September 2018 NOLN Magazine by ⌘ ⇧ ⌥

N LN HIRING EMPLOYEES

2018 OPERATOR SURVEY-PART 1

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September 2018

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inside this issue Features

By Steve Swedberg

When a motor oil fails to meet a major engine test requirement one time, does this mean it’s not capable of protecting engines and is stripped of its certifications? Not exactly…

A current shop manager shares his secrets to keep his employees motivated.

PUTTING A FAILED ENGINE TEST UNDER THE MICROSCOPE

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In part one of our annual Fast Lube Operator Survey, we take a look at this year’s shop profile, operations, demographics and employees.

2018 FAST LUBE OPERATOR SURVEY

HOW TO COMBAT THE LOWMAINTENANCE OBJECTION

Help your customers understand that all vehicles need maintenance — even those that were marketed as low-maintenance vehicles.

HIRING WORKERS IN A TIGHT LABOR MARKET

With the unemployment rate below 4 percent, it can be tough finding new employees. Industry players share their secrets to finding new hires in a tight labor market.

SOCIAL RECRUITING: HOW TO USE SOCIAL NETWORKS TO ATTRACT TOP TALENT

In a tight labor market, employers must use every tool at their disposal to land the best talent. 4

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EMPLOYEE HANDBOOKS: PROFITABLE TOOLS FOR SMALL BUSINESS

FOUR STRATEGIES TO KEEP EMPLOYEES MOTIVATED

Employee handbooks can help boost profits by lending efficiency to workplace operations.

THE RIGHT FIT MAKES THE DIFFERENCE

A talent development expert shares 10 steps for upping your hiring game.

BURNOUT: AN EVER-PRESENT RISK THAT COULD DAMAGE YOUR LIFE

Running a business is stressful. Use these tricks to keep burnout at bay.

TRAIN LIKE YOUR WALLET DEPENDS ON IT

Longtime industry trainer Lenny Saucier joins the ranks of NOLN writers and debuts the first installment in his yearlong series, Train Like Your Wallet Depends on It.

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inside this issue

AROUND THE INDUSTRY TECH SPEC: 2018 NISSAN KICKS AUTOMOTIVE RECALLS PRODUCTS & SERVICES CLASSIFIED ADVERTISING ADVERTISER INDEX

Viewpoints

FROM THE PUBLISHER Times are Changing? By Steve Hurt

THE TRAINING NEVER STOPS Operator Survey Water Cooler Talk By Ragan Holt

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ABOVE AND BEYOND What to Do “In Between?” By Randy Fowler

THE UNIQUE DIFFERENCE It’s Not Their Fault By Pat Burrow

ASSOCIATIONALLY SPEAKING An Investment in Your Management is an Investment in Your Business By Kristy Babb

MAKING IT HAPPEN Glad to Be Back: Now Let’s Clean Up By Kit Sullivan

SELLING IS EDUCATING Servant Leadership: A Win for Everyone By Amber Kossak

Calendar of Events September 11-12 AOCA Management Certification Course Chicago, Illinois 800.230.0702 www.aoca.org

September 17-19

QUICK, Presented by NOLN San Diego, California 800.796.2577 www.nolnquick.com

October 23-24 AOCA Management Certification Course Irving, Texas 800.230.0702 www.aoca.org

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October 30-November 1

HIRING EMPLOYEES

AAPEX Las Vegas, Nevada www.aapexshow.com

2018 OPERATOR SURVEY-PART 1

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On the cover: In today’s tight labor market, it’s getting tougher and tougher to hire.

Join the Conversation /OilLubeNews 6

@OilLubeNews

@Oil_Lube_News

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LETTER FROM THE PUBLISHER

Times are Changing?

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Publisher

Steve Hurt

steveh@stevehurt.com

It is September, which means one thing around the NOLN office. The annual Operator Survey. For us, the survey is a year-round endeavor, but it really ramps up during the first of summer with mailing out the survey questionnaire in the May issue. Soon after that, we start our digital campaign, and then we complete the process at the end of July with a phone campaign. Every year, we have one or two surprises or at least see new trends. One of those interesting trends is that we received many more online survey forms than written results. I guess it is a sign of the times, eh? Another weird but true find on our part is how many shops now have automated phone-answering systems. But the most surprising find this year is the discovery that franchises at a corporate level did not want to participate in the study, but at the same time wanted to make sure they received the results and even indicated that they very much want to stay active and engaged in the industry. Times are changing, eh? Like the format we used last year, we will publish the results in three parts starting with this issue, and will continue through October and November. For those of you who participated, you will receive the complete survey in one PDF in your email inbox soon. I need to get back to posting on Facebook and liking on Instagram and tweeting on Twitter. See, times really are changing — or maybe times have changed, eh? Until next month, keep on lubin’. 

PUBLISHER

Chief Operating Ofﬁcer

Ragan Holt

ragan.holt@noln.net Senior Director, Creative Team

Tammy Neal

tammy.neal@noln.net Senior Director, Business Operations

Sheila Beam

sheila.beam@noln.net Circulation

Nikki Held

nikki.held@noln.net Advertising Sales & Marketing

Brian Ashley

brian.ashley@noln.net Account Coordinator

Caitlyn Nix

caitlyn.nix@noln.net

CONTRIBUTING WRITERS



Jim Baumer Phillip Perry Tom Probus Lenny Saucier Steve Swedberg Matt Talbert Kate Zabriskie

GRAPHIC DESIGN



JimNissen.Design

WEBSITE DEVELOPER



Tiffany Fowler

Published twelve times a year (along with an additional Buyers Guide) by NOLN 2721 81st St., Lubbock, TX 79423. Postage Paid at Shepherdsville, KY. Postmaster: Send address changes to NOLN, 2721 81st St., Lubbock, TX 79423. Editorial Information: info@noln.net. Annual subscription rate to U.S. destinations is $39. Subscriptions to Canada and Mexico are $70. All other foreign destinations are $130 for postage. Prepayment is required on all foreign orders, paid in U.S. funds. ©Copyright NOLN 2018. Reproduction is allowed only with permission of publisher. Views expressed by columnists and guest writers do not imply NOLN endorsement. Every attempt is made to provide accurate and reliable information described or offered herein, nor can NOLN verify accuracy of advertising claims made herein. The purpose of NOLN is to open an active line of communication between lube shop owners and managers and to provide a link between lube shops, manufacturers and suppliers throughout the country. Authors — We welcome editorial proposals and submissions. Contact Tammy Neal for more information. Advertisers — Advertising rates are available upon request. Please contact Brian Ashley for display advertising deadlines, Internet advertising and other information.Contact Nikki Held for classified advertising information.

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September 2018 Volume 33  Number 9 ISSN 1071-1260 All correspondence and inquiries should be directed to our business offices: 2721 81st St. Lubbock, TX 79423 Phone: 800.796.2577 or 806.762.4464

AROUND THE INDUSTRY Lucas Oil Center Hosts “Give Back Day” Lucas Oil Center in Evansville, Indiana, hosted a special Give Back Day to support the kids at Riley Hospital for Children on July 14. Lucas oil Center gave back 20 percent of all car wash purchases at their eastside location all day on Saturday, July 14. Riley Hospital for Children strives to provide a family-friendly environment where world-class healthcare for children is matched by genuine hospitality and helpfulness. Located in Indianapolis, Riley Hospital for Children serves many children and families with several facilities throughout the state of Indiana, including Evansville. “We are excited for the opportunity to support Riley Hospital for Children with this give back event,” said Bill Floyd, coowner of Lucas Oil Center in Evansville. “So many families and young people in our area have been helped by the great people at Riley over the years. If we can help them in even the smallest way, we are thrilled to do it. Here at Lucas Oil Center, we like to think of ourselves as passionate people with smiling faces serving our community one car at a time.”

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Valvoline Awards Grassroots Racer $50,000 to Pursue Racing Career Valvoline recently announced Wyatt Alexander of Ellsworth, Maine, as the grand prize winner of its Fast Track to Fame contest, which was launched nationwide in support of grassroots racing. Valvoline announced the program in February, inviting amateur racers of all backgrounds and experience levels to participate in an effort to celebrate the passion and pursuit of excellence that drives grassroots culture. The contest operated in two rounds, with the second round controlled exclusively by public voting. Valvoline received over 800 driver entries and thousands of user votes were cast throughout the duration of the program. Alexander is a third-generation mechanic and race car driver with aspirations of racing professionally. In the meantime, the 18 year old is enrolled full-time at UNC Charlotte studying mechanical engineering while he works part-time for two race teams. “I’m living the dream, but I’m constantly on the go. It’s a balance of doing anything I can to be the next young gun, but also knowing that I need to focus on school,” Alexander said. “With this opportunity

from Valvoline, I want to put a couple other big races on our schedule to get my name out there. It’s pretty simple: just do more racing.” Valvoline has a rich history in professional racing dating back to its winning the first American auto race in 1895, to formulating the world’s first racing oil in 1965, to sponsoring legends like Mark Martin, Al Unser Jr., Joe Amato and seven-time NASCAR Cup Series champion Jimmie Johnson. “This program was an opportunity to show our continued support for motorsports and those who live the ‘Never Idle’ mantra that Valvoline is rooted in,” said Travis Montgomery, head of sports marketing and entertainment for Valvoline. “We were looking for someone with grit, passion and drive, and there is no doubt we found those qualities and more in Wyatt.” In addition to the overall Fast Track to Fame winner, three runners-up — Morgan Ward of Watertown, South Dakota, Jonathan McKennedy of Chelmsford, Massa-

chusetts, and John Baker of French Lick, Indiana — will receive incremental prizes including cash and Valvoline product. “We look forward to watching these young racers’ successes and will offer continued support as they continue to pursue their dreams in motorsports,” Montgomery said. This opportunity is made possible by sponsors including Speedway Motors, One on One Brand, iRacing and TSMGI. Car Hits Oil Change Building Hometownstations.com reported an accident in Lima, Ohio, that happened June 22 at the Valvoline Quick Oil Change on Elida Road. According to officials at the scene, a Cadillac was traveling westbound on Elida Road when another vehicle caused the driver to lose control. The car traveled up and over the curb causing it to spin, striking the building and a flagpole with enough force to blow out the back window.

The driver and his passenger were transported to the hospital with what first responders told hometownstations.com appeared to be non-life threatening injuries. University of the Aftermarket Foundation Announces Scholarship Recipients The University of the Aftermarket Foundation has awarded 80 students with scholarships for the 2018-19 academic year. “We are very pleased that the University of the Aftermarket Foundation can help so many talented students that are pursuing a career in the automotive aftermarket,” said Pete Kornafel, MAAP, chairman, education and scholarship committee, University of the Aftermarket Foundation (UAF). “By helping them with scholarship funds toward their tuition, they can focus on achieving their academic goals and entering the workforce.” Scholarships totaling $130,000 have been awarded to students working ei-

ther to become a mechanical, collision or heavy-duty repair professional or who are pursuing a business or engineering degree that will lead to a career in the automotive aftermarket. The recipients attend or will attend a two-year vocational/technical college or a four-year college or university and will each receive a UAF scholarship worth $1,000 to $5,000 to advance their education. The University of the Aftermarket Foundation also awards named scholarships on behalf of a variety of individuals and organizations. To learn more or apply for a scholarship, visit www.uofafoundation.com and: www.automotivescholarships.com VIOC Supports Red Cross Flood Relief The Red Cross and Valvoline Instant Oil Change locations around the state of Maryland teamed up to help support their neighbors in Ellicott City who were hard hit by flooding. Customers donated to the Red Cross Disaster Relief Fund at eight Valvoline Instant Oil Change locations in Maryland. Every customer who donated received a discount on future oil change services and a donation card to help build a visual “wall of generosity” at these service centers. The centers that participated in the relief fund were: Annapolis, Bowie, Brooklyn Park, Edgewater, Ellicott City, Glen Burnie, Laurel and Middle River. In addition, the Valvoline Instant Oil Change franchisee that operates these locations, Henley Enterprises, Inc., matched 50 percent of all customer donations up to $10,000. “We want to give back to the community of Ellicott City,” said Don Smith, CEO of Henley Enterprises. “We appreciate our customers’ generosity in this time of need and want to show our support for the communities we serve.”

BG Products at the White House for Made in America BG Products, Inc., was selected to represent the state of Kansas at the Made in America Product Showcase hosted at the White House on July 23, 2018. “We are humbled to be chosen for this prestigious honor,” said Darin Greseth, BG Products Inc., president and CEO. “I’m thankful for all the wonderful people who are part of BG, in Kansas and around the world. The best automotive fluids in the world are made in America by BG Products!” A few of BG’s highest quality products and equipment were on display on the State Floor in the White House. BG Products Inc., representatives Tim Albritten and Shawn Farney presented President Donald J. Trump with a commemorative BG 44K can encased in a shadow box signed by employees in Wichita, Derby and El Dorado, Kansas.

“It was a privilege to represent BG Products and our distributors,” said Shawn Farney, general manager for Kansas BG. “I will never forget this lifetime opportunity.” “BG is a homegrown company with deep roots in American soil,” said Tim Albritten, Sr., business development manager. “I’m proud to be part of a company that has been made in the U.S.A. for nearly 50 years.” Learn More, Earn More at AAPEX Continuing education: Lawyers need it, doctors need it and — perhaps most of all — automotive professionals need it. Advances in the automotive aftermarket industry move fast, and to remain competitive, staying informed is critical. That’s why AAPEX will be rolling out even more robust educational programs for 2018, with forward-thinking, innovation-focused areas like Let’s Tech, Mobility Garage and AAPEX Technology of ToSeptember 2018

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morrow supporting the industry-leading curriculum. Like last year, AAPEXedu sessions will be offered and accredited by the University of the Aftermarket and applicable toward the Automotive Aftermarket Professional (AAP) and Master Automotive Aftermarket Professional (MAAP) designations. Tracks include business management, heating/cooling, import/export, industry trends, paint and body and the Young Professionals Program, among others. In addition to new courses focused on honing business skills — such as The Four Cornerstones of Service Operations Success and Seven Steps to Winning a Customer and a Sale — is the timely offering, Why Should I Work for You? Experts will demonstrate what top shops are doing to recruit talent and achieve a competitive advantage. The AAPEXedu Service Professionals Program will include a Service Professionals General Session — a town-hall-style program with new content featuring an industry panel comprised of a shop owner, a technician and an industry trainer. The Service Professionals General Session will return this year on Thursday, November 1, and is free to attend. For more information on how AAPEX helps technicians stay ahead of the curve, details on event registration and more, visit: aapexshow.com

Celebrity Car Builder Delivers Lift Safety Tips Automotive Lift Institute (ALI), the trade association dedicated to vehicle lift safety, recently launched a four-part video series featuring celebrity car builder/TV host Lou Santiago. Watch the first episode at: https://youtu.be/qzgh_pr9fw4 In the series, Santiago gives a behindthe-scenes tour of the new LiftLab facility at ALI’s headquarters in Cortland, New York. Along the way, he shares lift safety tips and highlights a couple of cool vehicles in the facility: a 1969 Plymouth Road Runner and a 1946 Brockway heavy-duty truck.

“Lou’s been wrenching on cars and trucks since he was a kid,” said R.W. “Bob” O’Gorman, ALI president. “He got his start through the New York State BOCES program for diesel mechanics, served his country as a Navy Seabee and has shown

millions of people how to build and repair vehicles through his television shows. He’s a great guy to deliver the message that although everyone makes mistakes, it is important to focus on using and maintaining lifts properly to stay safe on the job.” As Lou says in the first video, “It’s no secret that most of us do not sit around the shop and talk about lift safety. (But) at some time in your life, you have to make a commitment to being safe. I’m being serious here. I’ve pulled out transmissions in the middle of the desert in a slot ditch. It’s not the way to do it, but when things get rough, you gotta do what you gotta do. Nowadays, when you’re in your shop, you don’t have to rush. I understand time is money. But you can’t get the money if you’re in a hole.” Raising Funds for Breast Cancer Awareness Beginning in March with the Strictly Diesel Desert Diesel Nationals at Wildhorse Pass Motorsport Park through the recent Thoroughbred Diesel Throwdown at Mountain Park Dragway, Amalee Mueller has taken the lead in sled pulling points for Pro Stock and Limited Pro Stock classes, as well as second place in points for the Super Diesel class of NHRDA’s Hot Shot’s Secret Diesel Drag Racing series.

After her mother’s triumphant battle against breast cancer, Mueller decided to brand her Dodge Cummins powered truck Save The Racks to raise awareness and lend support for a continuing fight against breast cancer. Soon thereafter, Lubrication Specialties Inc. (LSI), manufacturer of Hot Shot’s Secret and the title sponsor of the NHRDA Hot Shot’s Secret Diesel Drag Racing series, announced they would support her cause by donating funds for each pass made by Mueller in her Super Diesel race truck, as well as the family’s other Save The Racks branded Pro Stock 12

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“...Selling to Valvoline is the Right Path Forward”

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race truck, currently driven by Larson Miller from Firepunk Diesel. All funds will be donated to the Breast Cancer Research Foundation. Halfway through the season, over $4,000 had already been raised. Kyle Fischer, Lubrication Specialties Inc. director of Marketing, said, “We have long been impressed with Amalee and her determination to win. When we heard of her plans to raise awareness for breast cancer, our company was committed to backing her. We announced the Save The Racks pro-

motion that donates funds for every pass, as well as additional funds if the trucks make it to the finals of any racing class.” With every pass made during the season by Amalee or made by the Save The Racks Pro Stock truck, Hot Shot’s Secret donates $50. Additionally, the company provides a $250 bonus for finishing runner-up and a $500 bonus for a class victory. “Hot Shot’s Secret, as a brand, is growing very successfully, and we attribute much of it to our title sponsorship with

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NHRDA and the kinds of partnerships in the automotive industry we have established, like the one with Amalee Mueller,” Fischer said. “She is a fierce competitor both on the track and in her efforts to find a cure for breast cancer. It feels great to be in a position to help her cause.” Auto Care Association Testiﬁes Before Department of Commerce on Section 232 Auto Investigation On July 19, Auto Care Association President and CEO Bill Hanvey testified before the Department of Commerce (Commerce) in Washington, D.C. on the Section 232 National Security Investigation of Imports of Automobiles and Automotive Parts. In Hanvey’s testimony, the Auto Care Association urged the Trump administration to consider the severity of unintended consequences that may ensue by imposing of tariffs on imported autos and auto parts, including the negative impact it may have on the U.S. economy and jobs, our global competitiveness and U.S. consumers and families.

“The auto industry has an international footprint and comprises integrated supply chains that are long and global,” Hanvey said. Hanvey also noted that imports, including raw materials and intermediate goods, allow our industry to remain competitive domestically and to export globally, while supporting a broad range of U.S. jobs. “A recent economic study completed for the Auto Care Association found that a 25 percent tariff on imported auto parts could cause a reduction of 17,800 jobs in the auto parts manufacturing sector, resulting in $1.4 billion in lost wages,” Hanvey said. “The study further predicts that 6,800 jobs would be lost by vehicle repair shops and an additional 85,200 jobs would be lost in the auto care wholesale and retail segment due to unperformed maintenance. “We support the Trump administration’s efforts to improve U.S. competitiveness in the global marketplace, but strongly recommend that the administration refrain from trade restrictions that would

undermine the auto industry. We urge the administration to seek solutions that protect U.S. investments, facilitate trade and create competitive value chains that benefit the global growth of our industry.” In addition to Hanvey’s testimony, the Auto Care Association submitted comments to Commerce on June 29 regarding the Section 232 investigation as part of the public comment process. New York State Automotive Aftermarket Association Announces Scholarship Winners The New York State Automotive Aftermarket Association (NYSAAA), in conjunction with the University of the Aftermarket Foundation, has awarded three academic scholarships in honor of John J. Lorenzen and Debbie J. Tranello to New York residents who will be attending college in the fall. Each of the following individuals have been awarded a $700 scholarship for their academic pursuits. Cameron Sprague, Rochester, New York – Alfred State College Edelyn Nunez Abreu of Bronx, New York – Delhi University Dawson Mead of Lowville, New York – Jefferson Community College “The University of the Aftermarket Foundation commends NYSAAA for awarding these scholarships to three outstanding and well-deserving students,” said Bob Egan, MAAP, chairman, University of the Aftermarket Foundation. “NYSAAA has a long history of providing industry educational opportunities in the state of New York and we are honored to be able to administer these scholarships on behalf of them.” To learn about available scholarship opportunities or to support the mission of the University of the Aftermarket Foundation, visit: www.uofafoundation.com AI Solution Provider Secures Series A Financing Openbay, an online marketplace for automotive repair and services and a provider of SaaS based solutions for the automotive aftermarket industry, recently announced it closed an $8M Series A round of financing. Shell Ventures LLC led the round with participation from existing investor Stage 1 Ventures. The new round will be used to bring to market artificial intelligence

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(AI) enabled solutions for businesses that provide automotive repair services and to grow existing and new markets across all its offerings. Openbay provides an online marketplace that empowers consumers to conveniently locate automotive service providers, compare price quotes for services and transact for automotive maintenance services.

“Openbay’s vision has not changed since its inception; fundamentally improve the experience for automotive repair and services for consumers, and the way that automotive care businesses acquire and service customers. Consumers expect their interactions across websites, social platforms, mobile and messaging apps to be engaging and interactive. This requires natural-language processing, machine learning and predictive analytics,” said Rob Infantino, founder and CEO of Openbay. “With fresh capital and depth of the resources our strategic and global investors bring to Openbay, the company is now well positioned to grow and expand its offering globally.” Pronto Awards Eight Auto Service Center Scholarships National Pronto Association has awarded eight Auto Service Center scholarships, according to Bill Maggs, president and CEO of National Pronto Association.

The following students will receive scholarships for the 2018-19 academic year: Mariana Armstrong of Gainesville, Florida; Emily Blaettner of Boerne, Texas; Robert Blaettner of Boerne, Texas; Anna Christians of Sheldon, Iowa; Giovanni Colatruglio of Warren, New Jersey; Matthew Matuska of George, Iowa; Ashley Stamboulain of Robbinsville, New Jersey; and Jonah Stevenson of Huntsville, Alabama. The annual Pronto scholarship program is funded by National Pronto Association and its warehouse distributor members and is administered by the University of the Af16

www.noln.net

termarket Foundation. Sons, daughters and employees of any active Pronto Auto Service Center currently purchasing from a Pronto member are eligible for consideration. Candidates must be attending a two or four-year accredited college, an ASE/NATEF certified post-secondary automotive/heavy duty/collision technician training program or any licensed and accredited vocational school. “National Pronto Association is honored to award scholarships to these outstanding young men and women,” Maggs said. “These scholarships demonstrate our commitment to help provide educational opportunities to the next generation of our members’ employees and families.” To apply for future scholarship opportunities, visit: www.automotivescholarships.com Each application will be considered for every scholarship where the application meets the qualifications. Jiffy Lube Expands Footprint Jiffy Lube continues its focus on expanding the brand’s footprint. With more than 2,081 franchise-owned service centers across North America, the automotive maintenance provider has opened 45 new Jiffy Lube service centers in the U.S. since January 2017, expanding into new markets and growing communities. “Last year, we doubled the number of new Jiffy Lube service centers opened over the previous year and are purposely maintaining our aggressive growth strategy,” said Patrick Southwick, president of Jiffy Lube International, Inc. “Jiffy Lube is known for speed and convenience, and one important aspect of convenience is providing the right services in the right

location. We are delivering exactly that as we methodically plan our growth.” On average, Jiffy Lube has added between two and three franchisee-owned service centers per month since the beginning of 2017, with plans to increase year on year growth projections. The growth extends coast-to-coast, with the most recent service centers opening in Glenpool, Oklahoma; Odessa, Florida; Dallas, Oregon; Palmdale, California; Holly Springs, North Carolina; Alpharetta, Georgia and Tracy, California.

Chris Dykes, director of Network Development for Jiffy Lube International, Inc., added, “We offer several incentive programs and provide numerous resources to support new growth to help existing and prospective Jiffy Lube franchisees grow their business, whether the franchisee is looking to self-develop new locations, participate in a ‘turn key’ Build to Suit program, or anything in between.” Take 5 Oil Change Supports Children’s Miracle Network Hospitals For 12 years Take 5 Oil Change locations have raised more than $1.17 million for Children’s Miracle Network Hospitals, a nonprofit raising money and awareness for nearly 170 children’s hospitals. After raising $426,506 in 2017, Take 5 Oil Change set their sights higher.

CMY

“We know that this year our customers were enthusiastic about supporting such an incredible organization that dedicates an immense amount of time and resources to improving the lives and health of children,” said Gabe Mendoza, president of Take 5 Oil Change. From May 25 to July 13, over 320 Take 5 Oil Change locations across the country raised more than $500,000 benefitting 35 hospitals across 20 states. Customers made donations from $1 to $5, proving a small act of kindness can make a big difference. “Partnering with an organization that has been dedicated to helping children in each of the local communities it serves for 35 years is something that we take immense pride in,” Mendoza said. “Knowing that our donations, including the funds raised through our customers, will be immediately invested back into our local children’s hospitals to purchase life-saving medical equipment and care is why we continue to partner with this organization year after year.” 

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T-13 By Steve Swedberg

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Putting A

FAILED ENGINE

TEST Under the Microscope A PI CK-4 has been in the market since December of 2016 and has replaced a large portion of the heavyduty engine oil (HDEO) market, which had been ruled by API CJ-4. There were several changes to the performance requirements of CK-4 vs. CJ-4. In addition to tightened limits on some bench tests, such as volatility and shear stability, two new engine tests, the Volvo T-13 and the Caterpillar Oil Aeration Test, were added. One engine test, the Sequence IIIG, was removed. The Volvo T-13 is a diesel engine test that measures oxidation resistance of the engine oil. It replaced the Sequence IIIG, which was the last gasoline fueled engine test in use for diesel engine oil category approval.

Recently, Shell Oil created quite a stir when they published a report saying that the flagship product of one of their major competitors in the HDEO marketplace failed to meet a major engine test requirement of the latest API category, CK-4. ExxonMobil’s Delvac 1300 is the one under the microscope. In their report, Shell noted that they routinely tested competitive products, which they refer to as “competitor benchmarking.” They stated that they do this to “understand potential product shortcomings for future designs as well as to validate performance.” During the course of this benchmarking process, Shell ran a sample of ExxonMobil

Delvac 1300 in the Volvo T-13, a very severe 360-hour duration, high-temperature oil oxidation test. Shell chose the T-13 as a critical test for oxidation resistance and one that is required to meet industry standards, including API CK-4. It is a key indicator of an engine oil’s ability to protect itself and the engine hardware. To make sure the test was fair, Shell ran a blind test on Delvac, sending the oil to the test laboratory with a coded identity. The sample of Mobil Delvac 1300 Super 15W-40 did not meet the passing limits for neither the API CK-4 performance standards, nor the more stringent requirements for Volvo, Mack and Cummins. The oxidative stability of an engine oil September 2018

NOLN 19

is a gauge of its resistance to thermal and chemical breakdown in use. If the oxidative stability is subpar, the result could be more maintenance, performance issues and potentially reduced oil drain intervals, and shorter engine life. According to API 1509, the definitive document on engine oil licensing, “If an API-licensed oil does not meet technical specifications, API will attempt to work directly with the marketer to evaluate the nonconformity and take additional corrective action as appropriate on a voluntary basis. In the event that the matter cannot be satisfactorily resolved, API will take or initiate the actions listed below, singly or in combination, to maintain the credibility of the API Mark and protect the consumer. Enforcement action will be related to the severity of the alleged offense, the period of time that the violating product has been in the marketplace, the efforts made by the marketer to correct the violation and the possible harmful impact on the consumer. “These actions include the following: “a. Temporary suspension of the authority of the licensee to use the API Mark on a product until corrective action has been taken. “b. Termination of the authority of the licensee to use the API Mark on an individual product. “c. Termination of the authority of the licensee to use the API Mark on all API-licensed products marketed by the licensee. “d. Requirement for the licensee to remove noncomplying products that display API Marks from the marketplace. Note: All monitoring and enforcement actions must be resolved to API’s satisfaction before an existing license will be renewed or a new license issued.” There is a possible way to make everything come out right. It is a process in the

API 1509 document, which is called Multiple Test Acceptance Criteria (MTAC). It is a statistical process for taking multiple engine test results to determine conformance to specifications. For example, if you run a test and it fails, but not by much, you can choose to run a second test on the same oil. The results are averaged using statistical tools and the result is compared to a separate set of test limits. Because two tests are run, the passing limits are somewhat relaxed. In the case of the T-13, the two-test limit for maximum viscosity increase at 40 C is 85 percent versus 75 percent for a one-test limit. You can even run a third test, which nets a maximum viscosity increase of 90 percent. This is serious, since it costs a lot of money to test and license engine oils. For instance, the T-13 is a 360-hour fired engine test, and the cost is well into six figures. That being the case, no one wants to run two or three tests in order to get a passing result. The entire engine test program required to meet CK-4 is probably in excess of a million dollars. Once that is accomplished and all the details are complete, there is an additional cost to formally license the finished product with API. The number is not large compared to engine tests. The cost to initially license an oil is $4,500. There is also an annual renewal fee of $4,500, as well as a charge of $0.007 per gallon of oil sales. The cost of success can be pretty high. The cost of a product development program covers not only engine testing but also physical and chemical property testing, which are referred to as bench tests. Among the critical bench tests is volatility, which has become more critical due to emissions concerns. Shear stability of the finished oil is also run. It is a measure of the viscosity modifier’s stability

against shear. The sulfated ash content is limited to 1 percent wt maximum, while phosphorus is at 0.12 percent wt maximum and sulfur is limited to 0.4 percent wt maximum. The result of these limitations drives the use of Group III or other synthetic base oils to meet volatility and stability requirements. It is unlikely that Delvac 1300 is actually substandard, but the fact that oil testing can be used as a marketing tool is certainly something to think about. At a cost of $1 million plus for a test program, most products are formulated with a pretty large safety factor. There’s no sense in running tests at the minimum passing limit to save a few cents on finished oil costs, at least not in the infancy of a new category. As time goes on, the additive suppliers will be able to fine-tune their chemistry to capture every bit of cost savings that is available. Failing an engine test is always cause for concern. The good news is that there are safeguards built into the API system to allow for some unforeseen incidents and to give oil marketers the chance to correct any errors that can occur. So, we can all rest easy.  STEVE SWEDBERG has over 50 years of experience in the oil industry. He has a Bachelor of Science degree in chemistry and graduate work in business administration. He also has extensive training in petroleum products technical service as well as total quality management. His work experience includes lubricants research and development with ARCO and UNOCAL, oil additive marketing at Edwin Cooper (now Afton) and Chevron Oronite and lubricants marketing with Pennzoil. He managed technical groups related to oil marketing, product quality and technical services. Swedberg has also been involved with several industry organizations including STLE, NLGI, ASTM and, most notably, SAE, where he was Technical Committee 1 (Engine Oils) chairman from 1992 to 1996. While in that position, he was able to help influence industry direction as well as make many valuable industry contacts. Swedberg is currently consulting on lubricating products and additives and is a technical writer.

“Recently, Shell Oil created quite a stir when they published a report saying that the flagship product of one of their major competitors in the HDEO marketplace failed to meet a major engine test requirement of the latest API category, CK-4.” 20

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NOLN

2018 FAST LUBE OPERATOR SURVEY RESULTS, PART ONE GENERAL The Fast Lube Operator Survey is one of the most in-depth studies of the fast oil change industry available. Muchrequested by both newcomers to the fast lube industry and seasoned operators — who use it to evaluate the success of their own operations — the survey contains both current and historical data for many operational metrics. Survey data was gathered from questionnaires, via phone interviews, online and mailed directly to operators. The responses for the 2018 Fast Lube Operator Survey account for 1,700 facilities and include shops operating in all 50 states. NOLN has noticed the industry does not share data like in years past. The majority of this year’s survey participants were made up of owners operating one to three stores. Also, NOLN did not get participation from franchises on a corporate level like in years past. A special thanks goes to Valvoline for sponsoring this year’s Operator Survey.

SHOP PROFILE 2018 Job title that best describes respondent Owner ........................................................................................................................................................................................59% Manager .....................................................................................................................................................................................34% Corporate Official ..........................................................................................................................................................................6% Technician ....................................................................................................................................................................................1% Statements that are true for respondent’s business 50% or more of my revenue comes from oil changes and quick maintenance services (45 min. or less).....................................67% I have a carwash .........................................................................................................................................................................16% 22

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System-wide same-store sales growth determined on fiscal-year basis, with new stores included after first full fiscal year of operation. TM Trademark, Valvoline or its subsidiaries, registered in various countries. SM Service mark, Valvoline or its subsidiaries, registered in various countries.

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SHOP PROFILE (CONT.) 2018 Statements that are true for respondent’s business (cont.) My stores are independent .........................................................................................................................................................35% My stores are franchised .............................................................................................................................................................57% I buy my products independently ...............................................................................................................................................78% I buy products through my franchise program............................................................................................................................28% Years in business ........................................................................................................................................................................32 years Average number of bays........................................................................................................................................................................7 Where customers wait In their cars ...............................................................................................................................................................................42% In the waiting room...................................................................................................................................................................66% Respondents answered this survey with Actual numbers from system-generated reports .......................................................................................................................56% Estimates based on their experience .........................................................................................................................................44%

OPERATIONS 2017 2018 Average ticket total .................................................................................................... $76.46................................................... $79.94 Percentage of annual sales comprised solely of oil change services ............................... 56%....................................................... 56% Average number of oil changes per day ............................................................................ 34.......................................................... 30 Total number of cars serviced per day (including inspections, repair work, etc.) ............... 42.......................................................... 31 Break-even car count ........................................................................................................ 18.......................................................... 19 Average bay time ..............................................................................................16.5 minutes.............................................18 minutes Operators who own their building/land ......................................................................... 56%....................................................... 64% Operators who lease their building/land ........................................................................ 44% ...................................................... 36% Average cost of goods for a full service oil change Conventional ....................................................................................................... $15.42................................................... $15.90 Synthetic-blend................................................................................................... $14.36................................................... $20.49 High-mileage ...................................................................................................... $16.11................................................... $21.02 Full-synthetic ...................................................................................................... $22.83................................................... $29.29 24

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US-DIG-0160-EN ÂŠ2018 Valvoline SMService mark, Valvoline or its subsidiaries, registered in various countries. â&#x201E;˘Trademark, Valvoline or its subsidiaries, registered in various countries.

OPERATIONS (CONT.) 2017

2018

Over the past year, the percentage of sales attributed to oil changes has Increased ................................................................................................................. 56%.........................................................32% Decreased .................................................................................................................. 9%.........................................................34% Stayed the same ...................................................................................................... 35%.........................................................34%

DEMOGRAPHICS 2017 2018 Miles customers drive between oil changes ................................................................. 4,178........................................................ 4,792 Average age of vehicles serviced ............................................................................. 8.4 years................................................... 8.3 years Vehicles serviced that have less than 5,000 miles ............................................................ 4%............................................................4% Average number of miles on vehicles serviced ........................................................... 91,403.................................................... 102,442 Percentage of repeat customers ..................................................................................... 71%..........................................................71% Portion of overall sales made up of fleet accounts.......................................................... 15%..........................................................12%

EMPLOYEES 2017 2018 Length of employment for managers...................................................................... 8.6 years.....................................................7.4 years Length of employment for technicians.................................................................... 2.3 years.....................................................2.5 years Average number of employees per store .......................................................................... 6.4..............................................................6.1 Average starting wage for lube techs ........................................................................... $9.42..........................................................$9.58 Average annual salary paid to lube techs .............................................................$22,292.53.................................................$24,575.26 Average annual salary paid to manager ...............................................................$60,738.16.................................................$57,708.72 Average number of hours per week a technician works..................................................... 41...............................................................46 Companies that drug test employees ............................................................................. 74%........................................................... 88% Companies giving a commission/bonus for techs ........................................................... 78%........................................................... 86% Companies that have a city/state minimum wage ......................................................... 91%........................................................... 93% Average minimum wage per hour ....................................................................... $10.34..........................................................$9.22 September 2018

NOLN 25

The Training Never Stops

VIEWPOINT

Operator Survey Water Cooler Talk by Ragan Holt

This time of year is always exciting around the NOLN water cooler. By August, the data has come in from the annual operator survey, and Tammy is inputting the data. The chatter around the water cooler is always about wishing we could get more operators to participate. Don’t get me wrong — I think we get a good sampling of the industry, but as in every survey, it is only as good as the information received. I know back when I was on the street trying to make decisions that would affect our oil change operation, I would refer to the annual survey as a reference guide for the shops I was a part of. An interesting tidbit about surveys in general is that rarely do the same people participate every year, and this year’s operator survey results are no different. To prepare myself for the upcoming phone calls about the survey, I started digging into the last 10 years of our industry, which led me to research some data points in other areas of daily life. First of all, the state of the industry from my perspective is positive. I get asked all the time when I am at various industry events or working in shops what my opinion is of our industry and if it is still viable. I always answer that our industry is stronger than we have ever been with better-trained technicians and qual-

ity support from helpful vendors who supply our shops with top-tier products. Our shops are much better facilities, which are better equipped with the tools and equipment to allow us to better serve our customers. It is also my opinion that a main factor in why vehicles last longer and perform at higher efficiencies is because of the availability of quality vehicle service from our industry. Are we still viable as an industry? Absolutely! Quick automotive maintenance is more important today than it has ever been. As an example, just look at the influx over the last several years of capital investment firms that have been buying shops at breathtaking speeds. Most indicators of this trend point to vehicle service as a good investment, and this trend is expected to continue over the next few years.

The Way I See It: 2007-2017 I have spent several days doing research for this article. I have gone back over the last 10 years of NOLN Operator Surveys to look at what I think are some interesting data points within our industry. As I collected data, my hardest decision was what to write about and what to leave out. Knowing that the two key factors for being profitable in this business are controlling

inventory cost and controlling labor cost, I naturally started with these statistics. Over the last 10 years, we have seen our inventory cost increase by an estimated 34 percent. During this same period of time, we have only increased our price for a basic conventional oil change by 22 percent. But don’t panic yet. As an industry, we have also increased our ticket average by 62 percent to $76.46 per vehicle (2017) from $47.18 in 2007, all while continuing to maintain an estimated 35 cars serviced per day. Obviously, we have become much better at providing additional services. On the employment/labor side of my research, a typical manager position has continued to trend upwards in both pay rate and length of employment, which is an outstanding statement on the health of our industry. Also, the pay rate of technicians has increased; however, the length of employment has basically remained the same over the past ten years. Business advisors and employment research firms would contribute this to the nature of the position. In many cases, a technician in a quick oil and lube is an entry-level position into the general automotive service sector. Some of this is good for the quick maintenance industry, because we serve as a pipeline for the entire automotive service industry; however, there are red flags

“Probably the most controversial statistic is the whole hubbub over the miles driven between oil changes. In 2017, we actually

saw a decrease of 174 miles as compared to 2007.”

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“Since 2007, vehicle prices have risen by 21 percent to an average cost of $33,560,

with several luxury vehicles scratching six ﬁgures.”

being raised, because there is a concern that not as many people are pursuing automotive service as a career choice as they have in the past. Probably the most controversial statistic is the whole hubbub over the miles driven between oil changes. In 2017, we actually saw a decrease of 174 miles as compared to 2007. According to the data you sent NOLN over the last 10 years, our customers drove an average of 4,516 miles between oil changes. In fact, according to the 2000 NOLN Operator Survey, our customers drove 4,397 miles between oil changes. If there was ever a need for an episode of “Myth Busters” in the quick maintenance industry, it would cover this one misconception. Our customers are still servicing their vehicles at the same intervals they always have, regardless of what we have heard from the blogosphere and others looking for excuses of why they are not servicing as many vehicles. The drivers of today’s vehicles are still servicing their vehicles at regular and consistent intervals.

Compared to the Rest of Life Since 2007 Analyzing data is a tricky business. In most cases, data can be manipulated to prove whatever viewpoint the analyzer wants to prove, and the NOLN operator survey is no different. However, it is interesting to look at other key aspects of life to see how those elements have changed. In 2007, a gallon of milk cost an average of $3.80 a gallon, as compared to $3.17 in

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2017. Hard to believe. When everything seems like it has gone up, milk has seen a decrease of 63 cents. But milk is an agricultural product that has government subsidies attached to it and market conditions unique to the dairy industry, so maybe that’s not a good one to consider — except to say, not everything always goes up. Maybe a better statistic is that in 2007 a trip to the grocery store would cost an average of $54.11, whereas in 2017 that same trip would cost you $72.64. For those of us who still enjoy going to the movies and seeing the latest blockbuster on the big screen, we now hand over $3.50 more than we did in 2007 and the popcorn at that same movie house is a whopping $2.75 more. An interesting trend in the major movie houses is that they have changed their business model to rely on concessions sales to increase profitability and now use the price of entry as a means to cover the fixed costs. In other words, a movie theater makes very little profit on a customer who just buys a ticket to the movie and doesn’t purchase a soda and bag of popcorn. Seem familiar? In the quick maintenance industry, most shops don’t make any money just performing an oil change. We need to sell other products and services to remain profitable. Most industries have trended this way. What used to create a substantial profit is now used as a means of getting customers into the business, and then additional services and products can increase the profitability of the business.

As a point of training, this is why it is important to show and tell our customers what the OEM recommendations are. More importantly, we need to tell them because our customers are expecting us to do a thorough job servicing their vehicles. Informing them of needed or required services is an important part of the service. Since 2007, vehicle prices have risen by 21 percent to an average cost of $33,560, with several luxury vehicles scratching six figures. Today’s vehicles are engineering marvels that perform at levels we never thought possible, and sticking to the OEM recommended services is critical for continued performance of these vehicles. I often have this discussion whenever I have the opportunity to work in the shops: Properly servicing today’s vehicles is a huge responsibility. The quick maintenance shops that perform these services correctly are a valuable asset to the community they serve. The shops that choose to cut corners or choose not to invest in training and proper instruction are an ugly stain on the reputation of the majority of the industry. Take a minute to read the 2018 Operator Survey and see how it compares to your operation. P.S. Parts two and three of the 2018 Operator Survey will be published in the October and November issues — if you you completed the Operator Survey questionnaire; then the full results should already be in your email inbox! 

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How to Combat the Low-Maintenance Objection by Tom Probus, Automotive Research Specialist, BG Proving Ground

ost people either don’t have time or are confused about taking proper care of their cars. And with newer, more complex vehicle models coming out each year, it’s only going to get worse. That’s a huge reason people have become enamored with the “lowmaintenance” vehicle. It’s a fast-paced world, and it’s only getting faster. The idea of low-maintenance or no-maintenance vehicles is a major selling point. It takes all the guesswork out of a service visit. But these kinds of vehicles don’t exist. There’s no such thing as a low-maintenance vehicle. Promotions for lowmaintenance vehicles don’t tell the whole story. Most are loosely based on perfect driving conditions in perfect temperatures for a specified number of miles. We don’t live in a perfect world. We live in a world with extreme conditions, like temperatures above 90 degrees in the summertime. And stop-and-go driving. And towing boats to the lake. And the Kardashians. People who buy low-maintenance vehicles can be confused and skeptical at service visits. When you ask them about performing a service and they give you an arms-folded “no, because I bought a low-maintenance vehicle,” then you’re going to have to help them understand why their lowmaintenance vehicle still needs care. Sadly, it’s these same customers who re-visit a shop after 100,000 miles confused and frustrated that they have to pay for an expensive repair. Now, it’s a high-maintenance vehicle.

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Dispel the low-maintenance myth

So how do you help your customers understand that all vehicles need maintenance? Well, first, let’s cut them some slack. We’re the automotive experts, not them. Vehicle maintenance is under-communicated. It’s no wonder I see so many memes making fun of the uneducated car owner. But, a confused mind says no, so to get past the maintenance roadblock we’re going to have to do a few things: 1. Educate your customers. 2. Advocate for the vehicle. 3. Work with your customer to tailor a plan.

Educate your customers

We all know that maintenance can be a hard sell. But why? “If it ain’t broke, don’t fix it.” It rings true for many people. So if it ain’t broke, how do you get them to understand that, maybe one day, it will break? Maintenance is pretty easy to understand, yet the importance of it gets lost in translation. Either you exercise and eat right, and your body stays in good shape. Or you embark on a donut diet and can’t make it up two steps without taking a break. We know maintenance is important. How do we get them to know it’s important? Invest time in education. Most people likely don’t know (or care) what goes on under the hood of their car. What they do know is that repairs are expensive, and that they always happen at the worst time. Your goal is to rewire that circuit board in their brain.

Low-maintenance=unexpected, expensive repairs. Maintenance=no unexpected, expensive repairs.

Try explaining it using references they are more familiar with. People are guilty of maintenance every day without even knowing it. It’s an important part of life. Why do they brush their teeth? So they don’t get gum disease, tooth decay, and lose their pearly whites. They also go to the dentist every six months because that’s the recommended time between checkups. Why do they mow their lawn? So it doesn’t turn into an overgrown jungle (and to compete with their neighbors for “best lawn”). Find something your customer relates to. Use it to make a comparison to how he handles his vehicle.

Advocate for the vehicle

It’s your job to make sure your customers’ vehicles are safe and reliable. Your role as a maintenance advocate won’t always be easy. You’ll have to persevere even when faced with that arms-folded-no. Some people will be curious to learn more and others won’t. That’s ok! You’re there to make sure your customers are well informed about the health of their vehicles. The truth is, engines are actually becoming more high maintenance. Back in the old days, Dad could repair anything on that beat up old Chevy with a wrench and some grease. Engines were simpler then. While modern cars are more challenging for most drivers to maintain themselves, they’re also a lot safer and more efficient. Even though they can’t physically turn the wrench (or don’t even want to), you can still bring your customers in on the repair loop. One of the simplest things people can do is add a good fuel system cleaner to the gas tank once a year. Speak to them about the quality of gasoline and how gas mileage can be improved by simply keep the fuel system clean. We know that most of the time customers just come in

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for an oil change. But if you notice things that are unsafe, that will change the conversation. If you see things that could be expensive repairs in the future, you need to make that part of the conversation. The goal is to make sure the car and the customer are both taken care of, before they leave the shop.

Work with your customers and tailor a plan

One of the most frustrating things about working in automotive maintenance (or any service industry) is that bad experiences are shared 10 times more than neutral or even good experiences. You may feel like you’re always having to prove your credibility. Your chance to connect with your customers happens during your inspection. A walkaround multipoint inspection can be a critical bonus to the customer, especially if she’s skeptical of your recommendations. The inspection review is free information that you provide to your customer. She could easily Google any automotive problem and come up with her own conclusions (and she could be pretty close to accurate). But, you don’t want her relationship with Google to be stronger than her relationship with you. Even the word inspection lets your customers know you’re just checking on things. Your fluid sampling and inspection may turn up safety concerns. For example:

• A brake inspection test strip can indicate there’s water or high levels of corrosion in the brake system. This puts the system at risk of under performing. • Inspecting transmission fluid can help determine the protective capabilities of the fluid. Dark, oxidized fluid and metallic material are both signs of transmission wear. Your inspection can also help your customer make an informed decision about simple maintenance solutions that prevent large expensive repairs. Such as: • A change in the pH of the coolant puts the radiator and water pump at risk. This is cheap and easy to fix early on, but expensive and messy to repair later. • Deposits form in the fuel system under normal operation. Performing routine fuel system cleaning minimizes costly repairs like manual intake valve cleaning or fuel injector replacement. This is also a good time for you to learn more about your customer. Ask about their typical driving schedule (long distances or stop-and-go). What matters to your customer? Is he hyper aware of gas mileage? Is she afraid of catastrophic engine failure after an elongated oil change interval? Has she experienced component failures in the past? These insights can help you put together a proactive schedule of maintenance checks tailored for that customer. Customers appreciate the special attention. They’ll thank you for it! Remember, low-maintenance vehicles only exist in perfect conditions. The world isn’t perfect. People need to know that. S Content brought to you by BG Products, Inc. For more information, visit: bgprod.com

NUTS & BOLTS

Tech Spec: 2018 Nissan Kicks

MOTOR OIL: 0W-20 CAPACITY: 4.375 QUARTS (4.1 LITERS) WITH FILTER CHANGE The brand-new Nissan Kicks joined Nissan’s lineup of crossovers and SUVs last spring. Kicks is the first new nameplate Nissan has launched in the last eight years. Kicks is designed to fit the needs of singles or couples looking for unique styling, roominess, personal technology, smart functionality and advanced safety features at an affordable price. The initial Kicks concept was first shown at the 2014 Sao Paulo Motor Show. The Kicks blends Nissan’s design signatures with modern themes: Nissan’s V-Motion grille, boomerang headlights and taillights, a “floating roof” with “wraparound visor” and “hidden” C-pillars. Available exterior features include standard intelligent auto headlight with adjustable sensitivity and timing, rear wiper and roof rails — along with available LED low beam headlights with LED signature accents, fog lights, heated outside mirrors with integrated turn signals and rear roof spoiler. Every 2018 Kicks comes with a standard 1.6-liter DOHC 16-valve four-cylinder with continuous variable valve timing control system. The engine is rated at 125 horsepower and 115 pound-feet of torque. Combined with a smooth, fuel efficient Xtronic transmission, fuel economy is rat34

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ed at 31 mpg city, 36 mpg highway and 33 mpg combined. Kicks is offered in frontwheel drive only. Kicks also offers standard traction control system, vehicle dynamic control and hill start assist, front disc/rear drum anti-lock braking system and electric power steering with a tight 34.1 foot turning radius. Kicks SR includes an integrated dynamic-control module, featuring active engine brake, active trace control and active ride control. Nimble handling is provided by a front independent strut, stabilizer bar suspension matched with rear suspension featuring twist beam and twin-tube shock absorbers. Kicks S grade comes with 16-inch steel wheels, with 17-inch aluminum-alloy wheels standard on Kicks SV and SR grades — mounted with 205/60R16 all-season or 205/55R17 all-season tires, respectively. Moving to the interior, the Kicks’ instrument panel is dominated by a centrally mounted 7.0-inch full color display housing a comprehensive infotainment system. Kicks offers three interface choices — NissanConnect, Apple CarPlay or Android Auto. The Kicks SR Premium Package includes the Bose Personal Plus sound system. Part

of the Bose Small Vehicle Series, it delivers a superior, driver-focused listening experience using just eight speakers and proprietary Bose signal processing to provide what Bose calls “360 degrees of immersive sound.” Key to its dynamic sound is a pair of lightweight 2.5-inch Bose UltraNearfield neodymium speakers located inside the Kick’s driver’s seat head restraint. The system also includes compact 6.5-inch Bose Super65 speakers in each front door, cross-firing 1.0-inch tweeters in each Apillar and 5.25-inch wide-range speakers in each rear door. A Bose PersonalSpace Control feature is built into the infotainment system’s audio settings, providing adjustable listening options from frontfocused sound to a wider, more enveloping experience. The system also includes a digital amplifier with six channels of custom equalization and digital system processing. Among the other on-board technology, Kicks features an available Intelligent Around View Monitor, which uses four onboard cameras to present a virtual composite 360-degree bird’s-eye view of the Kicks, with split-screen close-ups of the front, rear and curb-side views. It also gives the driver an on-screen heads-up when it detects moving objects near the vehicle.

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The 2018 Kicks is offered in a range of seven exterior colors — plus five two-tone combinations. Three of the two-tone color schemes utilize a black roof and contrasting body colors (white, orange or red), along with an orange roof/grey body combination and a white roof/blue body combination. The 2018 Nissan Kicks is available in three well-equipped models — Kicks S, Kicks SV and Kicks SR. Among the list of the standard features found on Kicks S are automatic emergency braking, Bluetooth hands-free phone system, three USB ports, keyless entry, push button start, roof rails and intelligent auto headlights. Kicks SV includes Apple CarPlay and Android Auto, blind spot warning, rear cross traffic alert, Nissan intelligent key, 17-inch aluminum-alloy wheels, body color heated outside mirrors and outside door handles, tonneau cover, automatic temperature control, easy fill tire alert, 7.0-inch advanced driver alert display, SiriusXM satellite radio, remote engine start and more. Kicks SR adds a sporty flair with the addition of LED low beam headlights with LED signature accents, fog lights, black heated outside mirrors with integrated turn signals, leather-wrapped steering wheel, leather shift knob, SR seat fabric with interior trim and accents, front and rear bumpers with body color inserts, rear roof-mounted spoiler, dark chrome grille accents, intelligent around view mirror and more. Servicing the 2018 Nissan Kicks To help ensure smooth, safe and economical driving, Nissan provides two maintenance schedules that may be used, depending upon the conditions under which the vehicle is usually driven. Additional maintenance items for severe operating conditions should be per36

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formed on vehicles that are driven under especially demanding conditions. Additional maintenance items should be performed if the vehicle is primarily operated under the following conditions: • Repeated short trips of less than five miles (eight km). • Repeated short trips of less than 10 miles (16 km) with outside temperatures remaining below freezing. • Operating in hot weather in stop-and-go “rush hour” traffic. • Extensive idling and/or low-speed driving for long distances, such as police, taxi or door-to-door delivery use. • Driving in dusty conditions. • Driving on rough, muddy or salt spread roads. • Using a car-top carrier. STANDARD MAINTENANCE Every 5,000 miles (8,000 km) or six months: • Replace engine oil • Replace engine oil filter • Rotate tires Every 10,000 miles (16,000 km) or 12 months: • Inspect brake lines and cables • Inspect brake pads, rotors, drums and linings • Inspect CVT fluid • Inspect drive shaft boots Every 15,000 miles (24,000 km) or 18 months: • Replace in-cabin microfilter • Inspect Nissan intelligent key battery Every 20,000 miles (32,000 km) or 24 months: • Inspect EVAP vapor lines • Inspect fuel lines • Replace brake fluid • Inspect exhaust sytem • Inspect steering gear and linkage, axle and suspension parts

Every 30,000 miles (48,000 km) or 36 months: • Replace air cleaner filter Every 40,000 miles (64,000 km) or 48 months and then every 10,000 miles (16,000 km) or 12 months: • Inspect drive belt Every 105,000 miles (168,000 km): • Replace spark plugs At 105,000 miles (168,000 km) or 84 months and then every 75,000 miles (120,000 km) or 60 months: • Replace engine coolant MAINTENANCE UNDER SEVERE OPERATING CONDITIONS Every 5,000 miles (8,000 km) or six months: • Inspect brake pads, rotors, drums and linings • Inspect steering gear and linkage, axle and suspension parts • Inspect drive shaft boots • Inspect exhaust system Every 10,000 miles (16,000 km) or 12 months: • Replace brake fluid Fluids and Capacities Motor Oil: 0W-20; capacity is 4.375 quarts (4.1 liters) with filter change or 4.0 quarts (3.8 liters) without filter change Coolant: Nissan Long Life Antifreeze/ Coolant (blue); capacity is 1.875 gallons (6.95 liters) CVT Fluid: Nissan CVT Fluid NS-3 Brake Fluid: Nissan Super Heavy Duty Brake Fluid or equivalent DOT 3 Air conditioning system refrigerant: R-1234yf 

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Automotive Recalls As a service to your customers, please note the following vehicles that have been recalled by the National Highway Traffic Safety Administration (NHTSA) or by their manufacturers. Note these recalls apply only to items that could affect vehicle occupancy safety. Items listed under separate manufacturer technical service bulletins are not always covered by warranty. 2013 Chevrolet Volt General Motors LLC is recalling certain 2013 Chevrolet Volt vehicles. An update to the hybrid powertrain control module (HPCM2) may have disabled the cell balancing function causing a low-voltage condition.

2012 Ferrari 458, California, FF Ferrari North America, Inc. is recalling certain 2012 Ferrari California, 458 Italia, 458 Spider and FF vehicles that have not already had their passenger frontal air bag replaced. These passenger frontal air bag modules have air bag inflators that may explode in the event of a crash due to propellant degradation occurring after longterm exposure to absolute humidity and temperature cycling. 2012 Ferrari 458 California

2013 Chevrolet Volt

An inflator explosion may result in metal fragments striking the vehicle occupants resulting in serious injury or death. Ferrari will notify owners, and dealers will replace the passenger frontal air bag assembly with one that uses an alternate inflator, free of charge. If the voltage drops, the vehicle may lose propulsion, increasing the risk of a crash. GM will notify owners, and dealers will reprogram the HPCM2, free of charge. 2017-2018 Chrysler Paciﬁca Chrysler is recalling 2017-2018 Pacifica vehicles. The manual park release (MPR) plug may be removed without a tool. As such, these vehicles fail to comply with the requirements of Federal Motor Safety Vehicle Safety Standard No. 114, “Theft Protection.”

2018-2019 BMW X3 BMW of North America, LLC is recalling certain 2018-2019 BMW X3 xDrive30i, X3 sDrive30i and X3 M40i vehicles equipped with the active lane keeping assistant option. The steering wheel may be incompatible with the lane keeping assistant function and may not detect if the driver’s hands are off the wheel.

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2018 BMW X5, X6 BMW of North America, LLC is recalling certain 2018 BMW X5 xDrive35i, X5 xDrive50i, X5 xDrive35d and X6 sDrive35i vehicles. The pivot bolt on the front lowerleft control arm may not have been properly hardened, which may cause the control arm to break. 2018 BMW X5

2018 BMW X3

If the lower control arm breaks, vehicle handling and control can be affected, increasing the risk of a crash. BMW will notify owners, and dealers will inspect the lower-left control arms and replace if necessary, free of charge.

2018 Chrysler Pacifica

If the MPR is engaged unintentionally, the vehicle could roll away striking and injuring a bystander or cause a crash. Chrysler will notify owners, and dealers will replace the MPR plug, free of charge.

2013-2014 Ford Escape; 2013-2016 Ford Fusion Ford Motor Company is recalling certain 2013-2014 Ford Escape and 2013-2016 Ford Fusion vehicles, equipped with sixspeed automatic transmissions. The bushing that attaches the transmission shifter cable to the transmission may degrade over time and cause the bushing to detach from the transmission. The condition could allow the driver to move the shift lever to Park and remove the ignition key, while the transmission may not be in Park, with no warning message or audible chime. If the vehicle is exited without the transmission being in Park and without the parking brake being applied, the vehicle may unexpectedly move, increasing the risk of a crash. Ford will notify owners, and dealers will replace the shifter cable bushing, free of charge.

If the sensors do not properly detect the driver’s hands are off the wheel, the driver may not be alerted by one or more warning signals, increasing the risk of a crash. BMW will notify owners, and dealers will inspect the steering wheel, replacing it if necessary, free of charge.

2016-2018 Cadillac CT6 General Motors LLC is recalling certain 2016-2018 Cadillac CT6 vehicles. The inboard child seat anchorage bars may have had excess structural adhesive applied during assembly, which can interfere with the installation of a child seat. As such, these vehicles fail to comply with the

requirements of Federal Motor Vehicle Safety Standard No. 225, “Child Restraint Anchorage Systems.”

2015 Audi A8

2018 Mercedes-Benz GLA250

A fuel leak in the presence of an ignition source can increase the risk of a fire. Audi will notify owners, and dealers will replace the fuel line, free of charge.

If the top tether anchorage point is missing, a child seat will not be able to be properly installed in the center rear seat position, increasing the risk of injury. MBUSA will notify owners, and dealers will replace the rear seat backrest, free of charge.

2017 Cadillac CT6

If the child seat cannot be attached correctly to the anchorage bar, there is an increased risk of injury. GM will notify owners, and dealers will inspect, remove any excess adhesive and apply anti-corrosion primer to the inboard child seat anchorage bars, free of charge. 2007-2011 Lexus GD350, GS450h; 2006-2013 Lexus IS350; 2010-2014 Lexus IS350C Toyota Motor Engineering & Manufacturing is recalling certain 2007-2011 Lexus GS350 and GS450h, 2006-2013 Lexus IS350 and 2010-2014 Lexus IS350C vehicles, equipped with 3.5L V6 2GR-FSE gasoline engines. 2012 Lexus IS350

The diaphragms in the fuel pulsation dampers may harden over time and develop cracks, possibly causing a fuel leak. A fuel leak in the presence of an ignition source can increase the risk of a fire. Toyota will notify owners, and dealers will replace the fuel delivery pipe with a new pipe that has improved pulsation dampers, free of charge. 2013-2015 Audi A8, S8 Volkswagen Group of America, Inc. is recalling certain 2013-2015 Audi S8 and A8 vehicles. The fuel supply line for the high pressure fuel pump may become porous over time, resulting in a fuel leak.

2018 Mercedes-Benz S450, S560; 2018 Mercedes-Maybach S560, S650 Mercedes-Benz USA, LLC is recalling certain 2018 Mercedes-Maybach S560 and S560 4Matic and Mercedes S450 4Matic, S450, S560, S560 4Matic and S560 coupe 4Matic vehicles. 2018 Mercedes-Maybach S560

2005-2006 Mazda MPV Mazda North America Operations is recalling certain 2005-2006 Mazda MPV vehicles sold, or ever registered, in the states of Alaska, Colorado, Connecticut, Idaho, Iowa, Maine, Massachusetts, Michigan, Minnesota, Montana, New Hampshire, New York, North Dakota, Oregon, Rhode Island, South Dakota, Utah, Vermont, 2006 Mazda MPV

The electrical power bars inside the prefuse box in the trunk may not have been secured properly. If the power bars are not properly secured, it can cause higher electrical resistance, increasing the risk of a fire. Additionally, an intermittent contact between the power bars could lead to a loss of vehicle functions. The engine operation, the seat belt functions and the instrument cluster could be impaired, increasing the risk of a crash and injuries. MBUSA will notify owners, and dealers will inspect the pre-fuse box, replacing it as necessary, free of charge. 2018 Mercedes-Benz GLA250 Mercedes-Benz USA, LLC is recalling certain 2018 Mercedes-Benz GLA250 and GLA250 4Matic vehicles. The child seat to tether anchorage point on the center position of the rear seat may not have been installed. As such, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard No. 225, “Child Restraint Anchorage Systems.”

Washington, Wisconsin and Wyoming. These vehicles are equipped with certain air bag inflators assembled as part of the passenger frontal air bag modules used as original equipment or replacement equipment. In the event of a crash necessitating deployment of the passenger frontal air bag, these inflators may explode due to propellant degradation occurring after long-term exposure to absolute humidity and temperature cycling. An inflator explosion may result in metal fragments striking the vehicle occupants, resulting in serious injury or death. Mazda will notify owners, and dealers will replace the front passenger air bag inflator with an alternate inflator, free of charge.

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NOLN 39

2003-2008 Mazda Mazda6; 2006-2007 Mazda Mazdaspeed6; 2004-2006 Mazda MPV Mazda North America Operations is recalling certain 2003-2008 Mazda6, 20062007 Mazdaspeed6 and 2004 MPV vehicles nationwide. Mazda is also recalling 2005-2006 MPV vehicles in Alabama, Arizona, Arkansas, California, Delaware, the District of Columbia, Florida, Georgia, Hawaii, Illinois, Indiana, Kansas, Kentucky, Louisiana, Maryland, Mississippi, Missouri, Nebraska, Nevada, New Jersey, New Mexico, North Carolina, Ohio, Oklahoma, Pennsylvania, South Carolina, Tennessee, Texas, Virginia, West Virginia, Puerto Rico, American Samoa, Guam, the Northern Mariana Islands (Saipan) and the U.S. Virgin Islands. 2008 Mazda Mazda6

These vehicles are equipped with certain air bag inflators assembled as part of the passenger frontal air bag modules and used as original equipment or replacement equipment. In the event of a crash necessitating deployment of the passenger frontal air bag, these passenger air bag inflators may explode due to propellant degradation occurring after long-term exposure to absolute humidity and temperature cycling. An inflator explosion may result in sharp metal fragments striking the driver or other occupants, resulting in serious injury or death. Mazda will notify owners, and dealers will replace the front passenger air bag inflator with an alternate inflator, free of charge. 2010-2012 Nissan Versa Nissan North America, Inc. is recalling certain 2011 Nissan Versa sedan vehicles and 2011-2012 Nissan Versa hatchback vehicles ever registered in the states of Arizona, Arkansas, Delaware, the District of Columbia, Illinois, Indiana, Kansas, Kentucky, Maryland, Missouri, Nebraska, Nevada, New Jersey, New Mexico, North Carolina, Ohio, Oklahoma, Pennsylvania, Tennessee, Virginia and West Virginia. 40

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Nissan is also recalling 2010-2011 Nissan Versa sedan vehicles and 2010-2012 Nissan Versa hatchback vehicles ever registered in the states of Alaska, Colorado, Connecticut, Idaho, Iowa, Maine, Massachusetts, Michigan, Minnesota, Montana, New Hampshire, New York, North Dakota, Oregon, Rhode Island, South Dakota, Utah, Vermont, Washington, Wisconsin and Wyoming. 2012 Nissan Versa

proper air bag deployment can increase the risk of injury. GM will notify owners, and dealers will replace the front passenger PPS seat service kit, free of charge. 2018 Dodge Journey; 2018 Ram 1500, 2500, 3500 Chrysler is recalling certain 2018 Dodge Journey and Ram 1500, 2500 and 3500 vehicles. The backup camera may experience a loss of image display while backing up. As such, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard No. 111, “Rearview Mirrors.” A loss of image in the rear2018 Ram 1500

In the event of a crash necessitating deployment of the passenger frontal air bag, the passenger air bag inflator may explode due to propellant degradation occurring after long-term exposure to absolute humidity and temperature cycling. An inflator explosion may result in sharp metal fragments striking the driver or other occupants, resulting in serious injury or death. Nissan will notify owners, and dealers will replace the front passenger air bag inflator with an alternate inflator, free of charge. 2016-2018 Chevrolet Malibu General Motors LL is recalling certain 2016-2018 Chevrolet Malibu vehicles. During servicing, a passenger presence system (PPS) may have been installed that was not correctly calibrated to the vehicle’s seat type. As a result, the PPS may not properly identify an adult passenger from a child passenger in the front passenger seat, potentially causing the air bag to not deploy when it should, or causing the air bag to deploy when it shouldn’t. In the event of a crash, im2018 Chevrolet Malibu

view camera while backing up can increase the risk of a crash. Chrysler will notify owners, and dealers will replace the rearview mirror, free of charge. 2018 Dodge Journey Chrysler is recalling certain 2018 Dodge Journey vehicles. When reverse gear has been selected, the rear view camera view may not be fully visible within two seconds. As such, these vehicles fail to 2018 Dodge Journey

comply with the requirements of Federal Motor Vehicle Safety Standard No. 111, “Rearview Mirrors.” If the full camera view is delayed and the driver does not check their surroundings before backing up, there may be an increased risk of a crash. Chrysler will notify owners, and dealers will replace the rearview mirror, free of charge. 

Copyright © 2018 Exxon Mobil Corporation. All rights reserved. All trademarks used herein are trademarks or registered trademarks of Exxon Mobil Corporation or one of its subsidiaries unless otherwise noted.

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Hiring Workers In a Tight Labor Market By Jim Baumer

ast May, the U.S. unemployment rate dipped below 4 percent, the lowest it had been in 18 years. June’s rate ticked up to just over 4 percent, but the current tight labor market is here to stay. This is posing problems for anyone hiring both skilled and unskilled labor. All industry sectors are affected, especially those with a customer-facing component, like the quick lube industry. In an interview with Marketplace, Tony Lee, vice president and head of talent acquisition at the Society for Human Resource Management discussed how companies are going to have to adapt. “Companies are scrambling to try and

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find the right people for the right positions,” he said. “A lot of companies are realizing they’re going to have to change their standards a little bit.” For industry leaders like Valvoline Instant Oil Change (VIOC), they’ve recognized this need to change. As the secondlargest quick lube business in the U.S., closing in on 1,100 locations nationwide, that means adaptation. Matt Furcolo, vice president of Company Operations for the Valvoline brand, indicated that while this is a challenging time in terms of staﬃng their nationwide locations, his team is up to the task. “We’re growing our business, so find-

“Companies are scrambling to try and ﬁnd the right people for the right positions. A lot of companies are realizing they’re going to have to change their standards a little bit.”

ing good people that share our values is increasingly important, especially given the tightness of the current labor market,” Furcolo said. It’s not enough to simply talk about “attracting” good people, however. Valvoline is taking tangible steps in recognizing the current labor landscape, according to the

“An area that might not be obvious to everyone is

the importance of valuing individuals for what they bring to a culture.”

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company’s Human Resources Director, Regina Green. “Yes, it’s a challenging time to attract employees, but I’m fortunate that Matt and other managers recognize that,” she said. Green detailed some of Valvoline’s initiatives on the hiring side: things like emphasizing the importance of the manager/ employee relationship. “We’re very big on the employee value proposition,” Green added. “If you want to differentiate yourself from your competitors, you need to give employees a reason to become part of our team — working at Valvoline is something you can be proud of, and we make sure our employees feel that.” An area that might not be obvious to everyone is the importance of valuing individuals for what they bring to a culture. Green mentioned that the company is moving away from their standard uniform, which dates back more than three decades. Also, she said that Valvoline routinely surveys their instant lube employees, and a recent survey identified that in warmer-weather areas of the country, being able to wear shorts at work was important. According to Green, that change is in the process of being rolled out. “It’s all about people,” Furcolo said. “I saw this displayed in one of our shops, and I think it captures our focus on putting people first: ‘Valvoline makes the oil: our people make the difference.’” Indicating that he wasn’t just offering empty words, Furcolo pointed to the company’s “Hands-on Assistance Program,” for employees facing a natural disaster or other extraordinary circumstance. “This is an example of our culture of caring that we’re always striving toward,” he said. All VIOC team members going through a diﬃcult time — whether it’s personal hardship or a natural disaster — can apply for financial assistance. Green also talked about ways the company continues evolving. “Tattoos used to be an issue in hiring. We’ve recognized that there are other aspects to hiring that are more important,” she said. While Valvoline does a criminal back-

ground check as part of the overall hiring process, criminality doesn’t necessarily rule out a candidate. Again, this is all part of expanding the pool of candidates necessary for filling positions in the evertightening employee-hiring realm. Uniforms and more ﬂexibility about appearance matter. However, all things being equal, it sometimes simply comes down to pay in attracting the best candidates. Indeed.com’s Jed Kolko, the company’s chief economist, speaking at their Interactive Conference in Austin, Texas, earlier this year, made the case that job seekers are now in the “driver’s seat” in terms of finding a job. This includes the salary bargaining process. “We’re already seeing some wage growth, though not as much as many people expected,” he said. “Paying people more needs to be a starting point.” Valvoline’s Green mentioned that in Kentucky, where the firm’s corporate headquarters are, the minimum wage currently stands at $7.25 an hour. Currently, they start employees at a rate well above that, generally $11-$12 an hour. Of course, pay rates vary, so Green emphasized that this pay differential is factored across other regions of the country. While pay is important according to Kolko, he also advised employers that they also need to “broaden their search parameters,” as well as finding ways to “train imperfect new hires.” When Missouri’s state unemployment rate fell below 4 percent a year ago, Brian Hahs, district manager of Glueck Enterprises, had already begun implementing the types of things Kolko was suggesting. Hiring for six quick lube and tire shops his company operates in the Show-Me State forced his hand in taking a different track than was possible when employers had the upper hand. Hahs and owner Charlie Glueck are working diligently to get ahead of the issue. “We work really hard at it. Charlie and I have been on a run for the past three years, working with the local community college and others to try to get a handle on this,” Hahs said. For Hahs and Glueck, they recognize these hiring challenges are going to re-

“I am in the habit of calling and confirming my interviews. Even when I call someone the night before, it’s not uncommon for them not to show up,” Hahs said. In addition to not showing up for interviews, Hahs has found many applicants can’t pass Glueck’s mandatory drug-testing. “I’ve had so many applicants fail drug tests that now, we have them pay for the $30 test. Then, after they’re hired and are with us for 90 days, we’ll reimburse them,” Hahs said. Hahs stressed “soft skills” are especially important — these are the skills like the ability to communicate, listen and have empathy, the types of qualities that contribute to a positive customer service experience. The hiring market will continue to be challenging for anyone looking to bring on new employees. Clearly Valvoline’s Green and Furcolo are doing more than simply wringing their hands about it. Along with Glueck’s Hahs, they’ve taken a proactive

main, due to demographics and other structural issues. One place Hahs believes they are “laying up capital for the future” is working with local school principals and other educators. This is their attempt at impressing on elementary school-age students the opportunities available for students who pursue post-secondary training at a technical school. Hahs said in Missouri, the state’s A+ Scholarship Program offers scholarships to eligible high school graduates who go on to attend a participating public community college, which includes vocational/technical programs. “This is a great opportunity for a young person to pick up an Associate’s Degree, in addition to obtaining a hands-on automotive background,” he said. Hahs said he uses online advertising exclusively, including Indeed.com. While he said he gets responses to his postings, the problem becomes applicants simply not showing up for interviews.

“I am in the habit of calling and conﬁrming my interviews. Even

when I call someone the night before, it’s not uncommon for them not to show up.” approach that will help them differentiate themselves from their competitors. They know it won’t be easy, but they also recognize that demographics and labor market challenges call for a new way of operating, if they want to properly staff their shops and service their customers. 

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September 2018

NOLN 45

By Phillip M. Perry

SOCIAL RECRUITING: How to Use Social Networks to Attract Top Talent

iring top talent has never been easy. With the current tightening of the labor market, though, it’s tougher than ever to find the best people. Gone are the days when an employer could post a helpwanted ad and enjoy the luxury of a long line of applicants. “The nation is short workers,” said Mel Kleiman, director of Houston-based Humetrics, an employment consulting firm. “With unemployment hovering around 4 percent, basically anyone who wants a job can get one.”

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That means there are fewer people around to fill your ranks. The solution? Be more proactive in your recruiting. “A lot of people are not unhappy enough with their current positions to search out new ones,” Kleiman said. “But they might well be interested if jobs came looking.” To grab the best people, you have to take the initiative. And that means taking full advantage of the Internet. “If you are looking to hire people, you have to go where they congregate,” said

management consultant Terry Brock. “And today, people congregate on social media.”

Network for Success At one level, social media represents a dramatic shift by the recruiting environment onto the Internet. At another level, they are just the latest version of the old triedand-true networking paradigm. “Twenty years ago, the value of recruiters was often determined by the quality of their personal networks,” said Toronto-based management consultant Randall Craig.

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“And, really, it’s the same today. What’s different is the degree of visibility: Social media has, for the first time in history, exposed those networks for everyone to see.” On the plus side, the modern-day networks are far larger than the old telephone and surface mail-based systems, so you enjoy an enlarged hunting ground. And there are plenty of social media to choose from. At one time, LinkedIn ruled the roost, but today, there’s a place in your recruiting arsenal for Twitter, Facebook and a bunch of upstarts such as Instagram, Snapchat and Pinterest. (See sidebar, “Pick Your Social Network.”) What do all of these electronic marketplaces offer that you can’t get with the familiar job boards such as Indeed, Monster and ZipRecruiter?

“If you post a notice on the job boards, you only reach people who are actively looking for new positions,” said Nate Riggs, CEO of NR Media Group, a consulting firm in Columbus, Ohio. “But if you reach out on a social network, you can attract the attention of top performing people who might not be looking to move on, but who are intrigued by an unexpected opportunity. This can greatly expand your candidate pool and can help you land valuable talent.” There’s yet another way social media can put you in touch with more prospects: referrals. Most employers already realize the value of asking current employees for leads. Social media allows you to leverage that dynamic substantially. “Facebook, Twitter and other platforms

let you invite your customers to help you in your recruiting efforts,” said Rebecca Mazin, a cofounder of the Tarrytown, New York-based human resources firm Recruit Right. “You might post a comment that says something like this: ‘We are looking for an individual with the following skills. Do you happen to know anyone like that who might like working for us?’”

Pick Your Platform How do you know which social media to use? Your first thought is probably LinkedIn, which pioneered the concept of social recruiting some 15 years ago. And that’s not a bad thought: While the platform once catered exclusively to professionals, it has recently expanded its reach to include employees at pretty much any level.

Pick Your Social Network Use social media to search for top performing talent. Start by asking your employees which platforms they prefer, because your best prospects are using the same ones. Here are the most common ones:

LinkedIn pioneered the

Facebook is the world’s

Twitter boasts 330 million

concept of social recruiting some 15 years ago. Still the most popular platform for top-level professional networking, the platform has in recent years become a more popular hunting ground for lower-level job candidates. Today its 560 million users happily connect with fellow employees while getting a leg up on new job openings.

biggest social network. How can you argue with 2.2 billion monthly users? The atmosphere is a bit more “friends and family” than the more professionally minded LinkedIn.

monthly users posting on everything imaginable. Twitter tends to have a more “open communications” environment, meaning you can reach out to people in your target employment pool without seeming too intrusive. Just watch how other users behave, and then follow suit.

TIPS AND TRICKS:

• Participate in groups. LinkedIn groups help you establish your business presence. Many are good places to post job openings. • Use “LinkedIn Recruiter” to find passive candidates. The system recommends the best search filters to find the candidates you need. 48

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TIPS AND TRICKS:

• Chat with your customers. You are more likely to meet your current customers here than on LinkedIn. Invite them to assist your recruiting efforts with posts such as this: “Do you happen to know anyone with the following skills who might like working for us?” • Place paid Facebook ads customized for display only to users with specific demographics such as location by zip code, current job position or employer, degree obtained, and previous experience.

TIP AND TRICKS:

• Use Twitter hashtags such as #hiring or #jobs to help people quickly find your job postings. • Use the lingo. Twitter is more free-wheeling than LinkedIn. Think “Gear Head” not “Service Writer,” and “The Big Apple” not “New York City.”

Instagram is a “photos only” social network with 813 million users. If your current employees and customers utilize it to share images, you may want to establish a presence, as well. TIP AND TRICKS:

• Establish brand awareness by sharing “behind the scenes” pictures of your workplace. • Combine Instagram images with other social media. For example, a Twitter post can include an Instagram picture.

Snapchat is another photo network, but the difference is that the images of its 330 million users disappear after a set period of time. Like Instagram, Snapchat is a vehicle for showing off your business brand to potential job candidates. TIPS AND TRICKS:

• Use “snaps” to tell stories about your company events and share your interactions. • Close each story with an invitation to visit your web site or to participate in your other social media activities. S

“If you reach out on a social network, you can attract the attention of top performing people who might not be looking to move on, but who are intrigued by an unexpected opportunity.” -Nate Riggs, CEO of NR Media Group

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“LinkedIn remains one of the top go-to social media sites for recruiting,” Mazin said. “You can find everyone from interns and administrative candidates, all the way up to vice presidents and CEOs.” But is LinkedIn the best platform for you? Maybe the people who can best answer that question are sitting a few feet away from you. Ask your employees where they hang out in cyberspace, because your most promising job candidates are likely populating the same venues. Maybe they are posting images on Instagram, using popular hashtags on Twitter or posting comments in a career group on LinkedIn. Wherever they go, you follow suit.

Lay the Groundwork You want to become an active social media player far in advance of your candidate search. That’s because recruiting today is a two-way street: It’s not just you looking for a new employee; it’s a whole group of potential employees getting to know your business as a quality place to work. “It is not only you finding candidates, but candidates finding you,” Craig said. “And they perform their due diligence, also. They might decide you are not a good fit for them.” People will be looking at the posts you make over time on your company Facebook page, and at what you do on all of the other networks. “Establishing a long-term presence will give potential candidates a lot to see and digest,” Riggs said. “They will be answering the question, ‘Would I enjoy working with these people?’” Your task is to establish your reputation as the best place to work. “The most common mistake is to focus only on the job at hand, rather than on establishing relationships with people,” Riggs said. If you make a professional effort to cre50

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ate an attractive online image, you can demand an equal level of professionalism from people who apply for work. “You can help assess the seriousness of each candidate by finding out how closely each has studied your social media presence,” Riggs said. “Try asking a question such as this: ‘Tell me one thing on our Facebook page that you thought was interesting or made you want to talk with us?’ Anyone who can’t give a good answer may not be a promising enough contender.”

Build Your Presence Part of the secret to improving your online presence is to tie together all your Internet activities. Your social media posts can invite people to visit your website, for example. And once there, those people should be invited to view employment information. “There should be an easy way for visitors to find out where the job information is,” Mazin said. “This can be as simple as a tab labeled ‘Join Our Team’ that takes visitors to your employment page.” You can profile your business in other ways. “Establish company pages on LinkedIn and Facebook, and other social media as appropriate,” Kleiman said. On each, post invitations to visit your other sites, complete with links. “Each can complement the others in a complete recruiting effort,” Kleiman said. You can also connect with promising candidates by being active in your alumni and industry groups that are hosted by LinkedIn, Facebook and other platforms. “Post items about new activities, locations, launches, or whatever else is newsworthy about your business,” Mazin said. You can post messages in those same group forums about your need for people with specific expertise. This gives everyone the chance to get involved with your success. “Everyone likes to receive a job invitation,” Craig said. “And people will appreciate the opportunity to make brownie points with their friends by suggesting them for available positions.”

Pay for Play Informal messaging isn’t the only way you can mine social media for new talent. You

can also pay for employment ads. That can be especially effective when you are in a hurry to fill an opening. “Sometimes ads are successful, and sometimes not,” Mazin said. “It doesn’t cost a fortune to try — maybe a few hundred dollars. Ads are good ways to reach candidates who are not actively looking for new positions.” The key to success here is to pinpoint your efforts. “You can buy ads that can be targeted to your specific market and demographics,” Kleiman said. For example, you may want your ad to be seen only by people who live in nearby zip codes, work at a certain employer, or have experience in a specific job category such as automotive service. Ordering your ad this way will give you the most bang for your buck, or in modern day terms, the best candidate for your “pay per click.”

Design Your Ad Well “Get expertise from a person who has done recruiting and who knows what words and techniques to use,” Brock said. “Maybe it would be smart to link your ad to a video, or to a web page that talks about the benefits of working with your business.”

Due Diligence The value of social media goes beyond just extending your recruiting efforts to new pools of top prospects. You can also use the platforms to perform due diligence prior to hiring. “In the past, due diligence meant nothing more than calling references,” Craig said. “You still do that, but you can go further with social media. Check if candidates’ profiles are consistent with their resumes and what they say in their interviews. Did they claim to have certain levels of expertise that conflict with their online descriptions?” As the above comments suggest, the successful recruiting effort begins with understanding how your current employees are consuming social media, and then designing your interactions accordingly. The key word there is interaction. “This is not about blasting out a message to people,” Craig said. “We don’t like to be blasted upon; we like to interact with others and develop relationships.” 

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Strategies to Keep Employees Motivated By Matt Talbert

ow do you keep staff motivated and positive during the day? Sometimes things get slow around the shop, and that’s when complacency and laziness creep in. I use the old theory that a happy employee makes happy customers. In a perfect world, bays would stay full from open to close, but in reality, there are down times. For us, these times vary from location to location and often vary by day of the week. What we do during these down times really affects the overall attitude of the shops. This time is of value and can be used to create culture in our shops.

Cleaning:

You have probably heard the phrase, “If you have time to lean, you have time to clean.” Cleaning and stocking is just the nature of the business and should be done throughout the day, as needed. In those slow times, it’s a great time to tackle a cleaning project that has been put to the side. Use the downtime for more than just general cleaning, but identify a particular area of need, and focus the staff ’s attention to that area. One of the things we have done in the past is freshen up the paint on our bulk tanks. We calculated that we could paint a tank in one hour. Each day our goal was to paint a single tank during the slow time. Over the course of two weeks, we were able to get all of the tanks painted and another project marked off the list.

Training:

Training should never be limited to a day or time. When you see a trend in downtime, then use this time to train. Make it fun for the employees; challenge them and reward them. In the military, we used the phrase, “Train like you fight; fight like you train.” How we train is how we perform. During the busy, stressful times of day, you will see the payoff from training. Don’t limit your training to sales training. Get them on YouTube learning to reset maintenance lights on diﬃcult vehicles. Get a few old oil pans from the salvage yard and teach them how to tap an oil pan. Any area where you see an employee struggling is an opportunity to train. I had an employee who always struggled with the question, “Is synthetic really worth it?” I had previously talked him through it on several occasions with little success. I went and found several online articles about the benefits of synthetic. After reading through it himself and doing his own research he finally “got” it. People learn at different speeds and by different methods. Don’t be scared to use whatever it takes to make your training effective.

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be scared to use whatever it takes to make your training effective.”

Invest:

You know how much you are invested in your business, but how much are you invested in your employees? Invested employees are involved, not just informed. These employees have invested time and talent. Small gestures go a long way in proving to them that you will invest in them and their professional growth. Everyone wants the opportunity to grow. Talk those guys through what it will take them to advance to the next level. Give them the tools to succeed and make that next advancement. Reimburse them for professional or personal development classes. Many local and state colleges offer classes that your employees could use in the day-to-day running of your business. Years ago, I went to a class called “The Five Types of Employees and How to Handle Them” at the local university. I have referenced my notes from that class several times over the years. Turn over tasks to anyone who shows potential leadership. Do you have a weekly safety meeting? Find an employee and give them the responsibility of leading the meeting. Just recently we promoted a guy to training supervisor. The promotion is mainly in the name itself, but it gave him a role and a responsibility. Simply put, he’s over all aspects of how we train. I’ve had him in each shop watching and helping train new people. In his downtime, he works on training material that we use at all of our locations. Let them go serve at a non-profit that is near to their heart. Better yet, go with them while they serve. Spending that time with the employee builds a lasting relationship.

Mentoring:

As a manager/owner, employees look up to you (or they should). Take time to get to know them. Get to know their likes and dislikes. Celebrate their accomplishments at work, as well as their accomplishments away from work. They will bring their struggles to work with them. Take time to sit down and walk through the tough issues with them. They value your opinion. Those 20- to 30-minute breaks are a great time to sit down with them and really dig into who they are and what they are passionate about. Years ago, the owner showed up to my door on a Sunday after hearing my father passed away. He spent the rest of the day by my side guiding me at a time when I needed it the most. Those types of actions cannot be repaid. They do, however, create a loyalty and respect beyond the typical employee/boss relationship. These four items are only a small portion of the things you can use to fill your downtime. Be creative, be fun and be rewarding. The payoff is worth it not only for you, but for them, as well. S Matt Talbert is the general manager at Rick Breen’s Rapid Lube & Wash, with three locations in Louisiana.

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Contest

Send us photos of your fast lube and you could be recognized in the November 2018 issue of National Oil & Lube News as the Best Looking Lube of the Year.

Entry Deadline is Friday, September 14 ENTRIES WILL BE JUDGED BY AN EDITORIAL PANEL BASED ON: Facility, Attractiveness (Inside and Out), Appearance, Landscaping, Signage and Originality. To enter please submit photos of the following:

 The inside of the lube bays  The waiting area (if applicable)  Overall appearance of facility  The main signage of the facility Please email high resolution photos and the following information to info@noln.net or mail to 2721 81st Street, Lubbock, TX 79423. All entries must include: Name, Fast Lube Name, Address, City, State, Zip, Phone# and Email Address (minimum file size 500 KB; maximum 10 MB per email) First place winners from previous years are not eligible to enter.

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If you would like to nominate a lube owner/operator for the award, send us a letter telling us who you would like to nominate and why. We’ll consider nominees based on the success of their operation, involvement in the community and their participation in industry initiatives.

Deadline is Friday, September 14, 2018 Please email nominations to: info@noln.net

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September 2018 55 | NOLN 8/14/18 10:20 PM

Employee Handbooks:

Proﬁtable Tools for Small Businesses By Phillip Perry

www.noln.net

hat commonly neglected business tool can help your workplace run more smoothly, orient new employees quickly and reduce your risk of costly legal battles? If you guessed “the employee handbook,” you’re right. Too often given short shrift, this vital document can play a vital role by communicating workplace policies and employee responsibilities. The result can be a more productive organization and a more profitable business. “Employee handbooks are extremely important for businesses of all sizes,” said James Potts, J.D., chief executive officer of the Pasadena, California-based human resources consulting firm of Potts and Associates. “They can help everyone work more efficiently.” The employee handbook, along with the job description, can set the framework for inducting new people into your business, said Richard Avdoian, an employee development consultant in Metropolitan St. Louis. “It communicates the company mission, states expectations and outlines benefits. And it sets the tone for a cooperative ‘we’ culture,” Avdoian said. There’s one more benefit of a well-written handbook: reduced legal risk. Suppose, for example, one of your customers is harmed by an employee impaired by alcohol or drugs. Having a record of an anti-drug policy can help mitigate liability. “When you get sued, the first question an attorney will ask is ‘did you have a policy covering this?’” said Bob Gregg, co-chair of the employment practice law group at Boardman and Clark LLC in Madison, Wisconsin. At smaller businesses, where supervisors have limited time to communicate all the vital information employees need, handbooks can help fill the gap. At the same time, they communicate a valuable business image. “Like a website, an employee handbook is an expected part of today’s business operation,” Avdoian said. “It tells everyone you are serious about your organization.”

Cover These Topics

What to Omit

The employee handbook is not a one-sizefits-all affair. Every organization has its own requirements, and only your attorney can tell you what you should include (and omit) to be in compliance with the law. Nevertheless, there are some topics common to many handbooks. For a rundown, see the sidebar, “What Goes in the Employee Handbook?” Here are some remarks about the more sensitive topics: EMAIL. Even if allowed to use personal devices for business purposes, employees have no right to privacy regarding any business emails that go through those devices, or any personal emails that go through the business system. “Your policy should state that your business owns all emails that goes over your business system, even personal ones,” Gregg said. “Employees should not use the system for anything they do not want company management to see. They should also be informed that even if they hit the delete key, the emails will be retained on the company hard drive or in the cloud.” OVERTIME. The 2004 revisions to the Fair Labor Standards Act created a “safe harbor” from liability for unpaid overtime when employers have adequate policies granting employees the opportunity to request wage corrections. “If you do not have such a policy, employees can sue you for unpaid overtime without telling you first,” Gregg said. “On the other hand, if you have a clear, correctly worded policy, you can win the case.” PRIVACY STATEMENT. “Include a statement of your right to inspect computers, desks and telephones,” Gregg advised. “If you don’t have it, you can be sued for invasion of privacy for looking through what you considered company property.” COMPLIANCE with the Genetic Information Nondiscrimination Act (GINA). State that your business will not collect any genetic or family medical history information from employees. This will give your organization a “safe harbor” against a lawsuit for discrimination based on such knowledge.

Handbooks can be a two-edged sword. While they can help protect you from charges of discrimination or other illegal personnel acts, they can also create legal problems of their own. “Handbooks can be dangerous if you don’t know what you are doing,” Gregg cautioned. He gave one example: Including poorly written statements in your handbook can affect the “employment at will” status normally enjoyed by businesses. “It’s easy to fall into the trap of creating a contract of employment,” he said. For example, you may be tempted to include morale-boosting statements such as “You will always be treated fairly here,” “We know you will enjoy your longterm employment” or “Our policy is to promote from within.” These can end up coming back to haunt you later when a disgruntled worker sues for a perceived violation of promises that he or she considers contractual. “Avoid falling into the trap of including policies that are not required by law,” Gregg said. “Suppose, for example, your business has only 30 employees. You are not required to comply with the Federal Family and Medical Leave Act (FMLA), which only applies to businesses with 50 or more employees. Including a page about compliance with the FMLA can create a condition in which you are covered by that law even if you normally would not be.” And watch out for seemingly innocuous requirements that can land a business in hot water. “Some policies that seem good on their surface can violate federal, state or local laws,” Potts said. “For example, an employer might state that departing employees must turn in company property such as cell phones or laptops before a final check is cut. That can be illegal in some states.” Employers with operations in more than one state face special hurdles, he added. “A policy that is legal in one state may violate the law in another,” Potts said. In a related area, be aware of city and

“At smaller businesses, where supervisors have limited time to communicate all the vital information employees need, handbooks can help fill the gap.”

state laws and regulations that can require you to follow specific policies and prohibit others. “Many cities have laws covering such areas as family and sick leave,” said Beth Brascugli De Lima, president and principal of HRM Consulting, Inc. in Murphys, California. “We are seeing this trend grow very quickly, especially in the larger urban areas.” Some policies are best left out of the manual altogether. Suppose an employee will be late coming to work. Whom should they call? And how far in advance? These are specifics that you might want to communicate orally, to avoid tying down your operations to procedures you might want to change later in response to changing conditions. That last point suggests a larger issue: A handbook can end up creating too many restrictions for the business. Indeed, that is precisely the reason why some companies eye them with suspicion. “Many employers fear getting locked in to the handbook’s wording,” Potts said. “But that problem can be avoided if the handbook is written correctly.” As the above comments suggest, writing an employee handbook can be a challenging task. “It’s a mistake to try to write the handout on your own,” Avdoian said. “If you haven’t a human resources professional on your staff, you need to consult an HR expert and make sure an attorney reviews the document so you are in compliance with federal, state and local laws.” September 2018

NOLN 57

All Aboard The employee handbook does not have to be a big glossy production. It can be as simple as a half-inch thick three-ring binder of pages covering the core issues. But once that document is completed, make sure everyone reads it and signs a document stating so. Then, make sure everyone understands the policies must be followed consistently. “The most common mistake is creating an employee handbook and then not following it,” De Lima said. “Often, this is because supervisors are not well trained and do not understand the importance of consistency.” The result, De Lima said, can be a costly lawsuit. “Suppose Employee A is treated one way when violating a policy and Employee B is treated another way,” she said. “If Employee B is a protected class under equal opportunity laws, he or she may have a cause for action.” Laws on the federal level, and often on the state and local levels, prohibit discrimination by such characteristics as race, religion, sex and national origin.

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Has your business operated for years without any handbook at all? If so, introducing a new one can create a morale issue when employees feel as though they are being force fed a whole new slew of workplace rules. To avoid this, introduce the handbook as a tool for enhancing the working environment.

“I would introduce a new employee handbook as part of a morale-boosting celebration of the progress being made by the business,” Avdoian said. He suggested distributing the handbook at a company luncheon, for example, using words such as these: “Thanks to everyone in this room we have grown to the point where we can further fine tune our business. We are now distributing an employee handbook. Most of you already know about our benefits, but perhaps you have forgotten some of them. This handbook includes all of them in one place and outlines the company’s expectations for the future.”

Update Regularly

Researched, written, published, distributed and signed off on. Once you have completed the employee handbook cycle, you have positioned your business to ANTI-DRAIN BACK VALVE operate more efficiently and profitably. Retains oil in the filter when mounted at an angle o shutdown 1 notduring But the handbook is a extended “set itengine and for-periods Prevents engine startup noise after extended period get it” document. Laws, regulations and workplace conditions undergo constant SEALING GASKET 2 this Internally lubricated NitrileDoes Gasket requires less torq change. Keep asking question: our handbook wording need to be altered CASE BOTTOM ASSEMBLY to reflect new realities? two-piece clinch plate design substantially 3 Patented of retainer leakage “It’s critical to review your handbook on a regular basis,” Gregg advised. END CAP Creates a reservoir for sealing ends of media thus p Add policies that4reflect new challenges bypass conditions and opportunities. And toss those no longer valid. SPIRAL WOUND CENTER TUBE tube construction provides maximum support t 5 Steel “Clean out your policies like you would to help prevent collapsing during restricted conditio old clothes from your closet,” he said. “Handbooks should notFILTER be designed by 6 SyntheticMEDIA blend media for increased efficiency and c hoarders.” S

What Goes in the Employee Handbook? Employee handbook policies will be as varied as businesses themselves. You should consult with your attorney to understand what should (and should not) be included. Here are some questions that handbooks often answer:

• What is your policy on sick leave & vacation? On attendance & tardiness? • May employees drink alcohol at lunch? Will you be testing for drug use? • Will the employer be inspecting phones, email and voicemail messages? • What insurance and other benefits will employees enjoy? • How can employees ask for pay corrections related to overtime? In addition to the above, many handbooks clearly lay out policies prohibiting workplace harassment, as well as the gathering of any genetic or family medical information. S

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The Right Fit Makes the Difference:

TEN STEPS TO BETTER HIRING By Kate Zabriskie

“Why do we have such a hard time getting on the same page? We rarely agree on who to hire when we have a new position, and from day one it seems as if only half of us are invested in a new hire’s success. It’s just sad. We could do better. We need to do better.” “I don’t understand what happened. He interviewed so well. But it’s six months later, and it’s obvious. He’s not a good fit.”

hen bad hiring happens, everyone suffers. Finding the right person for a position is part art and part science. While some people certainly have gift for finding good people, everyone can improve their success rate by following a methodical stepby-step process.

STEP ONE:

KNOW WHAT YOU WANT. First and foremost, it’s important to envision what work will look like with a new person. What will he or she do? How do you envision interactions looking and sounding? What do you expect in terms of quality and quantity of work? What temperament do you envision working best? Is the work basically the same each day? If this person is going to interact with people other than you, who are they and what do they want from a new hire? Knowing what you want is essential. 60

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STEP TWO:

CREATE A ROBUST JOB DESCRIPTION. Once you are clear about the kind of person you want to hire, it’s time to put pen to paper and craft a job description. When you list the duties the person will perform, if you begin each of your sentences with a verb and write in everyday English, you’ll be well on your way to solidifying your expectations.

STEP THREE:

THINK ABOUT WHAT IT’S GOING TO TAKE FOR SOMEONE TO BE SUCCESSFUL. Experience and education are essential to success in some jobs, and for others, they’re not. What you require can widen or narrow your applicant pool — potentially in ways that could hurt your chances of finding the right person. Think long and hard about what’s essential before moving to the next step.

STEP FOUR:

CREATE A STRONG JOB AD. Just as candidates are selling themselves, you are selling your company and the position you are filling. An ad is your opportunity to attract talent. Spend time creating strong job title, telling your organization’s story and briefly describing your essential requirements. If you have a great location, solid benefits or some other selling point, include that information, too. Your ad should quickly paint a robust picture of why you’re great, what you’re looking for and why they should want to work with you.

STEP FIVE:

PROMOTE YOUR POSITION. The type of job you want to fill should dictate where you’ll promote it. Many options exist. Regardless of which you choose, it’s important to have a plan and to understand how each promotional avenue works.

STEP EIGHT:

DETERMINE WHO YOU WILL INVITE TO INTERVIEW IN PERSON, AND PREPARE YOUR INTERVIEWING TEAM.

STEP SIX:

CRAFT YOUR SCREENING QUESTIONS. In tandem with crafting your ad and promoting your position, you’ll need to develop your questions for screening candidates and interviewing those with whom you eventually choose to meet. This step is essential for several reasons. First, it helps you follow a repeatable process. Second, it helps those who interview to ask relevant and legal questions. Finally, it ensures you are fair and can gather answers you can compare with relative ease.

STEP SEVEN:

EVALUATE CANDIDATES AND SET A PHONE SCREENING SCHEDULE. Once your job closes, it’s time to review the qualifications of those who met your position’s criteria and set a screening schedule. Depending on the number of responses you get, you may choose to screen everyone or rank candidates and screen the top group. Either way, you’ll want to talk to applicants before you bring them in to meet in person. Phone interviews offer several benefits. They allow you to get an initial impression of a candidate without having people’s physical appearance influence your thinking. They are also an efficient way to address some basic questions.

After you’ve concluded your screening process, it’s time to prepare your interviewing team and invite candidates in. Getting ready is essential. Both you and the prospective employees are auditioning. Your interviewing team needs to be just that, a team. You should discuss the welcoming process, the interviewing order, the questions each person will ask and how you will close your meetings with candidates and send them on their way. Leave little up to chance. You are on stage. Depending on the position you are filling, you may decide to conduct more than one round of interviews. Regardless of what you choose, you must have a plan.

STEP NINE:

GATHER FEEDBACK, AND RANK THE CANDIDATES. When you’ve finished interviewing people, it’s time to rank them. Because you’ve asked each person the same questions, this should be easier than it could be if you hadn’t. If you find your team disagrees, think before you make an offer. If none of the candidates is exactly right, again, think before you make an offer. The wrong person now is rarely as good as the right person a little later.

STEP TEN:

MAKE YOUR OFFER. Assuming there are no obvious roadblocks, it’s time to make an offer. Be excited when you do, and recognize this is only the first step in effectively integrating an employee into the fabric of your organization. So there you have it. Ten steps can make all the difference. Great hiring is about good discipline and patience. The better you are at establishing and following a strong inclusive process, the stronger your results will be. Now go find that candidate! S KATE ZABRISKIE is the president of Business Training Works, Inc., a Maryland-based talent development firm. She and her team help businesses establish customer service strategies and train their people to live up to what’s promised. For more information, visit: www.businesstrainingworks.com

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BURNOUT By William Lynott

An Ever-Present Risk that Could Damage Your Life

How to Keep It from Happening Burnout is a risk that hovers menacingly over the head of every entrepreneur. It can sneak up on you with little or no warning, burrowing silently into your business and your personal life. Psychologists define burnout as physical or mental collapse caused by overwork or stress. It can leave you feeling empty, incapable and distressed.

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“Burnout is insidious,” said Jackie Nagel, president, Synnovatia. “It causes decision fatigue, erodes confidence, drains your energy, infects attitudes, amplifies cynicism, promotes inflexibility and encourages procrastination. Before long, you’re unable to focus on the task at hand. You’re easily disrupted by email and distracted by the simplest of things.” Consider the experience of one Florida business owner, Piedad Trujillo. “I have to oversee employee and technician operations, take care of clients and run the business, as well. I’ve been doing this for 11 years now, and at this point in my career, I feel thoroughly burned out. I feel that my passion is dying, and I find it difficult to have patience or tolerance with the staff.” Arguably, the stressful environment surrounding service businesses makes owners and managers more susceptible to business burnout than most other entrepreneurs. Here are 10 easy steps you can take now to minimize your chances of contracting burnout or help to banish it if you’re already feeling the symptoms.

Avoid Burnout by Recognizing Its Symptoms

priorities, what you might stop doing or could delegate to someone else to free up energy and keep yourself on track toward your goals.”

makes your workday more productive and efficient. You’re going to be in business for a long time. It’s up to you to make business burnout a thing of the past.”

Give Yourself and Technology a Rest

Stop Trying to Do Everything at Once

“Unplug from technology. When the clock strikes 5 p.m. — or whatever time you have for closing down shop, turn off all your technology,” Nagel said. “Your body and mind need time to renew after a day of demanding work. Give yourself time to rejuvenate your decision-making muscle.” Before the era of smartphones, leaving your work at work was only natural; taking your work home with you required a conscious effort to do so. Not so today. With almost everyone owning a smartphone, we’re all carrying around an office in our pocket. That’s why you should determine to limit or eliminate your use of this technology after working hours. Turn off that smartphone completely after 8 p.m. According to Nagel, burnout is completely avoidable, with proper use of the latest advancements in technology. “Used correctly,” she said, “technology

It’s only natural: as a skilled professional, you think you know it all, and you think you can do it all at the same time. But you can’t, so you need to stop trying. Nagel agreed: “Once the sought-after skill of the ‘80s and ‘90s, researchers are now finding that multitasking is not all that it’s cracked up to be. Although walking and chewing gum is still an acceptable form of multitasking (it’s automatic), responding to email while talking on the phone adds to inefficiency. Plus, it’s just plain embarrassing when you’re asked a question and you’re unable to respond appropriately because your attention is divided.”

Change Your Routine “Nothing’s more exhausting than monotony,” said Adelaide Lancaster, writing in Entrepreneur magazine. “If your work

“One of the best ways to banish burnout is by recognizing its symptoms,” said health and wellness coach Dr. Sylvie Heyman. “Some of the most common symptoms of burnout are irritability, poor sleep or sleeping too long, forgetfulness, lack of motivation, lethargy, lack of energy, erratic eating behavior, bursts of anger, impatience and feelings of despair and depression.” Of course, recognizing its symptoms is only a first step in banning business burnout. Once you become aware of the symptoms, it’s crucial to take steps to rid yourself of them.

Schedule a Weekly Personal Check-in “Take 5-10 minutes at the same time every week for a gut check,” said Joellyn Sargent, CEO of the Claravon Group. “How do you feel about life? Are you accomplishing what you planned? Are you behind and never able to catch up? Do things you used to love fail to excite you? “If things look dark and gloomy, you could be on the edges of burnout, and you need to step back for some perspective. Think about how you can refocus on your September 2018

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looks the same each and every day, you’re sure to tire quickly. Change your routine with some rejuvenating work-related tasks such as reading, taking a field trip or meeting with a business colleague.” Get (and Stay) Active and Healthy. An important part of avoiding burnout is a constant awareness of its often “invisible” symptoms. Sargent agreed: “Burnout can easily manifest itself in an extra hour of TV, a skipped workout, cancelled social plans and another glass of wine. “If you notice these habits creeping in, force yourself to take a walk, play with a dog or simply stretch. Just do something that requires you to physically move and is not work related. Even a short, active break like a 10-minute walk can do wonders for your mindset. Go shopping, stop at the park and watch a rec ball game or do something you used to enjoy but haven’t done in years. The enjoyment you find in these small steps can spark motivation to do more and take better care of yourself.” “Always remember that you are the primary breadwinner for your family,” Nagel

said. “That’s why your ability to keep yourself healthy is crucial.” “And remember that recess isn’t just for kids. Take frequent breaks throughout the day; that will refresh your creativity and reboot your brain.”

Stop Trying to Do It All Yourself “If you want something done right, do it yourself.” You’ve heard that old chestnut many times, maybe even said it yourself. But that’s a philosophy that can help hasten your journey down the road to devastating burnout. “Failing to understand the importance of delegating is one of the most common and harmful mistakes made by stressed out business owners and managers,” said entrepreneur and consultant Phil Wilkins of Germantown, Tennessee. “You must stick to what you do best and leave the rest to others.” Even if yours is a relatively small operation, it’s important to learn how to trust others with those tasks that do not demand your personal involvement. Nagel agreed: “Business owners are notorious for ‘doing it all.’ Hand over suit-

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able tasks to skilled employees or others who support your objectives. That will free your own vision and creativity.”

Stop Being a Perfectionist At the very core of your fast lube experience and training is the concept of doing things right. It’s only natural, then, to lean toward perfectionism in your work. If the words “good enough” make you cringe, you may be showing early signs of what some psychologists call an epidemic of perfectionist tendencies. “When people care deeply about their work, they sometimes just don’t know when to stop,” according to many of our experts. It’s important to understand that “perfect” doesn’t exist. Train yourself to understand that “good enough” often is good enough. In addition, don’t allow your employees to feel you are never satisfied no matter how hard they try.

Listen for Feedback. “What are people around you saying? If you hear increasing complaints or experience growing friction with loved ones, employees or even customers, there’s a good chance it’s you, not them,” Sargent said. “Reflect on what you’re hearing. If there is a common theme, it may be because your attention or focus is lacking. If so, determine why that’s the case and try to become more present. You may need to stop multi-tasking, unwind early to get a good night’s sleep or take a day off if you haven’t had one in a while. That may seem hard to do, but the world really won’t stop if you take a long weekend.”

Make Sure It’s Really Burnout If none of these suggestions seem to help, you may be dealing with something more serious than burnout. If you’re experiencing some of the symptoms but still feel that your work is being accomplished properly, then it’s probably just a matter of burnout for you to deal with. However, if you’re suffering from feelings of despair and hopelessness, you should consider the possibility that you need professional help. Short of a more serious problem, burnout is a burden that can be dealt with and relieved. While following these suggestions cannot guarantee complete success, it almost certainly will help. S

Best Looking 2018

Lube

Contest

Send us photos of your fast lube and you could be recognized in the November 2018 issue of National Oil & Lube News as the Best Looking Lube of the Year.

 The inside of the lube bays  The waiting area (if applicable)  Overall appearance of facility  The main signage of the facility

N LN

. net

Please email high resolution photos and the following information to info@noln.net or mail to 2721 81st Street, Lubbock, TX 79423. All entries must include: Name, Fast Lube Name, Address, City, State, Zip, Phone# and Email Address (minimum file size 500 KB; maximum 10 MB per email)

First place winners from previous years are not eligible to enter.

Train W

ow, I get to write for the National Oil and Lube News! This magazine has been hitting my mailbox for as long as I can remember. The industry rankings, operator survey and best-looking lube shop spreads have been vital to the growth of our industry. I recall quickly flipping through the magazine pages to find the two most important parts: the great pictures of cars rolling through the shop and what creative stance the Full Throttle/True Brand Ladies would take to show off their new product. But of course, it’s not always good; they did let David Haney write for a bit. I remember David talking about how excited he was to take his first selfie profile pic. He had to only stack three phone books on the ground, so he could place his phone on them to get the perfect head shot. So proud.

Like Your Wallet Depends on It

when I started as a technician in 2001, to now celebrating 300 stores as I depart in 2018. I have traveled to spread my thoughts about training and leadership to many states in the US, as well as Pro Oil Change in Canada and the ever-growing powerhouse of Petromin Oil Change in Saudi Arabia. Although it has been a while, working with AOCA and AMRA/MAP were fantastic experiences that I am very excited about returning to. These milestones have allowed me to share my insights on my favorite thing — people. I, like many people reading this article, had started out my automotive career waltzing into a quick lube and thinking that one epic thought, “Yeah, that looks easy.” At that time, I was looking for a “JOB,” and anyone ever looking for a “JOB” should know that those three letters stand

“Over the next few articles, allow me to share with you many of my practices I have used

to develop the talent of so many great leaders, who I hope are reading this article right now.” - Lenny Saucier

Over the past 17 or so years, I have had the privilege and honor of working with so many talented people. My biggest professional success has been helping develop Rapid Oil Change into 5 Minute Oil Change and then moving it to Take 5 Oil Change. The wonderful team at Take 5 Oil Change has grown from just a few stores, 66

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for Just Over Broke. There was no interest in sticking with a quick lube position; my interest was in making money. As a 22-year-old, that means leaving one job for 25 cents more an hour. Walking into Rapid Oil Change in 2001 was an absolute blessing. The leadership team, led by my mentor Pete Frey, was gearing up for a big

By Lenny Saucier

expansion effort. I did not deserve to be there; I just wanted a job. I tell everyone I was lucky. What I stepped into was a rare system that developed people, allowed them to shine and, most importantly, didn’t favor tenure. Let’s face it; starting at the bottom sucks. So, over the next few articles, allow me to share with you many of my practices I have used to develop the talent of so many great leaders, who I hope are reading this article right now. I am very proud of each and every one of them. I will also share with you the failures and outside stories that I have come to draw inspiration from. Our industry is like many other industries you may interact with daily. The financial bones and corporate structure are all there. I would encourage you to always check out how others do it — not just the quick lubes in your community, but the large companies around the world to the startups across the country. Let us start out with this one simple thought. You have a great piece of property and a very expensive LED sign flashing to the commuters down the street saying, “Look at me; give me your money” (or a version of that). You may have placed ads electronically, in mail droppers or have countertop flyers with bright pictures of your hard-working crew or a happy customer driving off with a price point or discount boldly floating across the page. You probably have a great looking garden that could use some weeding about now. (Made you look at the garden, right?) You may think by investing in all these things you have the best oil change business in town — and you may be right, but who cares?

You Are Not in the Quick Lube Business You are in the people business, and your wallet will grow proportionally to the amount of time and effort you put into your people. The brand of oil, the size of your signs and the colorful petunias in the corner flower bed mean nothing if you don’t have good people. A bad person on your center’s floor can scream to your customers, “We are not good enough for you,” and your good employees will absorb the bad employee’s habits quicker than you can fix them. After all, if she doesn’t care, why should I? And another kicker; most of your people want to be better people than when they came in. Your employees want to come in and make a difference, feel connected to your success and build their life and work skills. Your customers want to brush off that rude DMV clerk they waited two hours to see, only to find out they didn’t tell you about that one piece of paper you really needed. They want their vehicle to perform as good or better than how it performed when they brought it to you. It is the management of your crew, customers and vendors on a daily basis that will allow you to stand proudly in a crowd with that logo on your chest saying, “I work with XYZ Lube” and not have to scan the room for people rolling their eyes and walking away. I want to place emphasis on the phrase “work with.” As a servant leader (which I modeled my leadership after), you don’t have employees working for you. Before leaving Take 5, I had the privilege of working with 27 of the absolute best leaders in the training industry. If you looked at an org chart, you would see my name above them, but my job was to support their growth and get out of their way.

“It is the management of your crew, customers and vendors on a daily basis that will allow you to stand proudly

in a crowd with that logo on your chest saying, “I work with XYZ Lube.”

MI). Toyota hired nearly 85 percent of the workforce back and ran a successful operation — that’s 85 percent of the people who were failing and eventually shut the plant down. The solution? They invested in their people. They sent employees to Japan to learn their system and listened to feedback from the floor. They proved that people were not a part of the process, but people were the actual process. My challenge to you, before we even start this journey, is to look at your crew, your process and your customers. If you

can do better, then read my next few articles. Or, if you think your people skills are top-notch, watch your people go to your competitors and succeed. It’s your wallet after all. Until then, be great!  LENNY SAUCIER has spent the last 17 years developing future quick lube leaders for one of the fastest growing quick lubes in the nation. His procedural and development consulting has brought him around the world to spread his knowledge in the United States, Canada, and Saudi Arabia. His experience has placed him on many boards and committees with the AOCA, Take 5, MAP/ AMRA. Lenny can be reached at fmgventures@gmail.com for comments or consulting requests.

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People Are the Process You can see this in the case of General Motors and Toyota joint venture in Fairmont, California. This plant was run by GM and was considered one of the worst automotive manufacturing plants in the industry. Their war cry was said to be, “We never stop the line.” Even if there was something wrong, they kept going. Feedback, evaluations and adjustments to the process were not implemented well, and this led to fights, strikes and chaos constantly inside the plant. The plant would eventually fail. Then, enter Toyota in a venture called New United Motor Manufacturing, Inc. (NUM-

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September 2018

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Above and Beyond

VIEWPOINT

What to Do “In Between?” by Randy Fowler

This is the time of year when quick lube shops find themselves “in between.” Labor Day is about to appear in your rear view mirror, summer vacations are largely over, kids are heading back to school and fall weather is sneaking up on us. As such, managers and operators of quick lube locations find themselves “in between” — in between the summer travel season and the several-months-away winter driving season.

So, absent these obvious seasonal conditions, what can quick lube shops promote and how should they promote it? Actually there are two ways you can approach this situation, and they are interrelated. Fall is a great time to offer system-specific service packages. These packages can apply to cooling systems, transmissions, battery/starting/charging systems, fuel systems, etc. Such packages can represent the opportunity for the

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quick lube shop to bundle multiple tasks that can be performed quickly and profitably by technicians, while offering excellent value for the customer, all in a quick lube environment. This one-two sales approach allows you to offer services that are easily sold as a package, while taking advantage of prepackaged service kits offered by suppliers who understand the business model of the quick lube industry. For example, you could offer a complete fuel system service/conditioning that could include fuel injector cleaning, intake valve deposit cleaning and fuel treatment that will offer continued cleaning and enhanced performance throughout the fuel load. Look to a quality manufacturer that offers kits that combine the products needed for such service. This simplifies inventory management and provides a service road map for your technicians, while the customer benefits from bundled services. Or, consider offering a cooling system ﬂush/fill/cleansing package that renews and protects vital cooling system components, from radiators made from aluminum and plastic, to heater cores, to water pump bearings and seals. Once again, you can look to manufacturers to pre-package the products needed to perform this comprehensive service, and you have the opportunity to advise your customers that you can offer professional-quality chemicals and services that are far more effective than products offered in the DIY market. Or you can think bigger, offering a driveability enhancement package that combines a comprehensive fuel system service

“You could oﬀer a complete fuel system service/conditioning that could include fuel injector cleaning, intake valve deposit cleaning and fuel treatment that

will offer continued cleaning and enhanced performance throughout the fuel load.”

along with a catalytic converter cleaning service. This often-overlooked service opportunity allows your shop to restore catalytic converter performance and life expectancy. This type of product can provide as much as a 50 percent improvement of the converter’s performance, allowing motorists to get their car to pass emissions tests without the extraordinary expense of replacement of one or more catalytic converters. Cleaning the converter can also help extinguish the dreaded Check Engine light, which can be annoying at the least and can prevent a car from passing emissions testing. Other systems certainly lend themselves to being the subject of service packages, and savvy manufacturers offer product kits to make this process even easier. Offering bundled packages will help draw in customers who may also purchase other needed services, such as battery service, transmission service and even headlight restoration service. So while there’s no obvious seasonal selling proposition at this time of year, it is a

good time to recognize the need for providing services quickly that will fit into the compact schedules of soccer moms shuttling kids from school to practice to home again, or the busy businessman or woman who cares about their car but needs to pack needed services among various business appointments and obligations. This is the time of year when being “in between” can be a very good thing for quick lube shops. S

RANDY FOWLER is vice president, Auto and Private Label Sales, Penray Inc. For 67 years Penray, Inc. has been recognized and sought after by the quick lube industry for helping professional technicians grow their businesses through innovative chemical products covering repair, maintenance and solution services. Penray, Inc. is part of the PLZ Aeroscience Corporation family of companies. The PLZ family of companies formulate, blend, fill and package more than 2,500 brand and private label products. Since 1947, PLZ has specialized in the development, manufacturing, packaging and distribution of a comprehensive line of products. Penray is a leading manufacturer and supplier of chemicals, additives, and functional fluids for the automotive, heavy duty and marine aftermarkets providing innovative chemical products covering repair, maintenance and solution services since 1951. More information on these and other innovative Penray products can be found at: www.penray.com September 2018 Bio Clens Sep NOLN 1/3 Ad.indd 1

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The Unique Difference

VIEWPOINT

It’s Not Their Fault by Pat Burrow

Being a part of the automotive service industry today is the outcome of my experience for the last three decades (3.8 to be exact), in part due to the changes that drove the hiring and firing of millions of us involved in industrial and automotive service and maintenance. Having a front row seat for the last 30 years has forced me to come to the realization that our concerns about the attitudes of up-and-coming generations have been profoundly shaped by

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my generation’s workplace experiences. Wondering how we will get younger workers interested in taking jobs in service and maintenance is a major topic of discussion no matter where I go or who I talk to. The complaints and concerns I hear from shop owners involve the lack of a strong work ethic, the lack of job loyalty and a sense they (younger job seekers) do not want to be involved in anything they assume is dirty or may be dangerous. Shop owners do not know what their problem is. Fortunately, the problem lies not with younger generations, but with the companies and management philosophies of the last 30 years that disregarded and devalued the role of service and maintenance personnel and their importance to keeping a business running. Joining the industrial workforce in the ’80s landed me my first good job. It was with a support division of a Fortune 500 company that maintained ﬂeet shops, machine and welding shops and all service and maintenance for a large testing facility. Where we are today started with management mentality that began to change in the ’80s. The company I worked for (like many others) was fond of adopting operational philosophies that seemed to change every time management did. With each new administration, there was a new way to save money. This usually involved eliminating or changing maintenance departments and personnel: You name it, Just in Time, Lean Staffing, the Customer is King, etc., etc. The one thing they all seemed to have in common was the view that maintenance and service departments were overhead, and as such, added no value. So

to them, the best way to go about this was to outsource and lay off maintenance and service workers the minute there was a crisis. This type of management philosophy saw no need to hire or train new people for these jobs, leaving them with the notion that they could easily hire an experienced person with minimum difficulty or expense. Eventually, most companies decided to outsource their maintenance and service needs to outside companies. When you combine this new mindset with the massive relocations and closings in small and large communities of businesses and local industries during the ’80s and ’90s, the extent of the cumulative damage to service or maintenance employment opportunities now becomes clear. For 30 years, this caused a constant roller coaster of getting hired for a couple of years, then laid off, then hired again — the only catch was, the next job was in another city. This type of insecurity was a new thing for people in service and maintenance positions. The effect, in the end, was easy to predict. Fathers and mothers were telling their children, “Don’t bother to go into the trades or take maintenance jobs. There are no good jobs around here. Those jobs just lead to closed businesses and factories. Think about a career in computers or something else instead.” Business thinking in the ’80s and ’90s devastated a whole generation of trained technicians, who, in turn, taught their children not to work in the same professions. Community colleges and high schools stopped teaching classes in the trades. Why teach classes no one wants to take? By the mid-2000s there weren’t

“Trained technicians want to work for companies with good reputations, up-to-date facilities

and (in the current market) demand good salaries.”

enough skilled service and maintenance technicians to go around, and as a result, all types of industries are now watching their older employees retire. There are not enough skilled people to fill the jobs currently available, and it’s only going to get worse. For many of us, the solution arrived when we decided to pursue a career in the independent automotive aftermarket service industry. We had the skills and discipline. DIY was quickly going away, creating an opportunity to get into a business that might not be so cyclical. Where you could, to a great extent, control your own destiny. The success of early endeavors drew many more of us to the automotive service business looking for freedom and stability. We have done an excellent job of creating a robust industry with opportunities for growth and prosperity. Maybe it’s time to take control of our own destiny as an industry to study the mistakes of the past and create a path or curriculum that allows younger people to discover the career choice of service and maintenance still provides a path to steady employment and financial independence. In a backhanded way, we created this problem. Maybe it’s time to stop complaining, and do something about it. The products and techniques required for the increasingly complex nature of performing these services is creating the need for some type of certification and training to ensure job candidates of tomorrow have the verifiable skills and knowledge to perform as technicians of the past and present, automotive technology do. It would benefit us as an industry (we will be

around for a while) to create an entry-level path to becoming a certified automotive service technician who is responsible for the maintenance on complex, high-tech vehicles. If it sounds very specialized, it is. Everything seems to be going in that direction, why not automotive service as a specialized skill with levels of certification from a recognized industry association or coalition? Perhaps something like that may happen in the future. But for now, reality is a harsh mistress — as I was told by the HR guy the first time my job was eliminated — and smaller groups and independents with a need for trained technicians still need to survive. Because so many service facilities today are associated with large chains, facilities have evolved into state-of-the-art facilities that are equipped with the latest in innovative equipment and diagnostic tools. These companies will have their own philosophy and training dedicated to their own needs. For the rest of us, the need to hire technicians may mean changing how we recruit, train and retain talent. Trained technicians want to work for companies with good reputations, up-todate facilities and (in the current market) demand good salaries. To do that, you must be among the best in your field and able to meet customer and employer expectations the first time every time, while staying technically up-to-date. Retaining these technicians is just as important as hiring them, and some groups provide benefits like signing bonuses, additional training, tools and assistance with school debt. On-the-job training can also be a powerful way to keep technicians. Shops

that offer limited training for fear of losing technicians end up having to deal with an even more frightening scenario: what if they don’t train technicians, and they stay. With the pace of change we are seeing in transportation service technology today, in-house training programs may be the only way to survive and stay relevant. To widen the future labor pool of service technicians, it would benefit service providers to reach out to local schools with vocational or work training curriculums and get in front of the students to let them know of the opportunities available to young people looking for a profession. Hiring and retaining technicians while keeping an eye on future needs will be one of the biggest challenges for the aftermarket service industry of the next few decades, and only time will tell. S PAT BURROW is the technical director for International Lubricants, Inc., the parent company of Lubegard branded products. He can be reached at: pat@lubegard.com To learn more about Lubegard products, call 800.333.LUBE or visit: www.lubegard.com

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September 2018

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VIEWPOINT

Associationally Speaking

An Investment in Your Management is an Investment in Your Business by Kristy Babb

The importance of education cannot be understated. Fast lube centers face their fair share of challenges, requiring staff to be well equipped to handle a wide array of issues that may arise. The Automotive Oil Change Association (AOCA) is committed to providing the industry with the education it needs for fast lube centers to succeed. The AOCA Online Technician Academy is an interactive platform providing technicians with the fundamentals of operating in the fast lube industry. This low-cost learning platform is used across the country to train employees in various aspects including customer service, safety, job duties and more. The training concludes with an exam, and those who pass become AOCA certified technicians. For those who have advanced to the leadership level, there’s the AOCA Management Certification Course. These twoday courses are led by industry experts and provide new and existing fast lube center managers with the training and tools they need to lead a shop. The course concludes with an exam, and those who pass become AOCA certified managers. AOCA’s 2018 Management Certification Courses are just around the corner! Registration is open for the Chicago, Illinois, course, to be held on September 11-12, and the Dallas, Texas, course, to be held on October 23-24. So what can fast lube managers expect

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to learn at a Management Certification Course? Let’s take a look: Leadership. The fast lube center manager is a leader. The course will provide managers with the empowerment and tools required to properly lead staff. Attendees will learn the Eight Steps of Leadership, which are components essential for effective leadership. Participants will also learn about SMART goals, which will help managers prioritize and focus on results. Manager Responsibilities. So, what does a fast lube center manager do? Participants will learn the required procedures for properly running the business. This includes opening and closing duties, daily, weekly, and monthly tasks, and other essential responsibilities. Customer Relations Management. Customer satisfaction is crucial to the success of a fast lube center. Attendees will learn how to best interact with customers, how to properly present services and how to handle the unhappy customer. Advertising and Marketing. The goal of any business is to attract and retain customers. So how do you do it? Participants will learn about a variety of methods used to bring customers in and keep them coming back. This includes traditional methods such as coupons, and modern techniques such as social media. Attracting and Retaining Quality Employees. In a tight labor market, you must compete for employees. Learn how to find

quality employees, the principles of interviewing, how to best schedule staff and techniques for retaining talent. Implementing Your Training Program. A fine-tuned operation requires a properly trained staff. Attendees will learn how to create and implement an effective training program. This will help managers set objectives and communicate them, motivate and develop others and properly align employees. Financial Management. At a minimum, fast lube center managers should have a basic understanding of the financials of the business. Participants will learn about profit and loss statements, revenue vs. expense, cost of goods and cost of labor, and net income and loss. Safety and Regulatory Compliance. Maintaining a safe work environment is a constant effort. To avoid severe penalties, the fast lube center must be compliant with OSHA and other regulations, including those specific to the oil change industry. Attendees will learn all they need to know to safeguard their operation. Leading a fast lube center is no small task. Ensure your management team is up for the challenge by sending them to one of AOCA’s Management Certification Courses. For details or to sign up, visit: www. aoca.org/certification. S KRISTY BABB is the executive director of the Automotive Oil Change Association (AOCA). Contact her at info@ aoca.org or 800.230.0702.

Do You Know An Operator Who Deserves Recognition for Their Outstanding Achievements in the Fast Lube Industry?

WE ARE ACCEPTING NOMINATIONS FOR THE

NOLN

Operator of the Year If you would like to nominate a lube owner/operator for the award, send us a letter telling us who you would like to nominate and why. Weâ&#x20AC;&#x2122;ll consider nominees based on the success of their operation, involvement in the community and their participation in industry initiatives.

Deadline is Friday, September 14, 2018

Please email nominations to:

info@noln.net

Making It Happen

VIEWPOINT

Glad to Be Back: Now, Let’s Clean Up by Kit Sullivan

Hey there. I had to step away for a moment. I’m glad to be back. Let’s get right to it! Today’s vehicle manufacturers are making engines that are more sophisticated and efficient than ever before. The levels of performance, efficiency, durability and longevity are far more advanced than they have ever been. While these engines are designed using cutting-edge technology and sophisticated computer controls, it is the lubricants inside these engines that are tasked with ensuring performance. Cleanliness is the word of the day when it comes to maintaining these newer engine designs at their optimum performance levels. Yesterday’s engines seemed to be able to tolerate the effects of build-up and deposits a little better. Yesterday’s engines also did not operate as efficiently as today’s engines, either. However, as engines become more and more sophisticated, they are required to operate at the highest levels of efficiency possible — and they do. To operate this efficiently, they use finely designed valves and solenoids to control all sorts of internal engine functions, most notably the variable valve and cam timing. These new systems allow the engines to operate near maximum efficiency over a wider range of RPM. To do so, the engines must maintain a very high level of internal cleanliness at all times. The OEMs are specifying semi-synthetic and full-synthetic motor oils at an ever-increasing rate to help ensure engine cleanliness goals are achieved, but even so, it is a tough level to maintain. They need some help. 74

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Gasoline is Dirty Gasoline sold today is the cleanest-burning gas there has ever been, but that doesn’t mean it isn’t “dirty.” The simple truth is that it begins from a filthy, crude-oil based component that is then refined in many steps to give it the best performance possible, while attempting to keep your engine as clean as possible. The process of burning gas in your engine tends to leave long-term carbon deposits on many of the engine’s internals that can, and do, dramatically affect your engine’s performance in a negative way. Carbon deposits on the intake valves can affect your engine idle, power and fuel efficiency. Carbon deposits on your pistons can create localized hotspots that affect the consistency of the fuel during combustion and can lead to poor economy or even engine “pinging” under severe circumstances. This can also lead to early and severe engine damage. Carbon deposits on the piston rings will lead to poor engine-oil control, which manifests itself as high oil consumption. Dirty rings can also exacerbate blow-by of gasoline and combustion byproducts into the oil, contaminating it very early in its life cycle. Carbon deposits on the pintle-end of the fuel-injector tips lead to poor fuel atomization and poor combustion. Loss of power and poor fuel economy are the most noticeable results of dirt fuel-injectors. Some of these damaging effects of gasoline-related carbon deposits can be lessened by using a higher-quality “top-tier” rated gasoline. Drivers won’t find top-tier gasoline at your typical warehouse club or convenience store. Top-tier gas is a premi-

um product that the name-brand retailers usually charge a little extra for. Now, even if they’re on a steady diet of top-tier gasoline, engines will still eventually build-up detrimental carbon deposits — there is nothing you can do to prevent the process as long as gasoline is still used in the engine. So, a timely and consistent service to clean up the carbon build-up is necessary to keep engines performing as if they were new.

Upper Engine De-carbonization Performing an upper-engine complete decarbonization service on your customers’ engines is one of the best ways there is to ensure their engines will continue to run as they were designed to. Typically, this service will consist of a two- or three-part process to complete the service. The first part of the service is a strong and effective fuel system additive that you install into the customer’s gas tank with at least one-half tank of gas. This fuel additive will most often contain powerful multi-stage cleaning agents that will wind their way through the fuel system, treating the fuel itself and also helping to remove excess moisture that has developed within the fuel tank. The carbon-cleaning portion of this additive will clean and treat the fuel-injector tips, allowing them to render the fine-mist conical spray pattern they were designed to, properly atomizing the fuel so it will combust as efficiently as possible. Other temperature-stable components of this fuel additive, which will not burn during combustion, will help to soften and remove built-up carbon deposits that form on the tops of the pistons.

“The OEMs are specifying semi-synthetic and full-synthetic motor oils at an ever-increasing rate to help ensure engine cleanliness goals are achieved, but even so, it is a tough level to

maintain. They need some help.” The second part of this service is typically an etheramine-based formula that is administered into the idling engine through a convenient engine vacuum source that is close to the throttle blade. This product is introduced into the engine at idle and is drawn past the intake valves and then into the combustion chamber. As it washes over the face of the intake valves, it helps to remove the small carbon deposits that build up and prevent proper valve seating, which can lead to poor idle, loss of power and poor fuel economy. It also helps to remove the deposits that can form on the oilcontrol ring “lands,” giving those rings the best chance to seal properly and control oil consumption. Compression rings can suffer the same malady, and this product will help to clean those up, as well, restoring lost compression, which can lead to increased fuel economy and engine power. Other parts of this service can, but do not always, include an oil additive to help the fresh motor oil prevent formation of sludge deposits on the oil control rings and condition those rings to stay clean. Another aspect of the service that is sometimes included is a throttle-body cleaning chemical to remove the carbon that builds up on the backside of the throttle blade due to the process of reversion. Today, many manufacturers are utilizing the gasoline direct injection (GDI) method of fuel injection, a sophisticated and highly efficient design that offers maximum power capability from a smaller engine. Unfortunately, all GDI engines suffer from rapidly accelerated fuel-related carbon deposits. The manufacturers don’t like to speak of it much, but GDI-related carbon deposits have been known to ren-

der some engines inoperable in as little as 20,000-25,000 miles. Some GDI engines are equipped with turbocharging, as well, making the damaging effects of carbon deposits even more detrimental. GDI engines need upper engine de-carbonization service about once a year or every 15,00020,000 miles. Be sure to recommend it to your customers when appropriate. This is a very effective and beneficial service to perform for your customers. It will help their vehicles perform as when they were new — sometimes even better!

Let Your Chemical Vendors Train You The best vendors of automotive maintenance chemicals will gladly help you and your technicians learn all the specific benefits of not only this product, but of all their products. If you are close to their facilities, they will typically have a classroom/demonstration laboratory set-up and can host 30 or more people at a time to put on very detailed and informative presentations for your technicians. If your locations are not located near enough to their locations, they will usually come to your location at a time and place convenient to you and set up a remote demonstration event.

Some of the best vendors have even developed their own in-house training and certification programs that they offer to your technicians. By earning diplomas that can be hung in view of your customers and patches that can be worn on their uniforms, your technicians will have an increased sense of skill and accomplishment, and your customers will have the extra confidence that comes from knowing skilled techs are working on their vehicle. This is just one of the many highly sophisticated and effective chemical “opportunities” available to you and your customers. Be sure to ask your supplier about their whole line of products. They will certainly tailor a program specifically to your particular needs. Glad to be back. See ya next time, and make it happen. S KIT SULLIVAN has more than 25 years of experience in all facets of the quick-lube arena, which have made him one of the most respected and sought-after experts in the areas of customer service, operations and sales. Sullivan’s colorful and unique perspective on all aspects of daily lube shop activities have made him a favorite speaker and consultant with many lube shop owners and operators from around the country, as well as many of the industry’s top vendors. Sullivan is available for consultation and speaking engagements and will show you how to “Make It Happen” for your business. Sullivan can be reached at: quicklubekit@aol.com

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PRODUCTS & SERVICES New 0W-16 ExxonMobil recently launched Mobil 1 Advanced Fuel Economy 0W-16 in North America. This low-viscosity, full synthetic motor oil was developed to help increase engine efficiency and fuel economy, specifically for select modern Honda and Toyota engines. This new Mobil 1 full synthetic oil formulation is meticulously engineered to demonstrate technological advances in accommodating today’s select gasoline and hybrid engines. Mobil 1 AFE 0W-16 is the latest addition to the Advanced Fuel Economy line. New automotive technology requires new lubricants to help engines perform at their absolute best, and Mobil 1 AFE 0W-16 addresses this opportunity. Although 0W-16 motor oils have been used in Japan for several years, U.S. auto manufacturers recently began introducing vehicles and engines into the U.S. that recommend the use of 0W-16. For more information, visit: mobiloil.com Universal Pan Seal Cutter OTC recently introduced the new 6788 pan seal cutter. The cutter is designed to separate oil pan seals without causing damage to the pan and/or sealing surfaces. The seal cutter separates oil pan seals by pressing the blade into the sealant and striking it with a hammer to completely cut through. The wide striking head allows for the force to be directly transferred and cut through thicker seals. The 90-degree cutting blade and extended-reach handle allows for easy positioning of the cutter and the ability to fit in tight spaces. The universal design of the tool will separate the oil pan seal on most vehicles and allows for easy completion of the job. The tool is similar to J-37228. For more information, visit: www.otctools.com 76

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New Online Catalog Mahle Aftermarket Inc. recently launched a new online catalog that provides quick access to the entire Mahle Aftermarket product offering including Asian, European and domestic applications in North America for both light and heavy-duty parts in the Mahle Original and Clevite brands.

The Mahle Aftermarket online catalog allows for searching by vehicle, engine or product by entering a part number, competitor interchange, year/make/model etc. in the search box. The design is responsive, so the contents automatically adjust to fit the screen of a laptop, phone or tablet. The new product and coverage data are updated monthly. Users can save their vehicle or engine searches in their “favorites.” The online catalog provides coverage for millions of vehicle applications, reaching back to the 1930s. The online catalog can be accessed at: https://catalog.mahle-aftermarket.com/na/

Oil for GDI and TGDI RelaDyne recently launched its most advanced synthetic oil — DuraMax Full Synthetic XLT. This new premium motor oil boasts Extreme Lubrication Technology, formulated to meet the performance requirements of gasoline direct injection (GDI) and turbocharged gasoline direct injection (TGDI) engines. With extreme engine temperature performance and un-

surpassed wear protection, DuraMax Full Synthetic XLT Motor Oils are specially designed to surpass today’s engine requirements and formulated to provide additional protection for engines when the OEM drain interval is exceeded. DuraMax Full Synthetic XLT Motor Oils are licensed ILSAC GF-5 and API SN and carry GM dexos1 Gen 2 approvals (0W20 and 5W-30). RelaDyne continues to transform the automotive industry with its DuraMax brand, formulating premium and affordable products for wholesale distribution and the automotive installer marketplace. For more information, visit: www.reladyne.com

Group 49 and 94R Batteries EnerSys recently announced the availability of its Odyssey Performance Series Group 49 and 94R batteries.

The Odyssey Performance Series 49950 battery provides engine-cranking pulses up to 1,700 amps and 950 cold cranking amps (CCA). It is designed for popular Jeep, Dodge and some BMW and Mercedes-Benz vehicles introduced over the last 10 years. The Odyssey Performance Series 94R-850 battery provides engine-cranking pulses up to 1,500 amps and 850 CCA. It is specifically designed for popular Chevrolet and some Jeep and Dodge vehicles introduced over the last 10 years. Both batteries feature the thin plate pure lead (TPPL) technology, as well as absorbed glass mat separators that hold acid in place to prevent spills, even when installed on their sides. TPPL technology is applied to the manufacturing of flat plates made of 99.99 percent pure lead, not lead alloy. These pure lead plates are made thinner, enabling more to fit in the battery for increased plate surface

area. The additional surface area enables TPPL batteries to generate more power as well as provide longer service life, greater reliability and deep-cycle capabilities. Odyssey batteries feature a three- to 10-year service life and two-year storage life at 77 F (25 C). They are vibration resistant, classified as “non-spillable” by the U.S. Department of Transportation and include a limited three-year full replacement warranty. For more information, visit: www.enersys.com

Quicker Change with Easy-Pack Amsoil recently unveiled a new packaging system for hard-to-reach gear lube installations. The new Amsoil Severe Gear EasyPack eliminates the challenges presented when changing gear lube by providing less mess, reduced waste and easier access.

A HexChex quickly installs over a lug nut without tools — fastening securely with a ratcheting closure. Made from a durable, reusable bright yellow polymer, each HexChex has a clocking pointer to alert a driver when a lug nut is beginning to loosen. The Ken-Tool HexChex indicators will not melt under heavy braking. However, they will melt should a hub overheat, alerting the driver to hub problems. Should a HexChex melt, the materials is easily removed without damage to wheels or lug nuts. For more information, visit: www.kentool.com

Innovative Fluid Management System Graco Inc. recently announced the launch of the Pulse Fluid Management system. Built upon Graco’s legacy fluid management technology, the Pulse system provides forward-thinking service operations with the insight, control and analytics needed to simplify decisions and drive profitability in the age of the seamlessly-connected shop.

Graco redesigned the Matrix Total Fluid Management System and transformed it into the Pulse Fluid Management system. The Pulse system was designed with the user in mind. The simple and versatile system allows managers and other key stakeholders to monitor the business and access reporting tools from any network-connected device including PCs, tablets or smartphones. The Pulse system allows users to know what type of fluid was used, how much, where and when it was dispensed and who was performing the work. Users can capture previously lost or unassigned costs and uncover hidden profits with the Pulse system, easily tracking bulk fluid activities and monitoring inventory from the storage tanks to dispensers. The Pulse system provides transparency from the service bay to the back office, allowing decision makers to know what’s happening at any given moment. For more information, visit: www.gracopulse.com

Amsoil Severe Gear Easy-Packs allow for quicker and easier changing of gear oil. The innovative flexible packaging allows for improved maneuverability and access to fill holes, even in confined spaces. This results in less mess and less wasted product than commonly seen when using traditional quart containers. The Easy Pack has undergone extensive testing and development to ensure a durable, all-in-one package that can withstand even the most aggressive handling. Easy Packs are available with Amsoil Severe Gear 75W-90 and 75W-140 100-percent synthetic gear lube. The formulation has not changed — it still provides high film strength for high-load demands, reduced friction and wear and maximum fuel efficiency. For more information, call 800.777.8491 or visit: www.amsoil.com

Loose Lug Nut Indicator Ken-Tool recently announced the availability of the HexChex Multi-Size loose wheel nut indicators. The Ken-Tool HexChex Multi-Size wheel nut indicators offer a wide application coverage in only four SKUs, dramatically cutting inventory costs. The four SKUs cover 31 lug nut sizes from .75-inch (19 mm) to 2-inch (50 mm) and fit six-, eightand 10-sided lug nuts.

New Software Integration Business Actualization recently announced their integration with the shop management system, Shop-Ware. This makes the eighth integration for Pilot by Business Actualization. Allowing business owners to seamlessly digitally remarket to previous customers and target people like their best customers. It also automates post service visit follow-up by email and text message. This results in higher customer service index scores and more online reviews. Other integrations include: Mitchell, PACE Software, Protractor, R.O. Writer, Shopboss and Winworks.

Pilot by Business Actuation interacts with point-of-sales systems to interact with customers throughout their life cycle stages. This doesn’t mean it will send postcards — these interactions will happen digitally in the form of Facebook Ads or Google AdWords. The process is automatic and is put into action post-service visit. For more information, call 717.742.0782 or visit: www.businessactualization.com  September 2018

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Classiﬁed Advertising employment opportunities DISTRICT MANAGERS AND STORE MANAGERS WANTED Super-Lube is looking for experienced district and store managers for our Florida, Wisconsin and Illinois locations. We are looking for motivated people who are self-starters with experience in managing people. Salary and benefit package available based upon experience. If you are interested in joining the Super-Lube team, please send resume to Tom Chambasian: fax 850-222-5152 or email tchambasian@superlube.com

NATIONAL OPERATIONS MANAGER WANTED

We are expanding and looking for an experienced candidate to oversee company field operations. Proven track record of store management success in quick lube industry is a must. Ability to manage multi-unit chain with both district and store level management is a requirement. We have a competitive salary and complete benefit package available for the right candidate. Send resume to qopsjob@gmail.com

equipment & supplies for sale

fast lubes for sale INDEPENDENT QUICK LUBE/SERVICE CENTER FOR SALE. Located in the Mountain West Region/ Wyoming. Established 1995, remodeled/re-established 2014. Services 8-10K cars a year. Located in the heart of outdoor/ adventure land. Three year cash flow average. Over $323K per year. Immediate take-over “turn-key” operation. Willing to provide professional training under the right conditions. For more information, contact at inmotion4102@gmail.com Serious inquiries only. Signed NDA will be required.

JACKSON MI 3-bay quick lube for sale in Jackson, MI. 27 years in business. Year-to-date, 8000 oil changes and $400K gross sales. Call Rick for more information @ 517-262-3415.

AUSTIN / METRO AREA Eleven lube/mechanical shops for sale. Real estate included. Brokers welcome. Contact vw60634@gmail.com

EASTERN FLORIDA 2 Stores: Net $70k; Down $70k 2 bay stores. Established, but room to grow!

NORTHERN SOUTH CAROLINA Includes Real Estate EBITDAR: $100k; Down $100k 3 bay stores. High traffic area!

NW ALABAMA Includes Real Estate 3 Stores: EBITDAR: $350k; Down $200k Huge presence in the market! 1-800-874-5793 AutoCenter-Sales.com

Let Us Bring YOU An Offer

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fast lubes for sale CENTRAL TEXAS FOR SALE: 3-store independent quick lube chain in Central Texas area. Real estate included. $1,850,000. For more information, contact: lube.shop@yahoo.com

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& CALL AT 800.796.2577

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ADVERTISERS/PRODUCT INDEX September 2018

AAPEX ________________________________________________ 21 _________________________________________ www.aapexshow.com AutoCenter Sales ________________________________________ 70 ____________800.874.5793 ___________ www.autocenter-sales.com Auto Data, Inc. ____________________________________________ 7 _____________800.767.7580 _______________ www.autodatainc.com BendPak, Inc. ___________________________________________ 45 ____________800.253.2363 __________________ www.bendpak.com BG Products ___________________________________ 31, sponsored content ___800.961.6228 ___________________ www.bgprod.com Blue Lake Enterprises ____________________________________ 69 ____________423.774.4891 ___________________ www.biocleans.ca C.A.T. - RUN-RITE ________________________________________ 53 ____________800.872.8921 ___________________ www.run-rite.com Chevron Havoline ____________________________________ Cover Flap_________800.822.5823 __________________ www.havoline.com Comgraphx (Formerly Communication Graphics) ________________15 ____________800.331.4438 ________________ www.comgraphx.com Devon Industries __________________________________________54 ____________800.468.1970 _________________www.devonlube.com eGenuity, LLC - eLube.net ___________________________________33 ____________800.296.0177 __________________ www.egenuity.com ExxonMobil L&S Co. ______________________________________ 41 ____________800.667.6680 ______________________www.mobil1.us Herkules Equipment Corporation ____________________________ 67 ____________800.444.4351 ____________________ www.herkules.us Idemitsu Lubricants America _______________________________ 47 ____________248.355.0666 ____________________ www.ilacorp.com Identifix _______________________________________________ 71 ____________800.745.9649 ___________________ www.identifix.com Integrated Services, Inc. - LubeSoft - Modulube _________Outside Back Cover ____800.922.3099 _______________________www.ints.com Kafko International Ltd. - Oil Eater/Degreaser ___________________14 ____________800.528.0334 ____________________www.oileater.com Lubegard by International Lubricants, Inc. ________________________ 37 ____________800.333.5823 __________________ www.lubegard.com M & M Service - Deep Blue Windshield Washer Concentrate ___________75 ____________800.657.9834 _ www.windshieldwasherconcentrate.com MAHLE Aftermarket _________________________________________ 49 ____________800.338.8786 _________ www.mahle-aftermarket.com Mighty Distributing System of America___________________________ 9 ____________800.829.3900 _____________www.mightyautoparts.com NOLN _____________________________________________ 55, 65, 73 _________800.796.2577 _______________________ www.noln.net Phillips 66 Lubricants/Kendall ______________________________ 51 ____________877.445.9198 _________www.phillips66lubricants.com PM Attendant, Inc. _________________________________________27 ____________866.576.8957 ______________ www.pmattendant.com RelaDyne ______________________________________________ 17 ____________317.696.3009 __________________ www.reladyne.com Roth Industries _________________________________________ 64 ___________ 888.266.7684______ www.rothlubetanks.com/benefits Sage Microsystems, Inc. - Quicktouch _________________ Inside Front Cover _____800.724.7400 _________ www.sagemicrosystems.com Samson Corporation _____________________________________ 63 ___________ 828.686.8511 _________www.samsoncorporation.com Service Champ __________________________________________ 5 _____________800.221.0216 _____________ www.servicechamp.com Service Pro ____________________________________________ 35 ____________800.313.2463 ________________ www.service-pro.com Shell - Pennzoil Filters __________________________________ 58, 59 ___________800.237.8645 __________________ www.pennzoil.com Shinn Buildings _________________________________________ 68 ____________855.879.9995 _____________ www.shinnbuildings.com Smart Blend Synthetics/Phillips 66 Spectrum Corporation _________ 3 _____________ 888.422.9099 ________________ www.smartblend.com Solid Start â&#x20AC;&#x201C; True Brand _____________________________ Inside Back Cover _____877.290.3950 __________________www.solidstart.com StokAir Tire Inflators _____________________________________ 61 _____________________________________________ www.petroy.com Throttle Muscle _________________________________________ 43 ____________855.738.9687 _____________ www.throttlemuscle.com TOTAL Specialties USA ______________________________________29 ____________800.323.3198 _____________www.totalspecialties.com Valvoline _________________________________________ 13, 23, sponsorship_____859.357.7303 ________ www.valvolinequicklubes.com September 2018

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Selling is Educating

VIEWPOINT

Servant Leadership: A Win for Everyone by Amber Kossak

Are you a servant leader? If you are a servant leader, then you will “serve first.” According to polls, two-thirds of all workers are disengaged. Half of all employees would leave their jobs today, if they had something else to go to. The problem is not that people don’t like to work. All my life I have been around people who love their work and who get invigorated by what they do. The problem, then, is something else, and I believe it is often the company culture.

What is Your Culture? Michael Jordan once noted, “Talent wins games, but teamwork and intelligence win championships.” It was a lesson he had to learn from his coach Phil Jackson when he was starting with the Chicago Bulls. A superstar employee can only take you so far. To win championship rings, you need a team. Jackson has won nearly a dozen rings because he didn’t coddle his stars. He worked as a servant leader to properly position and empower every player on the team, so they could be the best they could be. Are your employees a team? Are your “players” engaged in their work? What does “winning” look like for your business? And what does a servant leadership look like to you?

Servant Leadership = Serve First Historically, leadership has been about power. The person at the top of the pyramid holds the highest rank and, as in many businesses, it is to be implicitly obeyed. What the boss wants is what the boss gets. Servant leadership is a completely different approach. The servant-leader puts the needs of the team first and helps them develop to their full potential. In short, the power of the pyramid comes from the bottom. Servant leadership is not necessarily a new concept. The expression “servant leadership” was coined in 1970 by the AT&T executive Robert Greenleaf in an essay he published called “The Servant as Leader.” There he wrote: “The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The leader-first and the servantfirst are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.”

Do You Listen? Servant leaders have good communication. By this, I mean two-way communi-

“Are your employees a team? Are your ‘players’ engaged in their work? What does ‘winning’ look like for your business? And what does a servant leadership look like to you?” 80

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cation. Your door is open at all times, and you listen with an open mind to new ideas and, of course, your team’s concerns. This is motivating to your team when they are a part of the idea-sharing. What are the attributes of inspirational leaders? Optimism. Humility. Passion. Integrity. When you truly care about your employees, they will know it. Motivational leaders inspire confidence, hope and a sense of trust, not fear. The question is, do the things you say de-motivate your team or motivate? Every day, we are touching lives. As a servant leader, you are touching the lives of your team, and they are touching the lives of your customers. Every touch-point is one that can lift people up or bring people down. We already know there are too many things going on in this world that are bringing people down. Your leadership philosophy can be the point at which the tide is turned the other way. Remember, perception is reality. Being the leader, you obviously have your own idea of how a situation happened or how things should go. However, do your best to think of things from their perspective. When you emotionally and physically put yourself in the other person’s shoes your actions and decisions may alter. When we support our team, we create a positive atmosphere, boost morale and increase sales. The questions is, are you a servant leader? Do you aspire to be a servant leader? Are you dedicated to your team as much as you ask them to be dedicated to you?  AMBER KOSSAK is president and CEO of Solid Start, manufacturer of True Brand Products. She has been in the automotive industry for almost 20 years and is serving on the AOCA board of directors. She can be contacted at: kossak@solidstart.biz For more information please visit: www.solidstart.biz

Think PINK for Breast Cancer Breast cancer is one of the leading health crises for women in the United States. 1 in 8 women will be diagnosed with breast cancer in her lifetime, and there is currently no known cure. A rapidly increasing percentage of women simply cannot afford screening tests. This means now more than ever:

Early Detection is Critical to Survival! As a woman-owned and operated business, we chose to partner with the National Breast Cancer Foundation® to help provide FREE, life saving, early detection screenings to women in need all across the country.*

*Solid Start / True Brand® donates a portion of the proceeds of each bottle of Fuel Juels to the National Breast Cancer Foundation. Visit www.fueljuels.com for more information.

#TRUEBRANDTOUGH

Call Crystal Toll-Free: 877.290.3950 www.SolidStart.com