 40 billed hours a week.

“Getting over 100% efficiency out of every bay is different from getting 100% efficiency out of every technician,” he explains. “I usually advise owners to maximize the use of their physical space first and to be very careful about expanding.”

Large same-store expansions will add significant overhead and operational complexities, he continues. That includes the need for more technicians, service advisors, managers and office space, plus staff training on handling higher volumes of customers and incoming phone calls.

So, while growing from four bays to five or six should be fairly manageable, an owner considering doubling the size of an eight-bay shop might want to investigate opening a separate new location instead.

Grills agrees that using all available space in a building and lot is wise, as the cost of adding one more bay in a modest expansion—putting in three new work areas, say, rather than two—should only be incrementally higher.

In addition to considering parking availability and traffic flow, owners also need to be realistic about how much revenue they can expect to produce at each bay, he says: “In my market, we’re looking to average $25,000-plus a month in a bay. If you want to produce $200,000 in monthly revenue, then, it’s going to be very hard—if not impossible—to hit that sales level with four bays; you would need an enormous amount of business and very quick turnover on jobs. Sustaining that level of output week in and week out over time in a facility of that size is the challenge. It’s a much more likely achievement if you have eight bays.”

On the flip side, if bays are too often unused or functioning largely as storage or parking areas in a shop, tackling technician efficiency and productivity and/or scheduling systems should take precedence over any desire to grow.

One of Rosenberger’s tips for new owners is to think about what kind of shop will serve their financial, community and personal goals well before opening. “A lot of people think, ‘Oh, I’ll get this shop and see what it can do,’” he says. “Really, the shop should be the vehicle for getting you to where you’ve already decided you want to be.”

And while industry experts and other shop owners are always valuable resources, those decisions ultimately come down to an individual. That’s where the “art” in “art and science” comes in.

“The way I look at it, shops are like your kids,” Grills relates. “You love all of them, but they’re never the same. Each one needs different things from you to be their best.”

12 . 2 3 / R + W / 3 3

SPONSORED CONTENT

FROM OUR PARTNERS

The Modern Connected Shop: Steps to Ensure a Thriving Shop from the Counter to the Bay Over the past two years, automotive repair shops have experienced unparalleled challenges. However, despite the challenges, they have adapted their businesses to endure and thrive through a pandemic while facing unique supply chain issues, inflation, staffing shortages, evolving motorist expectations and shifting vehicle trends. With all the changes, one trend that continues to grow in demand is the importance of modern, integrated technology solutions that help shops build efficiencies within their operational process while creating an enhanced customer experience.

With the right technologies, an automotive repair shop can become a shop of the future, prepared to adjust to any circumstance the market might bring. The shop owner can streamline the shop’s processes to increase efficiency, analyze key metrics to improve internal processes and grow revenue and create better customer experiences. The result? Happier, more loyal customers and greater long-term revenue generation.

Future Technologies – Leveraging Solutions of the Future to Build and Retain Customer Relationships The future repair shop will have to provide great customer communication, transparency throughout the repair process and a digital experience that meets the needs of the ever-changing customer. To say that’s a tall order is an understatement. However, with the right technology, it can be possible to provide an excellent customer experience that results in both increased customer loyalty and business growth.

Rising acquisition costs and increased competition will make customer retention more critical than ever. According to the American Automobile Association (A A A), approximately two-thirds of customers that enter a repair shop state they would try another shop. Furthermore, A A A reveals that 66% of U.S. drivers do not trust their auto repair shop. Despite these statistics, customer loyalty and retention are issues that many shops have yet to address.

To be successful in the future, repair shops will need to excel at customer retention by evolving with the changing needs of their

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customers, as well as focus on building relationships with their customers that foster transparency and trust.

Today’s digital solutions for the repair shop allow the customer to take an active role in their vehicle’s repair, ranging from approving estimates to scheduling appointments online and reviewing digital service histories.

Every shop looking to build a modern, connected business will face its own unique challenges. However, keeping an open mind and pursuing creative solutions can help a shop owner overcome their challenges to put their business on the path toward significant growth.

Building Your Own Modern Shop The modern connected shop is data-driven, customer-centric and future-oriented. Measuring shop performance metrics and customer communication are both key to a shop’s ability to thrive in the market — no matter what challenges might come.

As shops work to build their own shop of the future, it is crucial that they use digital solutions and technology to their advantage – from the counter to the bay and beyond. This not only makes internal processes more efficient, it also creates an excellent customer experience that encourages customers to return time and time again. Together, these elements create more effective day-to-day operations, ultimately increasing the bottom line to grow revenue exponentially.

Modern business and technology solutions from Advance Professional, Steer by Mechanic Advisor, and Tekmetric can help place a shop ahead of the curve and meet the evolving needs of customers. Shop owners can decide what’s right for their shop from a suite of solutions engineered to take them to the next level.

From technical and business training to cloud-based shop management systems and more, Advance Professional is committed to strong partnerships that elevate businesses and give them a competitive advantage in a marketplace where needing to adapt to change is the only constant.

Find out more at www.advancepro.com

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Your Partner Beyond Products™

Unleash the Power of Digital Marketing

By Chad Dove, BG Content Strategy Manager

In an era where the automotive repair industry is as competitive as ever, independent shop owners need to adapt and innovate to continue thriving in the digital age. While word-of-mouth referrals and traditional advertising methods still have their place, the value of digital marketing cannot be understated. Let’s explore the importance of digital marketing and how it can help drive more customers to your shop.

The Digital Transformation The world is driven by technology, which means a significant portion of your potential customer base is online. By investing in digital marketing, independent shops can tap into this vast reservoir of potential clients. Here’s why it’s essential: •

•

•

Increased Visibility: Having a strong online presence ensures that your shop is visible to a broader audience. With an effective digital marketing strategy, you can reach potential customers who may not have known about your business otherwise.

Cost-Effective: Digital marketing is often more cost-effective than traditional advertising methods. You can tailor your budget to reach your target audience efficiently.

Data-Driven Decisions: One of the major advantages of digital marketing is the wealth of data it provides. This data, also called analytics, allows you to make informed decisions, refine your strategies, and continually improve your results.

The Reach of Social Media Social media platforms have evolved into powerful marketing tools, especially for entrepreneurs and small businesses. Being active on socials is a fantastic start, but you can move beyond basic social posts with targeted and paid ads. Doing so will support your sales funnel, channeling social media engagement to your website and into potential leads. There are a number of benefits of embracing social media: •

•

•

Engagement: Social media platforms provide a direct channel for interacting with your audience. Engage with your followers by sharing informative content, responding to comments, and addressing customer concerns. Interaction fosters a sense of community and trust.

Targeted Advertising: Social media platforms allow you to target specific demographics, ensuring that your marketing efforts reach the right people. This precision is crucial in an industry where customer needs can be highly specialized.

Content Showcase: Use platforms like Facebook, Instagram,

and Twitter to showcase your expertise. Share before-and-after photos of successful repairs, maintenance tips, and customer testimonials to demonstrate your shop’s capabilities.

The Importance of a Professional Website Your website is the digital face of your maintenance and repair shop, and often the first impression potential customers have of your business. Your website is a crucial part of your sales funnel.

New customers will likely end up there for information about your business, so make sure it is easy to navigate. Use call-to-action buttons around your site to help customers find what they need regarding products or services. Consider the following: • Credibility: A well-designed website not only legitimizes your business but also conveys professionalism. It provides a platform to highlight your certifications, experienced staff, and customer reviews, building trust with potential clients.

• Convenience: A website allows customers to access important information 24/7. They can check on your services, operating hours, and contact details at their convenience, making it easier for them to plan their visit.

• SEO Benefits: A well-optimized website is more likely to appear in search engine results. SEO increases your shop’s visibility to potential customers searching for automotive repair services in your area.

Too many businesses have a website but never consider ongoing maintenance. Keeping your website up to date is critical to avoid missing out on potential customers. Make sure your shop hours and contact information are current.

Promote seasonal specials and take them down when they are over. Check your website periodically to make sure any special functions, such as a scheduling portal, are working properly and easy for your customers to use.

More than 55% of all website traffic during the second quarter of 2023 was through mobile devices, and this number is persistently growing. This means your website must be responsive, in other words, mobile-friendly.

Digital Opportunity In the fiercely competitive world of independent automotive maintenance and repair shops, embracing digital marketing is no longer an option but a necessity. It not only broadens your reach but also enables you to establish trust, showcase your expertise, and provide convenience to your customers. With a strong social media presence and a professional website, you can drive more business to your shop, ultimately paving the road to success in the digital age.

12 . 2 3 / R + W / 3 5

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FROM OUR PARTNERS

The Road to Successful Leadership Imagine a world without innovation. Envision a universe where dreamers didn’t make dreams a reality. Imagine a life without imagination. There would be no planes, trains, or automobiles.

No electricity, no cell phones, and *gasp* no internet. It would still take six months by horse drawn carriage to travel coast to coast and the time couldn’t be passed by social media scrolling.

The population did not just happen to get smarter. Our ancestors learned by doing and were taught by those that came before them.

They discovered new and better ways of doing things and passed that knowledge on. As humans, we are not born with the capability to survive alone. We are learners, and growers, and we depend on the information our minds can absorb.

There is cause to credit inherent skills that fuel interest and impact a person’s career path. However, committing to a life of learning and skill growth is the fundamental difference between being mediocre and achieving greatness. As managers, it is your responsibility to: • • •

Identify potential leaders or growth opportunities for the individuals on your team.

Identify the strengths and weaknesses of those you chose to put in a managerial role.

Address and close skill gaps.

We must not focus solely on the hard skill competency but also the soft skill development and leadership progression. It is the employee’s burden to embrace the path to success that you are paving with knowledge.

It makes sense to put someone in a manager role that is good at what they do. They beat book time, every time. They answer the most calls and write the most orders. They know the process inside and out. Put them in a higher position…right?

Maybe.

How can you be sure that you have the right people in the right places? That you have the most effective leaders and that they are supporting their teams as expected?

•

Know What You’re Working With: Document what skills are

3 6 / R + W / 12 . 2 3

•

•

needed for success. Evaluate your people and allow them to do a self-assessment. Compare notes to ensure you are on the same page.

Get Better Everyday: Once you have assessed the strengths and weaknesses of a specific leader, create a personal development plan that focuses on what that person needs to improve upon.

Keep It Consistent: Learning must be a priority at all times. Not just Q1 . Not just when you can squeeze it in. If it is important to those at the top, it will be important to the workforce as a whole.

Great leadership comes with great responsibility: Do not leave your managers or supervisors to fend for themselves. Be active in their development. Push them to be better leaders. Provide the tools to do so. Generic cookie cutter training works fine for onboarding but will stunt the growth of a leader even if their potential is high.

Be honest: Sometimes you will make the wrong call. You placed someone in a position and provided them with the tools to succeed.

They put in the work, read the books, completed the lessons, but they still don’t “get it.” Leaders are developed, not born, but not everyone has the ability or desire to hone in on those skills. And that is ok. You have evaluated where they can excel. If you are able, put them in a position that allows them to be great.

I have put people in positions when they were not fully ready to embody the magnitude of the job. Some rose to the occasion while others left more to be desired. I took my losses personally, but I learned something. There will never be a day where you are done learning. The strive for knowledge, learning and growth is a never ending challenge.

Over at ETE, we offer monthly leadership training for our employees as well as hands-on onboarding for all new hires. This allows them to get up close and personal with our transmissions… and look intrinsically to see where they need to improve. Every shop is different, you may not have the time or budget to implement these type of trainings, which is completely fine! Just putting in the effort to speak to employees and give them regular feedback and advice will move mountains when it comes to your business.

SPONSORED CONTENT

FROM OUR PARTNERS

Refresh Your Shop, Maintain Your Brand Identity Members of the TechNet Professional Automotive Service network of independent repair shops have access to TechNet Impressions, which allows shops to update their exterior and interior appearances without sacrificing their individuality and well-earned local brand identity.

The TechNet Impressions program offers customized branding

solutions with a range of options to fit specific needs and budgets. Smaller scale image enhancements such as signs, flags, and furniture are available at the online marketplace. Larger scale projects are handled by a personalized, dedicated team of design consultants who provide recommendations, renderings, and proposals, and who follow through on every detail, including permitting and installation.

Set Your Shop Apart from The Competition

TechNet understands the importance of visibility in today’s competitive landscape. With Impressions, businesses take advantage of a branding program that leverages TechNet’s national advertising efforts. At the same time, Impressions is designed to enhance — not replace — a shop’s unique identity.

A strong brand identity helps increase awareness about a shop’s services and products. Branding builds customer relationships and reinforces the trust they place in a business. This starts from what they see when they drive by and continues with what shops looks like when they enter the door. The visual impact a shop makes communicates a strong and important message without ever having to say a word.

TechNet Impressions helps with a shop’s branding needs from simple everyday items to a full-scale makeover from new service counters and furniture to exterior paint, signage and more. The visual branding provided by the TechNet Impressions program can play a significant role in helping businesses achieve their marketing goals.

Growing Your Brand. Together.

One of the most important assets any business has is the trust and reputation it has built — this is the core of its brand. Investing

in marketing a shop’s brand leads to customer loyalty, brand recognition and, ultimately, to increased sales.

When shops partner with TechNet and use the TechNet Impressions p rogram, they are harnessing the power of partnership with a national brand to boost their own brand in their local marketplace. When shops join forces with TechNet, they have the backing of benefits like a Nationwide Warranty that helps increase customer confidence. Trust and confidence in a shop and its brand helps build relationships that are valuable to both the shop and customers for a lifetime.

Members can get started with TechNet Impressions by contacting their local sales representative to request a proposal and discuss available financing options. Not already a TechNet Professional Member? TechNet Impressions is just one of many solutions and benefits available to TechNet Professional Members.

Find out more at technetprofessional.com/members.

12 . 2 3 / R + W / 37

SPONSORED CONTENT

FROM OUR PARTNERS

The 3 Keys to Fundamental Profit There is a new empowered consumer. This savvy consumer shops and compares internet parts prices before authorizing a sale. The traditional markup that many shops use is no longer effective. It is a common misconception that hitting gross traditional profit targets will deliver the desired result. Gross profit targets focus on a topdown financial model that may not account for the total cost of the job. Alternatively, a bottom-up financial model that starts with net profit and accounts for all expenses will produce the desired profitability. The key to creating a bottom-up profit strategy and winning with the consumers lies in 3 fundamental concepts.

before, during, or after the transaction. A savvy consumer has access to parts pricing. Now we have a consumer that can judge the value of a transaction based on a perceived mark-up. If the internet is going to set the market value on parts, it will lead to a lack of trust, lower profit margins, and more customer turnover. When the parts sales do not generate the profit forecasted, profitability suffers. Repair shops cannot count on the parts profit to cover the shortfalls of labor slippage. It is time to consider shifting the revenue split to a labor-biased ratio. For example, 65/35, where 65% of the revenue is labor sales.

1. Labor Sales Must Carry the Weight of Profitability Many shops use a 50/50 blend of part sales vs. labor sales.

The shop owner is then counting on the parts sales to create half of the profit. The problem with this method is two-fold.

First, most shop management programs do not catch part slippage. Part slippage is the money lost by inefficient inventory management and not every part installed on a car gets billed out.

Second, over 85% of consumers will check pricing on a repair either

2. The New Labor Force The team your shop has assembled is a unique labor force that cannot be duplicated. We must value the time invested in delivering the finished product. This includes every front-line person involved in the process.

A service advisor who invests 30 minutes to build an estimate, source parts, receive parts, dispatch parts, organize the workflow, communicate with the customer and technician, finalize the repair order, quality inspect the vehicle, and deliver the vehicle is the real labor revenue. This is lost revenue many shop owners do not build into their invoice.

3. A Labor Rate to Sustain Profitability Statistically, many shops in the United States are substantially below the labor rate they should be charging. To attract the talent needed to thrive in the future, automotive technicians need to be paid significantly more per hour, plus benefits. Would we have a technician shortage if our techs could earn a six-figure income? To pay these salaries and benefits, it will require a much higher labor rate to maintain profitability and a comfortable lifestyle.

This is the direction the top shops are heading towards. By placing more weight on the labor side of the invoice and less on the parts side, you will retain increased profit margins, attract a better pool of techs, and the customer will perceive a greater value.

To learn more visit Worldpac Training Institute, wtitraining.com. To learn more about Worldpac or become a customer, contact 855-8788750 or visit worldpac.com.

3 8 / R + W / 12 . 2 3

Columns

THE FIXER Aaron Stokes

Your Annual Review

As we approach 2024, it’s time to look back on the goals and actions of 2023 to determine what’s next.

BY AARON STOKES

many of us look back in December and ask ourselves what lessons we’ve learned?

What worked? What didn’t?

One of the best things we can do is carefully review our year and say, “Alright, I hired John as a technician in February. John quit in June. I saw a red flag in his resume, and I ignored it. I hired Bill in May, and he’s still with me. Have I done any training with Bill? Have I paid for any training classes for him? Has Bill improved? If he has improved, have his salary and bonuses improved? Has he taken any vacation time? When was the last time I gave him a review—told him he’s done a good job. Have I had to write him up?” We should do this across our entire team—for our service advisors, our office staff and our parts people.

FINDING ANSWERS IN YOUR PROFIT & LOSS STATEMENTS Have you ever printed your monthly P&Ls, looked at your hiring decisions and written down the months when your people were hired? If so, what changes did you see after their arrival?

What about your marketing? What new material did you roll out? (And remember, marketing is also used for hiring.) If you put out great marketing, everyone knows who you are and they want to come work for you. If you put out bad marketing, no one knows who you are and they don’t want to come work for you. If you put no marketing, no one even thinks you exist. So, how can we get ahead of this? We’re going to view this differently and process this from a different angle.

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We’re going to be honest with ourselves and point out the mistakes, which may be that we’ve not done any training since May, and it’s now December, and it shows.

Finally, ask yourself when was the last time you discussed your systems and why everybody must do their part in the process to get the customer’s car through them and out the door. Many of us haven’t stopped and thought about our business in this way.

PROCESS AND PRESS ON Start reflecting on the business decisions you’ve made in the last 12 months. It’s December, and you’re going to look back and say, “I made $50,000 this year. I made $550,000 this year” and that is going to be determined by how you set up your business. Did you roll out new marketing programs and then have service advisors who weren’t good at curb selling and who couldn’t get the car into the parking lot causing the marketing to fall flat? We blame the marketing when it’s was our staff. Do we have technicians who aren’t good enough because we have not gotten them training and now the office staff has had so many comebacks they’re scared to sell with confidence and don’t want to be yelled at by a customer? All of this comes back to us. What are the lessons we can extrapolate from the business decisions we made this year?

We can all pause and ask ourselves those questions, and I think we can come to some solid conclusions we would not have come to because we spent time reflecting. I would also say we just in general need to spend time thinking more than we always do. Get your monthly P&L,

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

review it and look at that P&L realizing that every single department on that P&L is run by one of those people out there in your shop right now. And those people are what determine those costs.

If you don’t like what you’re seeing— you don’t see what they’re producing— then you need to get the right people on board or get into the training they need, but that’s ultimately your responsibility, so I encourage you to sit there, reflect back on all of ‘23, look at everything that’s happened so far. Then make a decision on where you want to go and pull the trigger. Learn the lessons you need to help you throughout your business career going forward.

FUE VANG

In January, we all talk about what we’re going to do for the year, but how

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