Ratchet+Wrench - November 2020 by EndeavorBusinessMedia-VehicleRepairGroup

11.20

STRATEGIES & INSPIRATION FOR AUTO CARE SUCCESS

MARCONI:

END THE EMPLOYEE BLAME GAME PAGE 19

CONQUER EFFICIENCY DIPS PAGE 31

RULES TO

LEAD BY

Principles for guiding and inspiring your team to grow

CRACK THE CUSTOMER SERVICE CODE PAGE 37

Achieve Autonomy For Bryan Kauffeld, owner of Ulmerâ&#x20AC;&#x2122;s Auto Care, leading means slowing down and taking the time to teach.

PAGE 22

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11.20 VO L . 0 8 N O. 11

N O V E M B E R

Pay It Forward For Roy Foster, owner of Roy Foster’s Automotive in Reno, Nev., leadership is all about taking time to help and inspire others.

F E AT U R E

GUIDING PRINCIPLES

Leadership in action may look different in every shop, but owners should strive to make the same impact. Seven shop owners share the lessons they've learned when it comes to inspiring their teams.

COURTESY ROY FOSTER

BY TESS COLLINS

PRINTED IN THE U.S.A. COPYRIGHT ©2020 BY 10 MISSIONS MEDIA LLC. All rights reserved. Ratchet+Wrench (ISSN 2167-0056) is published monthly by 10 Missions Media, LLC, 571 Snelling Avenue North, St. Paul, MN 55104. Ratchet+Wrench content may not be photocopied, reproduced or redistributed without the consent of the publisher. Periodicals postage paid at St. Paul, MN, and additional mailing offices. POSTMASTERS Send address changes to: Ratchet+Wrench, 571 Snelling Avenue North, St. Paul, MN 55104.

ON THE COVER: BRYAN KAUFFELD PHOTOGRAPH COURTESY BRYAN KAUFFELD

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

T O O L B OX

S H O P

G O O D S

SPONSORED CONTENT

10 ONLINE

Making the tough staffing calls

13 EDITOR'S LETTER

Bringing the industry together

J U M P

S TA R T

14 VIEWPOINT

Stepping up your cybersecurity measures

31 SHOP ADVICE

How to minimize downtime and keep your team on track

37 CUSTOMER SERVICE

Why you should always be recruiting A ARON STOKES

17 ADAPT

PARTS PLUS

UPGRADE YOUR TALENT

The only training you’ll ever need

Top tips from a retail leader that's raising the bar

46 THE FIXER

TECH FOR CUTTING EDGE SHOPS

The modern arts ordering system

35 LEADERSHIP

Strategic reads to help teams thrive

AUTOZONE

T O Y O TA

PROTECT YOUR GOOD REPUTATION

Choose Toyota Genuine Parts for quality repairs

Location equity in an autonomous future

19 STRAIGHT TALK

Breaking down employee barriers JOE MARCONI

“BECAUSE I’M A TECH...

I PUSH THE LIMITS AND DO WHAT I LOVE.

”

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EDITORIAL VICE PRESIDENT, CONTENT AND EVENTS Bryce Evans EDITORIAL DIRECTOR Anna Zeck ASSOCIATE EDITOR Megan Gosch STAFF WRITER Abby Patterson SPECIAL PROJECTS EDITOR Nora Johnson SPECIAL PROJECTS EDITOR Jordan Wiklund CONTRIBUTING WRITERS Tess Collins, Joe Marconi, Aaron Stokes, Rissy Sutherland PRODUCTION ART DIRECTOR Zach Pate GRAPHIC DESIGNER Lily Risken GRAPHIC DESIGNER Morgan Glisczinski PRODUCTION ARTIST Lauren Coleman SALES VICE PRESIDENT AND PUBLISHER Chris Messer 651.846.9462 / cmesser@10missions.com ASSOCIATE PUBLISHER Andrew Johnson 651.846.9459 / ajohnson@10missions.com MARKETING STRATEGIST Matt Walz 651.846.9463 / mwalz@10missions.com CUSTOMER SUCCESS REPRESENTATIVE Shayna Smith 651.846.9460 / ssmith@10missions.com CLIENT SERVICE SPECIALIST Jen George 651.846.9465 / jgeorge@10missions.com 10 MISSIONS MEDIA PRESIDENT Jay DeWitt GENERAL MANAGER AND PRODUCTION MANAGER Mariah Straub BOOKKEEPER AND CLIENT SERVICE SPECIALIST Meghann Moore EVENT PRODUCER Kate Fahlen SENIOR DIGITAL MEDIA STRATEGIST Tiffany Fowler DIGITAL MEDIA ASSISTANT Nina Kayfes MARKETING SERVICES MANAGER Miranda Jama MARKETING COMMUNICATIONS SPECIALIST Kasey Lanenberg ADMINISTRATIVE ASSISTANT Corey Steinhoff EDITORIAL ADVISORY BOARD Jimmy Alauria, 3A Automotive & Diesel Repair Leigh Anne Best, Mighty Auto Pro Ryan Clo, Dubwerx Dwayne Myers, Dynamic Automotive John Miller, Fifth Gear Automotive Bryan Gossel, BG Automotive HOW TO REACH US 10 MISSIONS MEDIA 571 Snelling Avenue North, St. Paul, MN 55104 tel 651.224.6207 fax 651.224.6212 web 10missions.com The annual subscription rate is $72 (U.S.A. only) for companies not qualified to receive complimentary copies of Ratchet+Wrench. BACK ISSUES Past issue single copies are $8. Go to ratchetandwrench.com/backissues LETTERS TO THE EDITOR editor@ratchetandwrench.com ARTICLE REPRINTS For high-quality reprints or e-prints of articles in this issue, call 651.846.9488 or email reprints@ratchetandwrench.com. Opinions expressed in Ratchet+Wrench are not necessarily those of 10 Missions Media, and 10 Missions Media does not accept responsibility for advertising content.

New Ratchet+Wrench Podcasts.

RADIO

4 SERIES WITH NEW EPISODES EVERY MONTH.

HOW I DID IT. Series featuring a rotating guest each month. Hear about the challenges, opportunities and success stories from shop owners who found a way to thrive. New episode this month.

GROW. Series hosted by marketing expert Frank Leutz. Inside the processes, systems and operational strategies that have allowed the industry’s top shops to thrive. New episode this month.

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

S P O N SO R ED BY:

Print & Direct Mail Made Easy

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

LISTEN AND SUBSCRIBE S E A R C H “ R AT C H E T + W R E N C H ” I N A P P S FOR APPLE AND ANDROID

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STITCHER

POCKET CASTS 11. 2 0 / R + W / 9

ONLINE 11.20 COM M EN T S , DISCUSS IONS , FEED BAC K A N D MORE FROM A ROUN D T H E W EB

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FEATURED TOPIC:

REPORTER'S BLOG

—

The Ratchet+Wrench Reporter’s Blog allows Ratchet+Wrench to dig deeper on the latest trends and data-driven insights. For example, Adam Kushner and Joe Pfender of Business Actualization, a marketing firm that specializes in the automotive aftermarket, recently shared the key metrics shop owners should keep top of mind as Google prepares to alter its search ranking algorithm in 2021. Read more at ratchetandwrench.com/reportersblog.

• Armatures & commutators are load tested and precision polished • 100% new brushes, bushings & needle bearings meet or exceed OE standards • Solenoid terminals & hardware are 100% new copper for consistent starting performance

I N T E R V I E W RADIO

INTERVIEW SERIES

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It’s great to put a face to name. That’s why Ratchet+Wrench’s monthly interview series is a must-view. Each month, Ratchet+Wrench conducts a video interview with a shop owner. For example, this interview with Dave Striegel, owner of Elizabeth Auto Care in Elizabeth, Pa., offers insight on planning for retirement and a smooth ownership transition. View the episode at ratchetandwrench.com/video.

PODCASTS

—

Each week, Ratchet+Wrench Radio puts out a podcast filled with valuable business lessons. For example, monthly guest Aaron Stokes discusses his tips for spotting staffing issues beyond repair and how to make the toughest of calls when it comes time to cut ties. Hear the full episode at ratchetandwrench.com/podcast.

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EDITOR'S LETTER

One Industry

LOOKING TO OTHER SEGMENTS IS CRITICAL FOR FUTURE SUCCESS In more “normal” times, right now, our team would be gearing up for

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

LEAH QUINTO

one of our craziest weeks of the year: Industry Week in Las Vegas for the SEMA and AAPEX shows. It’s always a week that consists of long days, short nights, countless handshakes, and battling crowds to make it to your meeting on time. Thanks to COVID-19, though, it’s fairly quiet around here—and not just because I’m isolated in a makeshift office to allow for social distancing in our building. Really, this year’s Industry Week would’ve been our most hectic one yet, considering how much our company has grown and the segments we now cover. Earlier this summer, our parent company, 10 Missions Media, acquired Modern Tire Dealer and Auto Service Professional, which now has us covering the entire aftermarket. After starting as a fledgling collision repair publication (which eventual became FenderBender magazine) in 1999, we’ve transitioned into a media company that today also serves business leaders in the auto service, quick lube and tire dealer segments of the industry, along with a number of other products that reach those “specialty” folks in between. It’s been quite the growth trajectory. At this point, we’re more than just publications. We have multimedia, live events, marketing services, digital elements, etc. The more we’ve grown, the more we’ve taken on, and the more we’ve learned about each different segment, we realized very quickly that most of the issues, concerns, strategies and success stories are all very similar, if not the same. It’s become more and more glaring how, as each segment continues to specialize and focus more granularly because of shifting technology, marketplaces and outside pressures, that everyone has become more isolated. There’s an air of, “This is what we do, and we do it for this person.” Yes, specialization and focusing on your customers is critical to success, but it’s easy to lose sight of big picture needs and solutions. Something we will continue to push for, and pride ourselves on, is bringing those lessons from each industry segment together for the betterment of everyone. That’s the idea behind our ADAPT: Automotive Technology Summit this coming May in Nashville. We want to bring the entire industry together to discuss the solutions to the industry’s most progressive and pressing technology trends. Our goal is to give you a seat at the table in discussing the future of this industry. The auto industry isn’t just the automakers and giant corporations deciding who wins, who loses and how you run your business. The independent shop services 75 percent of out-of-warranty vehicles on the road. This is not the OEM’s industry. This is your industry, and we’re all in this together.

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The Rise of Cybercrime

someone impersonating someone from the home office or a government agency or financial institution), and smishing (SMS or text-based phishing).

In the wake of COVID-19, cybersecurity is more vital than ever for small businesses

How can owners best prepare? Are there any new or emerging cybersecurity strategies you’d recommend implementing? Everyone should still be observing the basics: long and strong passwords, multifactor authentication, cautious clicking, and independent confirmation from where updates and directives are really coming. Establishing strict password protocols (using password managers and making sure your employees are using truly unique passwords), ensuring employees use business-specific devices and staying diligent with updates and patches (updating your software with any of the fixes developers have discovered over time) are vital as well. Coordinating penetration testing with a third-party organization will also help identify any vulnerabilities and keep your system as bulletproof as possible. Educating employees is also critical— employees who understand the kinds of scams they could be vulnerable to could help cut down on the number of people with access to your systems that could put you at risk. Finally, cyber liability insurance. Get it. Depending on the insurance you have, it could cover legal expenses, costs of notification in the case of a breach, you could have access to experts who can help fix the problem that caused the breach, help you communicate with clients and more.

BY MEGAN GOSCH

The onset and continuous impact of COVID-19 has been a whirlwind, disrupting countless businesses and industries. But amid all of the chaos and confusion, cybercrime has thrived. “A company is attacked by ransomware every 40 seconds in the U.S.,” said Paul J. Vitchock, supervisory special agent for the Federal Bureau of Investigation, while presenting as part of the 2020 AASA Technology Conference, a multi-day virtual event from the Automotive Aftermarket Suppliers Association. “My phone’s ringing constantly to deal with businesses that have had their emails compromised. Cyber scams have just skyrocketed since COVID-19 hit.” Business owners only meet Vitchock after they’ve already become victims of a scam, and even then, there may be little the Bureau can do. To grasp the full scope of the digital threats facing shop owners these days, cybersecurity, identity theft and fraud expert Adam Levin shares his observations and recommendations for warding off cybercrime.

How has COVID-19 impacted cybercrime? Why are threats on the rise? Cybercrime was high before the pandemic, but there’s been an astronomical 30,000 percent increase in cyberthreats just this year. Ransomware, compromised business emails, every other possible scam there could be—they’re all off the charts. We all have day jobs, but to a hacker, we are their day job. There’s a big prize in it for them if they can get you to click the wrong link, and for a business owner that could mean your employee’s W2 information landing in the hands of the bad guys, which could get used to file false tax returns or apply for unemployment benefits in the name of your employees. It’s all about distraction because when people are distracted, they’re vulnerable and there’s been nothing more distracting than COVID-19. People are on high alert for all things COVID and anything that comes over the bow in relation to unemployment benefits, stimulus payments, deferred tax filing dates is a prime target for a phishing scam. More 14 / R + W / 11. 2 0

Adam Levin Cybersecuirty Expert

people are working remotely, so they may not think twice about the email requesting a wire transfer that looks like it came from their boss or maybe they’re one of the millions of people who’ve been furloughed or laid off recently. As those people turn to unemployment and government-sponsored programs for help, scammers are ready to take advantage of that grief and suffering by posing as official staff reaching out with key updates, etc. Are there any new types of cyber threats owners should have on their radar? It’s the same song, someone’s just added a verse or two. Data breaches, ransomware, hacking and phishing are all still top cyber threats for business owners, but the real issue is that a lot of these scams are not new and businesses still aren’t prepared when they hit. I advise everyone to focus on the pantheon of “ishings,” including: phishing (“Dear member” or “Dear employee” emails), spear phishing (personalized emails), vishing (receiving phone calls from

What should owners keep top of mind when it comes to managing cybersecurity these days? Protection isn’t guaranteed, it’s an ongoing defense that’s all about vulnerability management. Keep in mind, there are no victory laps in cybersecurity. You could be secure at 9 a.m. and by 9:05 a.m. someone could click on the wrong link and you’ve been compromised. A breach or a compromise can be a defining moment in the history of an organization—it can be a bad experience you move on from or it can be an extinction-level event. If you’re staying focused and up to date, you have ways to manage your fate, but you can’t do it all yourself. Getting that outside help is more important now than ever.

GETTY IMAGES, ADAM LEVIN

J U M P S TA R T

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E Q U I P YO U R B U S I N E S S T O G R O W A N D T H R I V E—R E G I ST E R T O DAY

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K E Y I N S I G H T S , T R E N D S A N D S T R AT E G I E S F O R T O M O R R O W ’ S I N D U S T R Y—T O D AY A D A P TA U T O M O T I V E . C O M

A D A P TA U T O M O T I V E . C O M / FA C E B O O K

T W I T T E R .C O M /A DA P T_ AU TO

THE ADAPT INTERVIEW

LOCATION EQUITY IN AN AUTONOMOUS FUTURE The future of autonomous technology appears to be limitless—unless you live in a limited area. Omar Ahmad is the deputy director at the National Advanced Driving Simulator (NADS), located on the University of Iowa’s campus. Ahmad heads one of NADS’ research programs, which is called Automated Driving Systems (ADS) for Rural America. It aims to bring awareness to the unique challenges of driving autonomous vehicles on rural roads. In February 2019, Des Moines, Iowa, received over one foot of snow, according to the National Weather Service. Autonomous vehicles are able to operate via the use of sensors and cameras that are placed throughout the vehicle. These sensors are intentionally designed to pick up everything in its view, but in states like Iowa, that view can often be restricted due to weather conditions. “We want to avoid solely testing on urban roadways,” Ahmad says, “because the solutions will be very urban-centric.” To read more about this research, head to adaptautomotive.com/ruralhurdle.

ADAPT TREND REPORT Head to the ADAPT website to sign up for the ADAPT Trend Report newsletter to have the latest news, strategies and transportation trends sent to your inbox every week. adaptautomotive.com/newsletter

The ADAPT: Automotive Technology Summit is a three-day event covering the most progressive and pressing trends disrupting the industry. Learn more at adaptsummit.com.

GETTY

M AY 1 0 - 11 , 2 0 2 1 NASHVILLE, TENN.

Hopefully your shop hasn't had to deal with a ransomware attack. You don't want your shop's digitally stored information to be stolen and held hostage. While that's an extreme case, the steps you can take to avoid these situations are also great guidelines for computer use in your shop. Chris Deater is the team lead for technical support at Sage Microsystems, which is now part of the DRB Systems brand. He goes through what a ransomware attack is and follows with a bunch of easy, effective tips for safe computing. adaptautomotive.com/podcasts

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Premium Performance. PremiuM Warranty.

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Columns

STRAIGHT TALK Joe Marconi

ACHIEVING ACCOUNTABILITY How do you put an end to the employee blame game?

GETTY IMAGES, MICHAEL HOEWELER

From the first week of his employment, there was something about Chip

(not his real name) that just wasn’t right. Chip was qualified for the position and was a good technician. He had the experience, certifications, and skill level. But the “chip” on his shoulder was so large, it closed his mind to accepting any help or advice. Every problem was someone else’s mistake, never his. It got to a point where Chip became unapproachable, which never creates a good work environment. In that first week, Chip damaged a control arm during the installation. When the manager approached him to

ask what happened, Chip replied, “I told the service advisor not to buy that brand. It’s not an exact fit. Go talk to him about it.” Two weeks later, Chip was rebuilding a Jeep rear differential. He damaged two pinion bearings while installing the pinion shaft. Chip’s excuse? “I told the advisor to get OE bearings, not aftermarket bearings.” At this point the foreman stepped in and offered to help Chip rebuild the differential. Chip’s reaction was, “You don’t trust me?” The foreman replied, “We have two destroyed bearings. I just want to make sure this rear differential goes back together right.”

Joe Marconi has more than three decades of experience in the automotive repair industry. He is the owner of Osceola Garage in Baldwin Place, N.Y., a business development coach for Elite Worldwide and co-founder of autoshopowner.com. j.marconi@eliteworldwide.com ratchetandwrench.com/marconi 11. 2 0 / R + W / 19

STR AIGHT TALK / JOE MARCONI

The foreman watched as Chip began to install the bearings. He could clearly see that Chip was struggling. The foreman stepped in and said, “Chip, let me help you.” With the foreman’s help the rear differential was finished in about an hour and a half. With a feeling of accomplishment, the foreman said, “Chip, it’s all done. What do you think?” Chip replied, “It’s not the way I would have done it, and it’s because we used the OE bearings that it got done at all, like I said.” Chip was spiraling downward and he was distancing himself from the rest of the team. Then, one day, a change occurred. I could clearly see that something was bothering Chip. I walked over to him and asked if everything was OK. He hesitated for a few seconds and then said, “Well, I’m not OK; my uncle died over the weekend. We were really close.” I immediately replied, “Chip, I am so sorry for your loss. There is nothing more important than family. What are you doing here? Take time with your family.” Chip replied, “I will take time, but for now I’d rather work to get my mind

off things.” I replied, “Whatever you need, please let me know.” Later that day, Chip walked up to me and asked if we could talk in private. I said sure, and we headed to my office. Chip sat down and was quiet for a few seconds. Then, with his head down, he said, “Joe, I need to apologize. I have not lived up to my expectations, and I know I haven’t lived up to yours. I will leave if you want me to.” I could only imagine how hard it was for Chip to tell me that. I replied, “Chip, you are an important part of the team. Let’s work together to make our team even stronger.” I saw another side of Chip that day. It would take a lot more bumps in the road, but Chip eventually became a valued team member. My 40 years in business have given me a pretty good understanding of people. There are some that find it hard to hold themselves accountable or admit they made a mistake. The bigger issue is that people with this behavior tend to be loners and isolate themselves from the rest of the team. They usually end up jumping from job to job, always blaming

their misfortune on their previous place of employment. We also need to understand why some people develop that chip on their shoulders. It could be that they’ve never worked in an environment where they were recognized and praised for their contributions. Combine that with a work environment when the only time the boss speaks to you is to reprimand you, and some people shut down and create a hard emotional shell around themselves. The takeaway here is to not give up on people. We don’t always know why people act the way they do. We don’t always know what will make a change in them; and in some cases, nothing we do will make a difference. In Chip’s case, I want to believe that I reached him emotionally when he told me his uncle had died. My hope is that he realized that my culture was not all about business and that I did my team and what they do for the company. But, in truth, I don’t really deserve any of the credit. You see, the only person who was able to knock that chip off his shoulder was himself.

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SHOP SPOTLIGHT

Turbo Tim’s Anything Automotive: Tim Suggs RUNNING ONE OF THE HIPPEST & MOST HELPFUL SHOPS Tim Suggs has always had an independent streak. In 2006, at just 23, he opened his own shop in Minneapolis, Minnesota: Turbo Tim’s Anything Automotive. The shop has grown a reputation for being one of the nation’s most unique shops. Tim, his technicians, and service advisors are currently making big moves by expanding to a second location and creating a nonproﬁt side of the business. We recently caught up with Tim to learn about the history of his shop and his vision for the future. Here’s what he had to say:

Creating a Unique, Relatable Culture

The first five years of business were tough, but it was apparent that if I put people first, the money would come. I focused on building a fun, professional atmosphere. One of the most instrumental, yet unintentional, parts of our culture came from Bobby, a stray cat I found at a machine shop and brought back to my shop.

SHOP STATS Owners: Tim Suggs & Rachel Grewell Location: Minneapolis, Minnesota Staff: 21 Average Monthly Car Count: 500 ARO: $550 Number of Bays: 19 Shop Management System: Tekmetric

Having animals around has influenced our culture. Good people generally care about animals, which means they’ll likely care about people, too. Bobby also positively affected our marketing. Halfway through our growth, we began branding ourselves with a cat logo inspired by Bobby. Today, customers who put Bobby bumper stickers on their cars get 10% off for life.

Even during the pandemic, we keep beating our records.

Implementing a New Shop Management System

Turbocharging the Community

We switched to Tekmetric during the pandemic. My service advisors and technicians were instantly excited about it. They told me:

This is it. This is what the future is. What they love the most about Tekmetric is how the software helps them be transparent with customers. We’ve always valued that. Tekmetric makes it easier than ever for them to send customers estimates and other details, especially now that they aren’t interacting with many customers face-to-face due to COVID. They also ﬁnd the Tekmerchant payment processing integration and the text-to-pay features extremely convenient. Tekmetric has streamlined our processes and led to business gains. In our ﬁrst month using it, we had our most hours billed per RO average.

As a shop owner, I’ve been using labor reports to manage my staff more fairly. For example, if the reports show me that a technician is doing a disproportionate amount of oil changes, I’ll make it a point to assign him different tasks.

We’ll soon be opening a second shop that’s only two miles away from our original location. I’ll be trying new creative marketing methods at the second location. Tekmetric’s reports will make it easy to analyze what works and what doesn't. We’re also starting our nonprofit, Community Automotive, for low-income auto repair. With Tekmetric, we’ll be able to track the nonprofit arm and the two for-profit shops so we can see how much we’re helping while balancing our business needs. I want to make sure that we’re not undercutting local shops while also providing quality auto repair to those in need. To learn more about Turbo Tim’s, visit Turbotims.com. To read the full interview, visit Tekmetric.com/shop-spotlight.

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THE LAWS OF LEADERSHIP The best leaders inspire their teams By Tess Collins

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For Roy Foster, owner of Roy Foster’s Automotive in Reno, Nev., when it came to road trips, it was all about the destination and not the journey—until close to 20 years ago when a road trip with the bishop of his church changed his perspective. Foster and his bishop were chaperoning their kid’s school trip and drove separately alongside the bus. During the trip from Reno to Santa Cruz, Calif., Foster says they stopped “at least six times” to help people along the road that had car trouble. Even more surprising? Foster’s bishop didn’t actually know anything about cars; he just wanted to extend help. “It’s a lesson on selflessness. Doing for others and paying it forward,” Foster says. “All of the sudden, time wasn’t important. It was all about being in the moment and helping someone.” That trip forever changed Foster’s outlook on leadership and what it meant for him to be an effective leader. Twenty years later, the experience is still top of mind for him. “I’m happy we didn’t blow by those people—it’s been a lesson,” Foster says. Leadership means taking the time to help others, not shouting demands. It’s all about paying it forward and inspiring others. By doing this, you’ll have people who want to follow you, not people who feel required to carry out your demands. There are many other shop owners that have had realizations that have led them to becoming a more successful leader. Mixed in with insight from the 2020 Ratchet+Wrench Industry Survey data, shop owners and leadership experts share their most important rule for being an effective leader. Here are the seven laws of leadership.

LAW NO. 1:

Encourage autonomy.

“Because of my experience and my excellent memory, if someone ran into a problem, I would take care of it myself because it was the quickest fix.” How many of you can relate to Bryan Kauffeld, owner of Ulmer’s Auto Care Center, a three-location MSO in Ohio? When it comes to working on vehicles, Kauffeld is in the majority. Forty-one percent of 2020 Ratchet+Wrench Industry Survey respondents said that they occasionally work on vehicles and 31 percent say they do every day. For many, it’s difficult to let someone else find the answer when it’s so readily available to you. But, that’s the only way they’ll grow, which is a valuable lesson that Kauffeld had to learn when he stepped into a leadership position. Kauffeld started on the counter and worked his way up to owner and is currently running a shop with an ARO of $536 and over $6 million in revenue per year. Working in all of the different positions, Kauffeld is able to answer almost any question or solve an issue that a staff member

may have and for a while, he did, until he attended John C. Maxwell’s Developing the Leader Within You training and then Developing the Leaders Around You training. For six months, Kauffeld was trained in real-life leadership scenarios that taught him to step back and stop micromanaging. Now, instead of just solving the problem, he talks out how he would handle the situation so that, the next time, the person can do it on his or her own. Before, it was quicker, but it didn’t teach them anything, Kauffeld says. By teaching, eventually that person will develop autonomy and won’t need to rely on you, which will free up time for you to work on the bigger picture rather than focusing on the day to day, he explains. This isn’t something he’s perfected, however. Kauffeld is quick to point out that he is still working on his patience. Before taking over, Kauffeld suggests taking 30 seconds to calm down, take a deep breath, and then calmly walk your employee through it to explain how a situation should be handled next time.

Leading the Charge

Meet the shop owners and industry experts using key strategies to best manage their teams

bryan kauffeld owner , ulmer's auto care center

mitch moncur owner , denny ’s auto inc.

amanda clements drake vp and manager , c & c automotive

mike jones president, discover leadership training

harry cohen leadership coach

bruce crittendon service advisor , ervine’s auto repair

roy foster owner , roy foster’s automotive

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T H E 7 L AW S O F L E A D E R S H I P

LAW NO. 2:

Make the call.

Mitch Moncur’s wife was the one that called him out. “She said, ‘you read all of these [leadership books] but complain every day—you’re not applying it,’” Moncur says. The owner of the $1.5 million-per-year, 272-carsper-month Denny’s Auto Inc. in Riverton, Utah, knew his wife was right. Reading all of the books in the world doesn’t mean you’re applying the principles. Moncur says that when he started, he didn’t have the respect of his entire team. The reason, he says, is because he wouldn’t make a decision— even something as simple as a tech coming in late or a question on how to bill someone. “Before, I would run to someone else and not make a decision,” Moncur says. “I would bounce my ideas off

them and they would make the decision for me.” Now, unless the decision is a huge one that requires everyone’s input, Moncur makes the call. The key, he says, is learning that you can be both fair and firm— it’s not necessary to be your staff ’s best friend. The moment he realized this was when he started to gain respect, he says. “I thought the best way to earn respect was people pleasing—that is not the best way,” Moncur says. “Keep the shop’s best interest at heart; it’s usually your staff’s as well.” So, the next time you have to make a tough call, ask yourself if it’s what’s best for business. It may be unpopular at the time, but in the long run, the staff will thank you and respect you more.

WORKING 9 TO 5?

Today’s shop owner works more than the standard 40-hour workweek

14% less than

40 hours

30% 50-59 hours

39%

17%

40-49 hours

60 hours or more

achieve your goals The right style will get you to where you want to be Interested in taking more vacation? Increasing sales? Becoming more efficient? Here’s a breakdown of how each leadership style performed according to the 2020 Ratchet+Wrench Industry Survey.

Sales over $1M

Efficiency over 100%

Productivity over 100%

16 or more vacation days

Visionary

36%

24%

69%

30%

Hands-off

53%

24%

22%

23%

Direct involvement

22%

11%

27%

Leadership style

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LAW NO. 3:

Be open to change

Mike Jones, president of Discover Leadership Training, says that one of the biggest mistakes that he sees in leaders is that they are not malleable. “They’re rigid. They’re afraid of other people’s ideas,” Jones says. The best leaders are open to change and they don’t have to prove other people wrong to be right, Jones says. The best leaders look for input from others and are willing to try ideas that are not their own and take a risk. In order to be successful with this, you need to make sure your staff knows that they can communicate ideas and input openly with you and that you will have their backs. That’s when you’ll become a leader that people want to follow rather than have to follow, Jones says. If you don’t have this type of relationship with your staff already, it’s not a lost cause, Jones says. During a morning or even weekly meeting with your staff, encourage them to start offering their opinions. If this isn’t something you’ve already been doing, many people may be discouraged from voicing their opinions so start out by “brain writing,” as Jones calls it. If you’re looking to change something in the shop and want unfiltered, honest feedback, ask your staff to write down their ideas and keep them anonymous, rather than speak up. All of the answers can be pulled out of a hat and the team can discuss the ideas together. This is even good practice for those that already have open communication from their team. Jones says that many times, the most powerful answers come from people who would never voice their opinions out loud. Staff isn’t the only resource for new ideas. Peer networking groups and business coaches can also help take you to the next level (See: Benefits of Coaching).

Benefits of coaching

When it comes to a successful business, an outsiders’ opinion really pays off

annual revenue above $1 million

63% 32% 67% 35%

average repair order above

70%

$400

54% 73% 53%

effective labor rate above $90

58% 24% 61% 26%

technician efficiency above 100%

29% 17% 33% 17%

technician productivity above 90%

34% 22% 39% 22%

10%

20%

30%

40%

50%

60%

70%

80% 90% 100%

Works with business coach Doesn't work with business coach Works with peer networking group Doesn't work with peer networking group

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T H E 7 L AW S O F L E A D E R S H I P

Employee Benefits

LAW NO. 4:

Attract top talent by offering the unexpected

Push for collaboration.

You won’t catch Foster demanding his staff do something. The environment at Roy Foster’s Automotive in Reno is not a monarchy. Foster, who took over his father’s auto repair business in 1992, is all about teamwork and everyone being a part of the solution. Doing so has helped raise ARO 26.5 percent and revenue 11.6 percent year over year in 2020. Foster, who is heavily involved in the community and gives support to local businesses, says his leadership is inspired by his faith. His church has no paid leadership, he says. Rather, everyone enters having little to no experience and then they learn the position and take over. “Everybody has something to bring—different perspectives,” Foster says. The same holds true for running a business. When developing or revising a new policy or practice, the entire staff at Roy Foster’s is consoled. This helps get different, valuable input from those that will actually carry out the processes and it helps get greater buy-in, Foster explains. It’s not him telling them to do something, it’s them all coming together to find a solution, which makes it much more likely that it will be followed long term and not just something they do because the “boss is making them.” Roy Foster’s has both a vision and a mission statement, as well as core values. Frequently, during meetings, for example, Foster and the team will discuss each of these and how to best put each in practice. Doing this helps filter out those that aren’t a good fit and develops a positive culture, Foster says. For more ways to develop a positive culture, check out “Employee Benefits.” 2 6 / R + W / 11. 2 0

88%

85%

63%

vacation days

uniforms

sick days

58%

56%

43%

training reimbursement

health insurance

retirement plan/401(k)

35%

22%

15%

disability insurance

life insurance

equipment reimbursement

To stand out, try getting creative and offering more than the norm, such as bonus programs, gym memberships and flexible hours.

LAW NO. 5:

Set clear expectations.

In the beginning of 2020, Bruce Crittendon, an ASE-certified master tech, moved into the position of service advisor and general manager at Ervine’s Auto Repair and Grand Rapids Hybrid in Grand Rapids, Mich. Since moving into the position, Crittendon feels he’s found his groove, which includes learning that being direct and clear in what you need from people is key in leadership. In other words, don’t make them guess. When a vehicle comes in,

Crittendon has set his expectations so that all of his technicians know what to do when repairing it. First, they need to drive the vehicle and look for issues, fix those issues, drive it again. Then, they hand the keys over to him to drive it one last time. He does this so he can be 100 percent confident that the issue is fixed when he hands the keys back to the customer. “If you’re 100 percent sure it’s right, hand it to me,” Crittendon says. “They can’t hand it to me if it’s wrong.”

Crittendon says that Ervine’s Auto Repair and Grand Rapids Hybrid’s system of checks and balances works and has allowed the business to thrive thanks to the staff’s commitment to sticking to those expectations. “If you want someone to do something, you have to have it in writing. It’s harder to enforce something that’s hearsay,” Crittendon says. These clear expectations have led to an ARO of $754 and an annual revenue of roughly $1.1 million.

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T H E 7 L AW S O F L E A D E R S H I P

LAW NO. 6:

Put your best foot forward.

Harry Cohen, author of Secrets of the Obvious: A Guide for Balanced Living and leadership coach, says that the essence of great leadership is the same as great parenting. “It’s a combination of mentoring, guiding, coaching, disciplining, inspiring, and value reinforcement,” Cohen says. A parent wants what’s best for his or her child. A shop owner, Cohen explains, is no different when it comes to his or her

business and staff. Cohen focuses on heliotropic leadership: A practice that emphasizes the benefits of compassion, gratitude, and forgiveness. “All people are capable of being nasty, but losing your temper is never good,” Cohen says. “As a leader, you need to contain that. When they’re not giving you their best, your job is to help them do their best.” A leader that shows he or she cares about his or her people will be a leader that people “will run through a wall for,” Cohen explains.

Auto care news

where you need it, when you want it.

ratchetandwrench.com

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Do this by providing the tools that they need to succeed and then getting out of their ways. By providing clear direction, motivation, and inspiration, you will put your staff in a position to succeed.

LAW NO. 7:

Inspire self-care and work-life balance in others.

A good leader takes care of his or herself, and that includes making time for a personal life. “I am a major advocate of starting the day off with something for yourself first,” Amanda Clements Drake says. Clements Drake’s alarm goes off at 4:30 a.m. The vice president and manager of three of four locations of C & C Automotive (Georgia and South Carolina) and mother of two has a lot to do, and, in order to fit it all in, an early wake-up call is key, in order to run an MSO that turns out 1400 cars per month for a combined revenue of $6.9 million. As soon as she wakes up, she works out and has her “me time” before getting ready and kissing her kids goodbye as they get up. After that, Clements Drake is all cylinders go and arrives at the first of three locations she’ll visit through the day at 7 a.m. Then, after 6 p.m., it’s all about family. No business after 6 p.m. is easier said than done, and, although it’s not always possible, Clements Drake has found an effective way to make sure she’s not constantly checking her phone—putting it in the bathroom. Out of sight, out of mind. “I want to spend as much time with my kids as I can during their younger years,” Clements Drake says. Once her kids are in bed, typically around 9 p.m., Clements Drake allows herself to check her phone and emails if anyone needs her, but the majority of information she gets can wait until the next morning. Taking that time to balance her work and personal life helps ensure that she is performing at her best in both areas of her life. Structuring her day like this has allowed her to be more effective at achieving her goals, she explains. By laser focusing on one task, she’s been able to get more accomplished, something she’s still working on perfecting. “I take care of myself first, then the middle of the day is devoted to my career and, after six, during the week and most of the weekend is my time with my kids,” Clements Drake says. “Once again, it's not always perfect, but it’s what I strive for.”

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u o Y k n a h T 2020 has been challenging for us all. Yet, through true grit and determination we have seen our community of readers and advertisers overcome and make the best out of unprecedented situations.

It has always been our goal to serve the repair industry with timely news and the most innovative solutions. But, we couldnâ&#x20AC;&#x2122;t do what we do alone. With fresh insights and perspectives from shop operators and suppliers alike, we have been able to power through the unimaginable. Together we continue to break down barriers, and for the trust and support you put in Ratchet+Wrench, I give you our utmost appreciation. Most Sincerely,

Chris Messer Publisher, Ratchet+Wrench

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

Bringing a Vision to Life

COURTESY MECHANIC ONE

How to identify and execute the vision you have for your shop How efficient is your shop? Think about it. How often are your techs walking back and forth to get tools? It may not seem like a big deal, but a minute here and a minute there can really add up and take away from your bottom line. Sometimes, the tech is to blame and he or she is just wasting time. Often, however, it has to do with the shop’s layout and, there are processes shop owners can put in place to increase efficiency. David S. Becker, owner of 2,500-square-foot, $3 million per year Wheeling Auto Center in Arlington Heights, Ill., has been in the business for 32 years and has always made efficiency his No. 1 priority, so much so that his overall technician’s efficiency for 2019 was 121 percent. With this focus, he’s had processes in place in order to prevent dips in efficiency all together. Here’s how his processes ensure his shop’s efficiency stays consistent. A S TO L D TO A B BY PAT T E R S O N

It’s important to measure your technicians’ time. Early on, we learned this. I belonged to a peer group many years ago where we discussed the issues and solutions in our businesses. As we discussed ways to improve business, efficiency was one of the main topics. Now, we calculate and monitor our technicians’ efficiency numbers and we’re constantly trying to build onto that. Basically, we start them out as apprentices and measure out what they are doing. As they grow and learn systems, we can see them grow and compare it to their baselines. I look at tech efficiency constantly and look at processes they follow. Now, if I see a dip in efficiency, I typically know why. And if it becomes a pattern, then we need to figure something out to correct it. Most of the time, it isn’t the tech—it’s an outside force that causes the inefficiencies.

A shop’s layout can aid in efficiency. Our shop is broken up in three areas. Instead of having all of the technicians walk all the way to one central location for a piece of equipment, each tech has his or her own designated space and his or her own central location to save time. For example, we keep a couple of air conditioning systems in each central area that the technicians can easily be able to go and grab without it affecting efficiency. If it’s laid out without any thought, then time can easily be wasted by needlessly walking back and forth. Establish a protocol to always ensure technicians stay busy. Each technician we have has his or her own lightbulb to turn on when he or she runs out of work. Because of the way our shop is laid out, if a tech runs out of work and walks into the office and asks what to do, it wastes time. So 11. 2 0 / R + W / 31

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

instead, we have a series of six light bulbs that can be turned on. So now if a technician runs out of work, he’s going to turn that light and it will identify him as being unproductive; in other words, he’s not making money for the business. As soon as a service advisor sees that light on, his or her main goal is to find work to get that light off, however they have to. If a tech comes to the service advisor and says he or she is out of work and then walks back, two phone calls come in and a customer suddenly needs help and then they’ve completely forgotten that that technician is out of work without something to serve as a reminder.

SUBSCRIBE. “Ratchet+Wrench is our go-to resource with leadership and organizational development for our team at Dynamic Automotive. There is no other publication out there that can compare to the depth of information we find valuable every day.” -Dwayne Myers, CEO and Co-Owner, Dynamic Automotive, 4 locations in Maryland

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Ask for feedback on how your staff can be more efficient. We have internal meetings about it, we ask for input from our staff on how we can improve things and make their jobs easier, and we take that advice and act on it. It’s probably one of the biggest things to get feedback and act on it. If a problem in efficiency arises, we’ll go out and monitor the situation to see what’s happening and try to come up with solutions on how to improve. Here’s an example: Let’s say I have two techs working in the front of the shop. If one of the techs grabs the last rack in that location and the other tech needed to service a car, he’d have to find a space in the back of the shop and would have to pull all of his tools with him to do so. That’s extremely inefficient. To fix that, we now try to have techs not take on too many cars. Overall, it’s about taking time to observe and come up with solutions to the roadblocks that you see. If you’re not measuring that, you can’t manage it. I think the key element there is being able to measure what that is. Efficiency, productivity— it depends on who you speak to and what their terminology is, but you need to measure something before you can manage it. Whether it’s through equipment or education, it’s about keeping people on task and evaluating that task on ways to improve it.

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

Book Review

Focus: Growing Your Team

Industry leaders share their favorite leadership reads In need of a new read? Four industry leaders known for their leadership and shop culture have a couple of books in mind. Bill Greeno, owner of Quality Automotive Servicing in Truckee, Calif., is known as a “management guru” in the industry when it comes to leading his staff (Read about how he works to internally motivate his staff everyday at ratchetandwrench.com/MotivateEmployees). Like Greeno, Al Pridemore, co-owner of Pride Auto Care in central Colorado, is always striving to be a servant leader in his shops, providing the best training possible for his staff, even going as far as to hire their very own director of training for their operations (Read more at ratchetandwrench.com/DirectorOfTraining). And when it comes to creating an ideal shop culture, John Beebe, owner of Bellingham Automotive in Bellingham, Wash., and Chris Cozad, owner of Alternative Auto Care in Columbus, Ohio, are no strangers to the topic. In fact, Beebe was featured in last November’s Ratchet+Wrench culture feature discussing his approach to shop culture (Read more at ratchetandwrench.com/CultureCode), while Cozad discussed her leadership tactics used every day in her shop (Read more at ratchetandwrench.com/LeadershipBootCamp). Here’s what these successful shop owners have been reading recently, with some of their key leadership takeaways from each title. A S TO L D TO A B BY PAT T E R S O N

Bill Greeno’s Pick: Now, Discover Your Strengths By Donald O. Clifton and Marcus Buckingham Focus: Finding Strengths

GOOGLE IMAGES

This book brings the reader into a paradigm when it comes to hiring. Instead of focusing on one’s weaknesses or failings, this book alters that thought, putting the sole focus on others’ strengths instead. It allows the leader to understand the tools at his or her disposal within their team. After all, if you hire a hammer and expect them to turn screws all day, you just might be disappointed with the results. The book is written to provide guidance for leaders, but could also be used to help your team members better understand each other. The book gives some examples of folks who have focused upon their own strengths to see to their own success. I mostly use this book for bringing new employees on board. I like to know what their strengths are before I interview so I know who I'm meeting with. As a team, we use it every day to help us focus on one another's strengths. This has improved our company culture because there are not as many misunderstandings with one another, and we can put ourselves in one another’s shoes. Al Pridemore’s Pick: The 7 Habits of Highly Effective People By Stephen Covey Focus: Effective Leadership Techniques

This book focuses on improving yourself, your communication style, leadership abilities, and having the proper mindset before attempting to lead others. A lot of Dr. Covey's teachings are more focused on fine-tuning your own ideals, investing in and understanding your perception of yourself and the world first, then utilizing his tactics for dealing with people, communication with those you can impact, and the impact you can make, which is critical in any leadership role. These have served me well, in my honest opinion. I have found these to be incredibly helpful in my career development, in my ownership of our company, and in my own personal life with my family. If someone reads through the Seven Habits, some of [the concepts are] very selfexplanatory in terms of usable leadership tactics that can be used on a daily basis. But until you buy into the tactical piece of each habit it's hard to understand perhaps how it can profoundly impact your life, personally and professionally. For the record, to this day I read over my Seven Habits study guide on a weekly basis just as a reminder of how to stay balanced, on task , and live a more fulfilling life with better leadership effectiveness. John Beebe’s Pick: Multipliers: How the Best Leaders Make Everyone Smarter By Liz Wiseman and Greg McKeown

I first heard Liz speak at the Global Leadership Summit, where she proposed the question, “If you don’t know what you as a leader should work on to get better, guess who does? Everyone else.” So to me, it now became OK to ask my team what I needed to get better at, and I did. It was a revolutionary win-win. The focus is to make leaders aware of the vast opportunity of treasured genius that’s already within their workforce. It won’t work if we need to be the smartest one in the room—they’re known as a Diminisher. Wiseman helps us see the difference between this type of leader and the Multiplier, who everyone wants to work for, providing examples and clear steps to becoming this ideal leader. The beauty of this concept is there are no losers. If you already know or discover that you’re a controlling-, my-way-or-the-highway-type, there’s still hope for you. Wiseman has created a roadmap to the promised land of making everyone around you better. Chris Cozad’s Pick Start with Why: How Great Leaders Inspire Everyone to Take Action By Simon Sinek Focus: Communicating Like a Leader

This book really helped me focus on my purpose. You have to rise to the top in order to separate yourself from everybody else, especially as a woman in this industry. As a woman owner managing an all-female staff, it’s helped me realize the importance of achieving that next level in education, customer service, and communication. I believe the biggest problem in this industry is the failure to communicate. What results from that is not meeting customer’s expectations, simply because we don’t know what expectations are there because we haven’t bothered to ask. We have regular team meetings every month and talk about the “why” behind what we do, and I talk to my advisors about how a customer’s expectations set our timeline. … It’s putting the customer in the driver’s seat and in front of our desire to sell. I believe our customers are a valuable diagnostic tool; they just don’t have the language to tell us. We strive to give customers the language to help us diagnose their vehicle, making sure to ask the right questions. So, if we ask the right questions, and listen to the answers, we’re accomplishing the “why” behind what we do. 11. 2 0 / R + W / 3 5

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Building Trust Through Technology Kukui DVI adds a level of transparency to each repair

All great relationships, personal and professional, rely on trust. Trust becomes even more important when one party is recommending large investments to the other. In the automotive repair industry, a customer-shop relationship is just that. Customers who sometimes have no automotive knowledge are put in a vulnerable position when talking to a shop about the needed repairs for their vehicle. Big money can be involved in the discussion, and customers want to be sure that they are doing what they need to maintain their vehicle without feeling like they are being “ripped off”. Mitch Moncur, owner of Denny’s Auto in Riverton, Utah, has been able to build trust with his customers by using Kukui DVI. The digital inspections have strengthened the relationship between customers and his shop, pushing Denny’s Auto to continue to grow. ADDED TRANSPARENCY To build trust, Moncur ensures that there is a level of transparency with his customers, and digital vehicle inspections through Kukui provide that. By allowing technicians to take photos and videos of specific vehicle parts, a full digital report can then be sent directly to the customer’s phone or email. This photographic snapshot provides clients the evidence they need to better understand vehicle recommendations, and doesn’t leave any unanswered questions or doubt. “Kukui DVI lets us be even more transparent than what we were previously capable of, and we always want to be as transparent as we possibly can,” he explains. “Our customers absolutely love it, and it builds that level of overall trust.” Digital inspections become even more useful with customers who are newer to the shop, or may have had unfortunate experiences at a previous shop. In an instance like this, Moncur is able to show the cautious customer the progression of photos from one DVI report to another. This way, customers have visual proof of the part wearing down, and can feel confident about their choice of shop and purchasing decisions. EASY TO USE FOR ALL With all new technology comes a learning curve. Luckily, for Moncur, the learning curve for Kukui DVI was less than a day with his team. “Using Kukui DVI is easy on the service writer side and easy on the technician side,” he explains. “I have a technician who has been with us since 1993, he learned how to do it in like a day, it’s easy for all generations.”

On the owner side, Kukui has made it easy for Moncur to track how many DVIs his team has sent out, along with the conversion ratio and other key KPIs. He also has a 30 minute call once a month with someone from Kukui to help grow his business. “It's amazing, I’ve learned so much more about my business,” he says. The simple, easy-to-use format is also helpful to customers, and makes reading their digital inspection report quick and digestible, no matter how much previous vehicle knowledge they have. “Our customers absolutely love it because all of our recommendations on the inspection are color-coded,” Moncur explains. “So they get their email, and it will show all the pictures and videos and technician comments.” Within the report, customers will see a green section noting everything that looks good on their vehicle. Then there's a yellow section, these are the repairs that need to be looked at in the near future. Lastly, the red section, showcasing the items that need to be taken care of immediately. “They like it because it acts as a built-in priority list for them,” he says. EXPANDING TECHNOLOGY Moving digital is the best way to stay up-to-date in the industry and attract younger customers who rely more heavily on technology. “If you want to stay relevant in the automotive industry, you have to be cutting edge,” Moncur says. “You have to be sending pictures and you have to be taking videos.” As more and more customers from younger generations enter your shop, new challenges of trust arise. “Our industry has a harder time earning the trust of younger generations,” he explains. “They've never really had experience at an automotive repair shop and they're scared they're gonna get screwed over. If you can visually show them what's going on with their car, you're going to have a customer for life.”

If you would like to learn more about Kukui, visit kukui.com/rw or call (877) 695-6008

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

Secrets from the Outside A company widely renowned for customer service shares its tips BY A B BY PAT T E R S O N

Looking to step up your customer service game? Just ask a company that prides

GETTY IMAGES

itself on the subject. Zappos, the online shoe and clothing retailer, is widely known for its customer service focus, being featured in publications like Forbes and Harvard Business Review for its customer-centric attitude. The company even has a team dedicated to it. Rob Siefker is senior director of the customer loyalty team at Zappos, and has worked at the company for more than 16 years with a focus on service. In fact, he started off as just the 10th person in the customer service call center, answering phones and talking directly with the brand’s customers. Leaning on his years of experience, he sat down with Ratchet+Wrench to share the company’s best-kept secrets and its unique approach to customer service. Secret No. 1: Starting with Customer Service While Siefker says Zappos is more laid back when it comes to protocols, training its employees is anything but. Every employee goes through up to six weeks of extensive training and onboarding—three to four weeks of classroom training and two weeks of on-the-job training. And whether you are a customer service representative, the director of marketing, or even the CEO, every single employee starts out in the call center just like Siefker did. “Training might not be the best word,” he says. “It’s really about building relationships with employees and learning how to be comfortable with communicating with people.” That way, customer service is truly ingrained in the company’s culture and every employee is a part of it. Secret No. 2: Taking Ownership First thing’s first when addressing a situation over the phone: Whatever the problem

may be, take ownership of the issue, even if it wasn’t the company’s fault. Siefker says many complaints stem from shipping issues. “A third-party takes care of shipping, but we still have to own the problem,” he says. When companies do this, customers respect them a lot more. It’s just like when an employee is caught making a mistake: the employer is more likely to respect he or she if he or she owns up to the problem. Secret No. 3: Going Above and Beyond After taking ownership of an issue, ensure that the problem will be 110 percent solved, no matter the lengths needed. If a customer received the wrong order and won’t get his or her new order in time for a trip, ship it to the hotel. A customer once complained about an order and just so happened to be leaving for a trip to Las Vegas—Zappos’ home base—the next day. To help ease the issue, Siefker personally dropped off a gift card at the front desk of the customer’s hotel so that person could shop around for a few things while on their trip. Siefker says you don’t want to have the customer fight to solve the problem that he or she sought you out to fix. You want to show that you truly care about the issue and will go above and beyond to ensure his or her happiness. Secret No. 4: Provide Fast Service Without Rushing It’s all about convenience nowadays; customers contact a company because they have a problem, and they want fast, reliable service that answers their questions and solves the problem. Siefker says every call center is going to have a target of how fast it wants to answer the phone. For Zappos, the center tries to answer 80 percent of phone calls in less than 20 seconds. Siefker says while call center staffers can’t guarantee to perfectly hit that goal every day, the majority of the time they do, often

exceeding it. This not only helps customers get fast service, but also helps Zappos determine just how many people need to be staffed to avoid wait times. Most call centers also encourage quick calls and manage employees’ call times. For Zappos, it’s the exact opposite: The company celebrates long calls. Employees are urged to build a personal and emotional connection with customers, talking to customers as if they were a friend or family member. Secret No. 5: Employees Make Decisions Lots of big corporations have customer service lines for questions and concerns. Their biggest problem, though? Long, never-ending wait times. Zappos, on the other, challenges the status quo. “We ask, ‘Why would someone need to put a customer on hold?’” Siefker says. Often, customers are on hold due to representatives not knowing the answer to a question, or needing permission to solve a problem. Zappos’s solution? Give staffers the necessary tools to answer tough questions and make decisions. No, there’s not a written handbook with options A, B, and C on how to solve a specific problem. Instead, Zappos gives all of the power to the employee. Following a customer complaint, if he or she wants to give a customer a free pair of shoes—which can be a complicated task, depending on the situation—and the staffer feels that it is the right thing to do to solve the issue, they are free to make that decision on their own, with no repercussions. “We don’t micromanage the moment so much,” Siefker says. “We empower employees in the moment to make those decisions for the customers.” When employees are equipped with the right tools, they’ll know exactly how to solve a problem going in. This way, employees will be calm and can interact with customers on a personal level. 11. 2 0 / R + W / 37

WHY SHOULD YOU ATTEND THE RATCHET+WRENCH MANAGEMENT CONFERENCE?

“The Ratchet+Wrench Conference is the perfect gathering. Industry leaders share their success stories and you’re able to choose what topic will best fit your current focus and long term goals. It is a small enough conference that you’re easily able to chat personally with the speakers and they are always willing to share and answer any questions you may have. Ratchet+Wrench does a great job of organizing the Conference also, all you have to do is go and learn!”

L E I G H A N N E BE ST

Marketing Director and Customer Service Trainer, Mighty Auto Pro

Conference Speaker

2021

SEPTEMBER 9–11, 2021

RWCONFE RE NCE .COM

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

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AUTOZONE

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FASTER, EASIER PARTS ORDERING & ACCOUNT MANAGEMENT WITH AUTOZONEPRO.COM Now Scan & Order Parts Anywhere Through the AutoZonePro App Quick Look-Ups Anywhere, 24/7 • Real-time pricing and inventory, with parts image pinch-zoom capability • NEW Predictive text for faster searches

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Download the AutoZonePro mobile app today. Scan the QR code to download the app on your mobile device to get started*

*Available on Android devices and iPhone 4 and above © 2020 AutoZone Inc. All rights reserved. AutoZone, AutoZone & Design are registered marks of AutoZone IP, LLC or one of its affiliates. All other marks are the property of their respective owners. All photographic, clerical, typographical and printing errors are subject to correction.

AUTOZONE

THE LATEST IN AUTOMOTIVE TECHNOLOGY FOR CUTTING-EDGE SHOPS

COURTESY OF AUTOZONE

AUTOZONEPRO.COM RE VOLUTIONIZES PART S ORDERING AND MORE

For almost twenty-five years, AutoZone has partnered with shop owners across the country to take care of their customers and to help provide the highest quality and most reliable repairs. This commitment to the customers has remained the driving force behind strategic decisions AutoZone has historically made to continually improve support for professionals and their businesses. In 1996 and 2007, two very important initiatives—the ALLDATA acquisition and launch of the commercial website, AutoZonePro.com—revolutionized the industry from the manual, drawn-out processes of the past to the efficient, reliable and profitable operations we have grown accustomed to today. AutoZonePro.com took the seemingly endless process of calling around and asking for parts and created a one-stop solution for faster, more efficient parts ordering. AutoZonePro.com continues to innovate features for improving the experience for professionals, making it faster and simpler to use when compared to other platforms that require multiple logins and a Ph.D. to navigate. They are constantly researching emerging technology and automotive trends to develop new methods to deliver the best possible results for businesses. Not only are the functionalities designed to meet industry needs but they’re also compatible with many of the shop management systems in the market. And the best part is, it’s free. The old days of handwriting car info and part numbers (and not being able to see what you are ordering ahead of time) was a catalyst for innovation. Helpful features of AutoZonePro.com include multiple images of parts, diagrams, detailed fitment and warranty information, labor information and

intuitive search capabilities that sets it apart from the rest. The AutoZonePro.com team is committed to providing a robust online experience so you, the professional, can quickly get your parts and focus more on serving your customer’s needs. AutoZonePro.com offers these advantages: • Continuous 24/7/365 access from any location (with the mobile app) • Increase productivity with quicker, enhanced search abilities including instant lookup; track and order par ts seamlessly with real time pricing and availability • Speed up repairs with best-in-class VIN and license plate decoding and ensure accurate part selection • More accessible and organized account management with the online Account Dashboard to retrieve or reprint any invoice from your transaction history and pay your bill online so that purchasing isn’t stopped by a credit limit Bold new features on AutoZonePro.com include: • Credit card checkout as a form of payment (including taxes, cores) and the ability to select delivery or pickup at store • New sorting ability, so parts in your closest store are shown first • Instant credit application process to reduce signup time • Bulk returns feature saves time by limiting the need to notify the store to return a purchase order The AutoZonePro mobile app is even more convenient and allows users to order parts

from anywhere, including license plate and VIN scanning on the spot, and enables shops to manage their profitability in the palm of their hands. To start making your part lookups and ordering easier, download the AutoZonePro app by visiting either the Apple App Store or Google Play for Apple and Android devices. To help make repairs even easier, AutoZone is the exclusive provider of ALLDATA, the industry leading OE repair information solution. ALLDATA Repair provides automotive OEM diagnostic and repair information such as factory-direct diagrams, repair procedures, TSBs, DTCs, industry standard labor times and much more, all available in a single application on your mobile device or computer. ALLDATA offers many valuable repair solutions such as ALLDATA Shop Manager®, a new shop management tool to simplify creation of estimates, repair orders and invoices. It also enables you to start an estimate right from the parts and labor information in ALLDATA Repair, or toggle from a repair order in ALLDATA Shop Manager directly to the repair procedure in ALLDATA Repair for greater efficiency. Whether using AutoZonePro.com or the mobile app to order parts, you can diagnose a new repair correctly the first time with ALLDATA. AutoZone supports every estimator, technician, service advisor and owner with a litany of industry-leading repair solutions. To tackle any problem and ensure maximum return for your shop (as well as superior speed, accuracy and profitability), download the AutoZonePro app today and fire up ALLDATA when the next repair arrives—after forty years of quality service, the future is bright. 11. 2 0 / R + W / 41

INI NG R A T E N I O NL &

ANYTIMEE &E ANYWH R

• technicians • service advisors • shop owners • parts professionals

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To Find Out More Go To:

www.TheNetworkAcademy.com

xxxx 2019 | fenderbender.com 7

PA R T S P L U S

UPGRADE YOUR COVID-ERA TRAINING

THE NE T WORK AC ADEMY OFFERS THE ONLY TR AINING YOU ’ LL NEED

In the movies, every hero undergoes a training montage. You know how it goes—they learn from the best, test themselves and endure until they evolve into something greater, something faster and better and stronger than they ever thought possible. It’s an integral part of the origin story. The same opportunity lies within the repair industry; the same chance to evolve your team (and yourself) lies at your fingertips. Look no further than the Network Academy (NA).

COURTESY OF PARTS PLUS

PART 1: EVOLVE YOUR TRAINING

Katie Malone is operations manager at the NA, and last year she helped launch a new outlet of training solutions for shop owners, technicians and service advisors. “The goal is to help increase efficiency,” she says. The NA training helps technicians assess and repair cars quicker, while the service advisors and owners have access to training for the daily challenges of shop and customer management. “One of the nice aspects of the NA is that it pulls in training for all facets of the shop,” she says. During the COVID era, many owners desire a cutting-edge outlet for their teams, and Malone notes that adapting to the current market is part of what’s made the NA so successful. “Training subscription services are increasing. We use independent, ASE master-tech instructors who excel within their specific niches.” In particular, Malone is excited about new opportunities for service advisor training. The NA has partnered with sw Service Solutions to offer the most cutting-edge and approachable online training solutions on the market. “SW has a program called The First Step, which covers introductory sales/ communication skills to build loyalty with customers. It also covers basic service writing, and new webinars have been

popular to help meet the unique demands of the COVID era.” A new technician training program debuted November 1. Live interaction with instructors is needed now more than ever, and the NA is addressing this head-on with a three-month course of biweekly classes that cap at 20 students, similar to shop owner coaching with 20 Groups. “It will help take a C tech to a B or a B tech to an A,” Malone notes, “and any technician who wants to augment their skill set will benefit from the program.”

PART 2: EVOLVE YOUR THINKING

Bill Hill has been a Network member shop for over twenty years. “Their technician training is by far the most unexpected benefit; it’s outstanding, and I could not afford the quality of that training on my own,” he says. “They’ve done a great job increasing the available training and have re-imagined how training works in the COVID era; technicians are physical learners who like to feel it, touch it, grab it, move it around, drop it on the floor—well, they’ve done a great job adapting to how technicians learn.” Hill owns Mighty Auto Pro (Medina, Ohio), a AAA Top Shop award winner as well as a Wix Driving Performance award winner. Some of that excellence, he notes, comes from his dedication to training for all his staff—not just the technicians. “It’s an efficiency building tool, absolutely,” he says, “in which my team learns how to communicate with each other and with customers. We’re able to recognize and account for problems and concerns much sooner, and the training has given us the critical thinking skills to solve problems faster.” Hill notes the NA training has even contributed to his shop’s overall culture, helping his staff remind themselves why they chose this field in the first place.

“The Network Academy training has been invaluable to my team’s success,” he says. “I’d absolutely recommend it for any shop who wants to learn more, do better and thrive through the pandemic.”

PART 3: TAKE THE FIRST STEP

“The Network Academy chose us because our training is unique,” laughs Sally Whitesell, founder of sw Service Solutions training programs. “We do online training and our videos aren’t lecture-based; they’re often animated and use a lot of whiteboards. They’re entertaining, informing and interesting, and they offer a better way to capture advisors’ attention.” Whitesell notes that many service advisors are tired of people lecturing them about how to do their jobs, so her company gets creative about it—many of their videos are animated, feature cutting-edge graphics and a more intellectual, interactive approach to teaching advanced concepts about customer retention, upselling and more. “Customer service training is crucial right now,” she says, noting that the COVID era has made some shops wary as budgets tighten and some customers buckle down their car expenditures. “If people like you, they’ll buy from you,” she says, “so we focus on addressing the customer’s experience of the business.” Retention remains a problem to be solved, but if people trust you, the relationship moves from transactional to something more personal and necessary. Whitesell notes that service advisors play just as important if not more crucial a role than the often unseen technicians wrenching wrenches or busting bolts. No matter where you find yourself in that hero’s journey—the mentor or the apprentice—the opportunity to grow is closer than you think. Check out bit.ly/trainwithTNA to learn more. 11. 2 0 / R + W / 4 3

G E N U I N E

•

Q U A L I T Y

•

R E L I A B I L I T Y

•

F I T

•

V A L U E

Toyota Genuine Radiators and Condensers provide uncompromising quality. They’re meticulously designed for the perfect fit, engineered and tested by Toyota, and backed by our Toyota Genuine Warranty. And now, they’re available for almost all Toyotas on the road, giving you the perfect blend of benefits to help increase your shop efficiency and profitability. EXCLUSIVELY FROM YOUR TOYOTA DEALER

» toyotapartsandservice.com For complete details about Toyota’s warranties, please refer to the applicable Warranty & Maintenance Guide or see your Toyota Dealer.

T O Y O TA

YOUR GOOD REPUTATION IS ONE OF YOUR MOST IMPORTANT ASSETS

IN TODAY ’ S FIVE-S TAR RE VIE W CULTURE , IT ONLY TAKES ONE UNHAPPY CUS TOMER TO G IVE YOUR SHOP A BL ACK E YE . CHO OSING TOYOTA G ENUINE PART S FOR YOUR REPAIRS C AN HELP.

WHEN PARTS FIT

• Repairs go smoothly, • Vehicles are f ixed right the f irs t time, and • Cus tomers are happy. That makes for less comebacks— and more s tars!

MORE APPLICATIONS

COURTESY OF TOYOTA

BIG NEWS: Toyota has recently added more model applications to the line -up: Toyota Genuine Radiators and Condensers are now available for more than 80 percent of Toyota vehicles on the road. This exceptional produc t line of fers your shop and your customers the per fec t combination of: • Exac t f it • Superior qualit y • Proven reliabilit y, and • At trac tive price. Designed, tested, and approved by Toyota engineers, Toyota Genuine Radiators and Condensers are backed by Toyota’s full warrant y. That all adds up to repair conf idence for you—and peace - of-mind for your customers.

MINIMAL HASSLE– MAXIMUM EFFICIENCY

By choosing Toyota Genuine Radiators and Condensers for your repairs, you’ll have everything you need to start the job the minute you receive the part from your Toyota Dealer. That’s because your Toyota Dealer Parts Manager fulfills your order with all the ancillary parts you’ll need, straight out of the box. With an estimated fill rate of 98-99 percent, you’ll receive your Toyota Genuine Radiator or Condenser and all necessary fitments within 24 hours. All it takes is one quick phone call to your Toyota Dealer to help maximize efficiency and ensure the highest quality repair.

TRIED, TESTED AND TOYOTA-TRUE

Toyota Genuine Radiator and Condenser product performance was evaluated through a series of tests before coming to market, including: • Radiated per formance • Pressure tests, and • Vibration tests.

In-vehicle testing was conducted both in a dyno-controlled environment and outdoors on the California desert’s infamous Baker Grade. Excelling under the rigorous scrutiny of Toyota engineers, the product line meets the quality standards of original equipment and is brought to you at competitive prices

that meet insurance companies’ budgets. It’s a win for all.

A GENUINE TWIST ON THE MVP

Toyota Genuine Radiators and Condensers are destined to become your Most Valuable Parts (MVPs). But the fair pricing of this product line gives another true meaning to MVP: Market Value Priced. Toyota brings its new radiator and condenser product line to you at exceptionally attractive prices, with radiators priced from under $115 MSRP and condensers priced from under $120 MSRP. Remember: these prices are for Toyota Genuine Parts. Now that’s MVP, no matter how you slice it!

STRESS-FREE REPAIR STARTS HERE

Let Toyota focus on the part, so you can focus on the repair! One phone call to your Toyota dealer, and you’ll receive everything you need to complete a quality repair in a timely manner: the right part, at the right time, at the right price. What could be better for your business than confident, satisfied Toyota owners who are happy to spread the good word about their experience? Reach for the stars with Toyota Genuine Radiators and Condensers, available from your Toyota dealer.

11. 2 0 / R + W / 4 5

Columns

THE FIXER Aaron Stokes

THE TIME HAS COME Unprecedented times call for serious action

has been a year filled with uncertainty. Between a chaotic election cycle, ongoing protests and turmoil in cities across the country and a global pandemic, nothing seems clear-cut these days. Strategic operators know to prepare for the ups and the downs, but in unpredictable times like these, so many business owners are nervous about spending their money. They’re feeling the urge to squirrel away their cash and stretch their PPP and loan proceeds as far as possible. And that’s a shame. Because right now, whether you’re running a warehouse or a dry cleaning business, hiring is one of the most important things you can be doing to shore up your shop. The employment rate’s far from recovered and with all of the financial aid packages rolled out this year, a lot of C-level technicians that were making $12–$20 per hour before the pandemic, are now receiving $800 or $1,000 to stay home. If you worked in the hospitality industry before COVID-19 hit, those benefits are a great thing, but it’s a different story for the local mechanic. It’s complicated— we all have friends that worked in gyms or restaurants or hotels that have really needed that support—and an even bigger strain on an already tight auto labor market might not have been the intended consequence, but it’s created this new reality for shop owners. If I’m a busy owner trying to keep three techs on my staff and my C-level techs aren’t coming back to work because they can make more staying home, I’m having 4 6 / R + W / 11. 2 0

to put more pressure on my A- and B-level techs and as I go to shop the marketplace, the cost of A-level techs is rising (they’re the ones who were making enough before the pandemic that unemployment benefits can’t compete) and they’re in even higher demand. Across the country, we’re seeing rates for A- and B-level technician rates increase between five and 10 dollars per hour. Hiring’s been a hot topic these last few years, but having a deep bench to draw from in a time like this that’ll keep you from wasting time and losing ground is critical. And it’s not just enough to be “looking.” You must always be recruiting. Clients will tell me they’re looking hard for technicians and coming up empty handed. I’ll say, “Really? Is your ad on Indeed? Craigslist? Monster? Let’s pull it up and take a look. Maybe we can find some ways to tweak it and make it better.” That’s when they’ll reveal the post expired last month or—even worse—they can’t remember where they posted it. That’s not looking. A thought without action is still a thought. If you’re thinking about looking but haven’t taken any concrete steps, you’re not looking. If you’re casually looking, you’re not looking. If you’re only looking a few times per year, you’re not looking. Those efforts have got to get baked in to the day to day. Get your name out there and make it known you’re on the lookout. Start taking guys out to lunch. Start connecting over Zoom. Even when you’re full and you don’t have the space. Having prospects lined up and excited to work with you before you need

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

them is what’s going to save time and stretch those dollars in the long run. Looking for top talent is also going to mean getting serious about what you’re prepared to offer. For the shop owner that’s trying to lure in top talent and build that deep bench, but has been holding off on rolling out perks like added benefits or sign-on bonuses and shop updates like air conditioning or epoxy floors—perks that will actually draw in quality candidates— the time’s come to rip off that bandage and get it done. Plenty of owners have kicked these ideas around and dragged their feet, but shops that can get ahead on these perks and features now will have a chance to do it strategically, on their terms, before they’ve been fully backed into a corner. The market’s shifting and it’s starting to force the issue. Why not get out ahead while you can? If not now, when?

FUE VANG

I’m stating the obvious when I say this

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Ratchet+Wrench - November 2020

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