We are bombarded by commercials, videos, documentaries, social media posts, opinions, rants, and endless commentary. We can spend hours scrolling, watching, and listening without ever applying what we have learned.

There is a big difference between consuming information and gaining knowledge. And an even bigger difference between gaining knowledge and developing expertise.

 Is there value in knowing a little about many things?

I believe there is.

Having a basic understanding of a subject can help you recognize when you are in over your head. It can show you that a task is more complicated than it first appeared—or that you are not qualified to tackle it alone.

That awareness is valuable.

You do not need to become an expert in accounting, marketing, leadership, technology, human resources, investing, or every other part of running a business. But you should know enough to recognize when you need help.

A little knowledge should create curiosity—not false confidence.

I have always believed that you do not need to be an expert at everything. You need enough awareness to know when you are approaching the limits of your knowledge—and enough humility to call someone who has the expertise you lack.

That is one reason I am such a strong supporter of coaches.

The right coach has experience, perspective, and legacy knowledge. They have often been where you are trying to go. Their guidance can help you avoid mistakes, see opportunities more clearly, and move toward your goals faster.

The same is true of accountants, attorneys, marketing professionals, financial advisors, trainers, and consultants. Knowing a little helps you ask better questions.

Expertise helps you make better decisions.

Of course, not all information consumption is mindless.

The podcasts we create on the Automotive Repair Podcast Network are designed to provide useful ideas, practical experience, and perspectives that can help automotive professionals improve.

But even valuable information only matters when we do something with it. You do not need to remember every detail from every podcast, class, book, or conversation. Listen to learn just one thing—and then implement it.

Information becomes valuable when it leads to action.

Think about the role you play as a shop owner or automotive professional.

Your clients depend on your team’s depth of knowledge, training, experience, tools, processes, and diagnostic ability. They trust you to find the actual cause of a vehicle problem—not merely replace the part connected to a trouble code.

A client may call and say: “My vehicle has a code, and I already know what is wrong.”

They may know a little—and that is not a bad thing. Their research has helped them recognize that something needs attention. That is your opportunity to respect what they have learned while explaining the value of your expertise:

“I’m glad you did some research and have an idea of what may be happening. That trouble code gives us a place to begin. Our specialists will test the system, identify the actual cause, and recommend the correct solution. You’re in good hands.”

That response does not dismiss the client’s knowledge. It builds on it.

Knowing a little about a lot can be a good thing—if it helps us become more curious, ask better questions, and recognize when we need expert guidance.

The danger comes when a small amount of knowledge convinces us that we already have every answer.

Whether you are running a business, leading a team, building wealth, or maintaining a vehicle, wisdom is not simply knowing more.

Wisdom is knowing what you know, recognizing what you do not know, and having the humility to call an expert. Be sure your clients understand this.

After more than 11 years of podcast conversations with shop owners, educators, coaches, and automotive repair professionals, one topic keeps coming up: Comebacks.

Most people see them as failures. The best leaders see them as feedback.

A comeback isn’t just another repair order. It’s a report card on your business. It reflects your training, your communication, your protocols, your culture, and ultimately your commitment to excellence.

That’s why your comeback log should be reviewed with the same discipline as your financial statements.

Both reveal trends. Both uncover opportunities. Both tell you where your business is headed.

If you’re paying attention, your comeback spreadsheet becomes less about yesterday’s mistakes and more about tomorrow’s improvements.

Look for the patterns.

Is there an education gap? Did the automotive repair specialist have the training and confidence to perform the repair? What classes have they attended? More importantly, how much of that training has been retained, and what education should come next?

Was enough time allocated for the repair? We all know the pressure to move quickly, but sometimes the fastest path to productivity is slowing down long enough to do the job right the first time.

Are certain parts or suppliers showing up repeatedly? Trends in component quality are worth tracking.

How effective was your Quality Control process? Was it intentional, or simply another box to check before delivering the vehicle?

Review your shop protocols. Every process deserves a procedure. If steps are consistently being missed, perhaps the procedure needs improvement as much as the person following it.

Was the repair assigned to the right level of competency?

And don’t underestimate the true financial impact of a comeback. Add together the labor, supplier warranty credits, rental vehicles, administrative time, production interruptions, and the cost becomes much greater than the repair itself.

Yet the greatest cost may never appear on a spreadsheet.

It’s trust.

Every customer interaction shapes the perception of your business.

When a customer returns because something wasn’t right, they may quietly wonder, “If this was missed, what else could have been missed?”

That single thought can weaken years of trust you’ve worked so hard to build.

One simple habit can reinforce that trust: call your customer 24 to 72 hours after the repair. Sometimes you’ll identify a concern before it becomes a comeback. Other times you’ll simply reassure the customer that you genuinely care about their experience. Either way, you’re strengthening the relationship.

There’s another cause of comebacks that rarely receives enough attention.

Communication.

You won’t find a column in your spreadsheet labeled “communication breakdown,” yet it may explain more comebacks than any failed part or missed procedure.

Communication begins with the first phone call. It continues at the service counter. It carries through the repair order. And it ends only when the vehicle is returned to the customer.

Was the customer’s concern clearly understood? Did the repair order accurately communicate the reason the vehicle was in the shop? Did the automotive repair specialist have the clarity needed to perform the repair confidently?

When communication becomes assumptions, assumptions become mistakes.

Finally, don’t let your comeback data sit quietly in a spreadsheet. Bring it into your team meetings. Review it at least twice each month. Not to assign blame, but to discover solutions.

Your team will often identify opportunities to improve training, tooling, time allocation, communication, Quality Control, factory service information, software, lighting, workflow, and shop protocols.

The goal isn’t to eliminate every comeback. The goal is to become the kind of shop that learns from every comeback.

Because excellence isn’t built by avoiding mistakes. It’s built by responding to them with humility, curiosity, and the commitment to improve.

As Vince Lombardi said:

“Perfection is not attainable, but if we chase perfection, we can catch excellence.”

Your comeback log isn’t a record of failure. It’s one of the most valuable leadership tools in your business.

Do they know they can rely on you to answer their questions about performance, noise, maintenance, warning lights, reliability, or that strange sound they just started hearing?

Do they know that you can be their “Google”?

Yes, they can ask you anything about their vehicle. Anything.

And you give them an answer. Maybe the answer is, “Bring it in and let us take a look.”

Maybe it’s, “That noise is something you should have checked soon.” Maybe it’s, “You’re fine. Keep driving it and we’ll take care of it at your next service.”

The point is not that you always have an immediate answer.

The point is that you are there to help them find the right answer. They can call you. Email you. Text you. Stop in. They don’t have to wonder who to ask.

They can lean on you.

“Lean on us” is more than a nice phrase.

In my mind, it is a maxim. A tenet. A foundation of your relationship with your clients.

Sure, they can ask their neighbor. They can ask the guy at work. They can search Google. They can watch a YouTube video. They can ask AI.

But who knows their vehicle? Who knows its history?

Who knows what has already been repaired, what has been recommended, what has been deferred, and what needs attention now? And, most importantly, who is looking out for their best interests?

You. That is a powerful position to own. You are not simply the place they go when their vehicle breaks. You are their automotive resource.

You are the professional they can turn to when they don’t know what something means, don’t know what something sounds like, don’t know whether something is urgent, or simply want advice.

That’s what “Lean On us” really means.

You don’t have to know everything about your vehicle. That’s our job.

Are You Saying It? Here’s the bigger question: Are we actually saying those words to our clients?

Maybe you don’t literally use the words “Lean on us.” That’s okay. But does your message communicate the idea? Does your website, in some way, say, “We’re here when you need us”?

Does your voicemail invite customers to call with questions? Does your service advisor tell a customer, “If you hear anything unusual, give us a call”? Do you make it easy for them to text you?

Do you encourage them to stop in? Does your marketing communicate that you’re a resource, not just a repair facility?

Because here’s something important:

Customers can’t lean on something they don’t know is there.

We spend a lot of time telling people what we do. Brake service. Oil changes. Diagnostics. Maintenance. ADAS. Tires. Electrical. Engine repair.

But perhaps one of the most important things we can tell them is much simpler:

We’re here for you. Give them permission to lean on you.

Tell them. Remind them. Put it on your website. Put it in your emails. Put it in your customer follow-up. Put it on your business cards. Put it in the conversations your team has every day.

And then back it up with action. Because “Lean on us” isn’t a marketing slogan if your team doesn’t live it. It is a promise.

Make it obvious that you’re not just another repair shop. You’re a professional automotive resource they can depend on.

Because when someone searches Google, asks AI, or gets advice from a friend, you don’t necessarily need to win the argument.

You need to become the person they trust to verify the answer. Do they know they don’t have to figure it all out themselves? If they don’t, maybe it’s time to start saying it.

Not necessarily with the exact words “Lean on us.” Say it your way.

But make sure your customers hear the message: We’re here. We care. We know your vehicle. And when you need us, lean on us.

And as we always say: Listen to Learn Just One Thing… and implement it!

There are new developments happening across our industry every day. New technology. New tools. New ideas. New ways of solving problems.

But innovation isn’t just about buying the latest technology. It is about asking a better question:

How can we do what we do better?

Innovations in technology can improve our Specialists’ productivity and problem-solving abilities. They can improve the protocols and systems we use every day. And when we improve those things, we have an opportunity to create a better experience for our team and our clients.

My friend G Truglia says, “Educate or Evaporate.” I believe “Innovate or Stagnate” comes from the same place, just from a slightly different perspective.

In fact, the education part of G’s phrase lands squarely on my phrase. You can’t innovate if you aren’t willing to educate yourself.

You have to know what is changing before you can decide what should change in your business. And there are more opportunities to learn today than ever before.

We have conferences, video learning, on-site education, peer groups, podcasts, webinars and training for virtually every role in your business, including the CEO.

One of the hottest areas of training and development right now is the Client Advocate role. We are learning more about how communication, technology and systems can work together to create a better client experience.

Look at what is already happening.

AI phone-answering systems can help answer questions and book appointments. Automated scheduling can make it easier for clients to do business with you. Workflow tools can improve efficiency. Specialized diagnostic tools can help our Specialists solve increasingly complex problems.

Shop Management Systems and Digital Vehicle Inspection platforms continue to add new features and capabilities.

But here’s the question: Are you using them?

Are you taking advantage of the tools you already have? Are you exploring the new features and upgrades that could improve your company’s offering with your current software tools?

Are you recording client and prospect phone calls and reviewing them to discover what went well, where communication broke down, and where opportunities were missed? And have you taken the time to understand how AI can help you as a CEO, not just how it can affect the front counter or the shop floor?

Craig O’Neill is engaging a Verbal Inspection Protocol, or VIP, a team-based approach to automotive repairs that utilizes an inspector and a scribe (apprentice), especially for Digital Vehicle Inspections.

Is there a place for something like that in your business? Have you ever asked your clients if they would like the option to make an appointment online?

Have you asked them whether they would be comfortable using an AI phone system if it meant spending less time on hold and getting an appointment booked faster?

Those are not technology questions.

They are leadership questions.

Technology is simply a tool. The real question is whether we are willing to rethink the way we work.

I’ve had many opportunities over the last few years to speak with innovators across our industry about new technologies, systems, and approaches designed to improve the client experience while increasing speed, efficiency, and consistency.  And I keep coming back to the same thought:

There is a tremendous opportunity in front of us.

But opportunity requires curiosity. It requires research. It requires education.

And sometimes it requires being willing to admit that the way we’ve always done something may no longer be the best way.

Don’t make the excuse that you don’t have the time to investigate what’s changing. Because the shop owners who make the time to learn, experiment, and improve won’t simply be keeping up.

They’ll be creating what’s next.

Innovation doesn’t mean chasing every shiny new thing. It means staying curious enough to ask:

Is there a better way?

Then, educate yourself enough to find it. And having the courage to implement it.

Innovate or stagnate. The choice is yours.

Always remember: Listen to Learn Just One Thing… and Implement It!

There are decisions in business that are easy to make. Then there are the decisions that keep you awake at night.

Personnel decisions. Policy changes. Changing a supplier. Moving away from a system you have used for years. Bringing in professional help. Changing direction. Investing in something new. Letting go of something that once worked.

These decisions can be difficult because business is never just business. There are people involved. Relationships. History. Loyalty. Emotions. Comfort. Fear. And sometimes, those very things can keep us from doing what the business needs.

I’ve Been There

I have a strong memory of a situation where I really liked the person involved. He was a good person. I enjoyed having him around. I wanted him to succeed.

But he struggled to follow our policies and directions. He had difficulty fitting into our program and learning how we operated.

I tolerated it longer than I should have. Not because I didn’t see the problem. I did. I simply allowed my personal feelings about the person to influence a business decision. I kept him too long. I knew it. My team probably knew it. And honestly, waiting that long was not like me.

But I liked the person. That personal connection made a difficult business decision even harder. Eventually, I had to recognize that liking someone and having the right person in the right position are two completely different things.

That was a lesson I have never forgotten.

The Business Doesn’t Get to Vote on Our Feelings

This isn’t just about personnel. We can make the same mistake with almost every part of our business.

We keep a system because we’re comfortable with it. We stay with a supplier because we’ve had a relationship for years. We avoid changing a policy to avoid upsetting people. We resist professional help because we think we should be able to figure it out on our own.

We delay investing in technology because the old way still works. We avoid changing our strategy because we’ve already invested so much time and money into the current one. And sometimes we simply say: “That’s the way we’ve always done it.”

There are plenty of reasons to delay a tough business decision. Some are legitimate. Others are simply excuses dressed up as reasons.

Ask Yourself the Hard Question

One of the most valuable questions we can ask ourselves as business owners is: “If I took my personal feelings out of this decision, what would I do?”

That doesn’t mean we become cold or stop caring about people. Quite the opposite.

Professionalism means we can care about people while still making responsible decisions for the organization.

It means we can respect a relationship while still recognizing when it no longer serves the business. It means we can appreciate the past without allowing it to dictate the future.

And sometimes leadership means having the courage to say: “This isn’t working anymore.” That’s not personal. That’s leadership.

Your Business Is Counting on You

Our teams are counting on us to make decisions. Our customers are counting on us to build businesses that are capable, professional, stable, and prepared for the future.

And sometimes our own reluctance to make a decision becomes the biggest obstacle to moving forward. The longer we tolerate something that isn’t working, the more it costs. It can cost money, time, momentum, and morale.

And sometimes it costs us the opportunity to become the business we keep saying we want to become.

I know these decisions can be difficult. I’ve sat with them. I’ve made some too late. I’ve probably made some that I wish I had made differently.

But I’ve learned that leadership isn’t about making every decision perfectly. It’s about being willing to make the decision when the evidence tells you it’s time.

Don’t let what is personal prevent you from doing what is professional. Take a hard look at the decisions you’ve been avoiding. Ask yourself what you would do if you removed the emotion, the history, the fear, and the comfort from the equation.

Then ask the most important question: What does the business need from me right now?

Sometimes the answer won’t be easy. But sometimes the best thing you can do for the people, the business, and the future you’re trying to build is to make the tough decision.

**It’s not personal. It’s leadership.**

What we witnessed wasn’t just a milestone. It was proof of what’s possible when an entire industry decides to care.

Fifteen years ago, shop owners Leigh Ann Best and Laura Frank had a vision. I don’t think even they could have imagined that the professional automotive repair industry would rally behind that vision, raising $2.4 million in support of life-saving vaccine research.

Let that sink in.

$2.4 million… from our industry.

That’s not just generosity—that’s impact.

And yet, I can’t help but think every single year… what if?
What if just 15% of shop owners across the country got involved?
How much faster could we move this forward?
How many more lives could we touch—or even save?

This year, we heard directly from the doctors and PhD researchers leading the charge. Not summaries. Not secondhand reports. Real people, doing real work, fighting for something that matters.

And here’s the part that stopped me:

Phase One of the vaccine trial is complete—and the results are extraordinary.

Over 50% of participants showed a positive immune response. We were told that in the world of research, that’s not just good—it’s remarkable.

They are now committed to Phase Two.

This is no longer just an idea.
This is real.
This is working.

And when you sit in that room, listening to these researchers express their deep, heartfelt gratitude to our industry—you start to feel something bigger than business. You feel purpose.

It got me thinking about something simple: zip codes.

What if there was just one professional repair shop in every zip code in America participating in the October Brakes for Breasts campaign?

Just one.

The momentum we could create… the acceleration of this research… the possibility of bringing a vaccine for Triple Negative Breast Cancer—the most aggressive form—to reality sooner… it’s not far-fetched.

It’s within reach.

So here’s my challenge—to you, to all of us:

Don’t sit this one out.

Talk about it with your team.
Share it with your peers, your coach, and your network partners.
Bring it home to your family.
Tell your customers why it matters.

Go to brakesforbreasts.com/ and take the next step.

And remember this—because it matters:

100% of the funds raised go directly to the research. Every single dollar.

If you’re planning your fall marketing, this isn’t just another promotion. October is Breast Cancer Awareness Month, and that is the ideal time to be a Brakes For Breasts supporter.

This is your chance to stand for something bigger than your business.

Work with your suppliers. Use the tools available. Bring this initiative to life in your shop.

Because this isn’t just about brakes.
It’s about hope.
It’s about progress.
It’s about being part of something that could change lives forever.

Phase One proved this is real.

Now it’s up to us to help carry it forward.

If you’re not part of Brakes for Breasts yet… this is your moment.

Get involved.   brakesforbreasts.com/

We need talented people to join our businesses, grow our companies, serve our customers, and keep the vehicles that millions of people depend on safe and reliable.

We have been talking about the technician shortage for years. We hear the numbers. We hear the projections. We hear the warnings from associations, foundations, educators, manufacturers, and industry leaders.

The shortage is real. But I think there is another question we need to ask ourselves.

Are we attractive and professional enough to recruit the people we need?

That question may make some of us uncomfortable. It should.

The Competition for Talent Is Bigger Than Automotive

The OE side of the industry has been calling for automotive specialists. Associations and foundations continue to remind us of the six-figure shortage of new talent.

At the same time, there is a significant push across the country to introduce young people to skilled careers.

Community colleges are promoting skilled trades. Stand-alone automotive education centers are training future professionals. Recruiters are working with students and parents. Dealers are actively building relationships with schools and future technicians.

And independent repairers have made progress, too. We have apprentice programs. We have mentoring programs. We have shop owners investing in training and developing people from within.

The NAPA apprentice program is one example of a widespread effort to create pathways into our industry. So there is activity. There is education. There is recruitment. But there is still a gap.

Are we presenting automotive repair as the professional, high-tech career that it actually is?

Because when the conversation turns to skilled careers, I don’t often hear automotive repair mentioned first. I hear welding. Carpentry. Electrical. HVAC. Plumbing. These are all important and valuable careers. But where is automotive?

Where is the conversation about becoming a highly trained automotive service specialist who works with sophisticated diagnostic equipment, advanced electronics, ADAS systems, electric vehicles, software, data, and constantly evolving technology?

Where is that story being told to the young person sitting at home trying to figure out what they want to do with their life? More importantly, what does our industry look like when they come looking?

Image Matters

Imagine a young person who has decided that a traditional four-year college isn’t the right path for them. Maybe they don’t want a $100,000 college loan. Maybe they want to learn a skill, start earning money, and build a career. Maybe they are fascinated by technology and enjoy solving problems.

Their parents are probably going to help them explore their options. Now imagine that young person searching for automotive repair businesses in their community. What do they see?

Look around your business. Really look. Look at your building. Look at the entrance. Look at the parking lot. Look at your lobby. Look at your colors. Look at your signage. Look at your team. Look at the way your people dress. Look at the cleanliness of your facility.

Look at your website. Look at your social media. Look at your customer communications. And yes, even think about the smells when someone walks through the door.

Then ask yourself: Does this look like a professional career destination? Or does it reinforce an old stereotype? Greasy. Dirty. Noisy. Low-tech. Dead-end. “Mechanic.”

Those perceptions are difficult to overcome when our physical environment and our marketing accidentally reinforce them.

We can tell someone that an automotive specialist can make a very good living. We can tell them there is tremendous opportunity. We can tell them this is a high-tech career. We can tell them there is a future. But if the image doesn’t support the message, which one do they believe?

People believe what they see. We Have a Story to Tell

The irony is that automotive repair may be one of the most technologically sophisticated skilled careers available today. Today’s automotive specialist isn’t simply turning wrenches. They are diagnosing complex electrical systems. They are working with networks and modules. They are using scan tools and diagnostic software.

They are understanding vehicle data. They are dealing with ADAS. They are working on hybrid and electric vehicle technology. They are continually learning. They are problem solvers. They are professionals responsible for the safety and reliability of the vehicles their customers depend upon every day.

That is a remarkable career story. But we have to tell it. And before we tell it, we need to make sure our businesses look like the story we are telling.

So What Do We Do?

We need to stop simply complaining about the shortage and start closing the perception gap. Here are a few places to start.

1. Get Professional

Walk through your business as if you were a prospective employee. What do you see?

Does your building look cared for? Does your lobby communicate professionalism? Are your employees appropriately dressed? Is the shop clean and organized? Are the bathrooms clean?

What does the customer experience feel like? What does it smell like? You don’t need a million-dollar facility. You need a facility that communicates pride.

2. Build Pride in Your Team

Your people are your best recruiting tool. A young person considering automotive repair needs to see people who are proud of what they do.

They need to hear professionals talk about their careers with enthusiasm. They need to see a team that respects one another. They need to see an opportunity. They need to see people who are learning, growing, earning, and building something.

Your culture is part of your recruiting strategy.

3. Upgrade Your Digital Front Door

Your website may be the first place a prospective employee encounters your business. Don’t make your website only about selling repairs.

Show people who you are. Show your team. Show your facility. Show your equipment. Show your training. Show your technology. Show your culture. Show your people learning. Show what it means to be part of your organization.

Your website should make someone think: “I could see myself working there.”

4. Change the Language

Words matter. If we continue to describe the profession using outdated language, we shouldn’t be surprised when people have outdated perceptions.

We aren’t installers. We aren’t simply parts replacers. We are professional automotive service specialists. We diagnose. We analyze. We solve problems. We maintain. We protect. We keep people moving safely.

The language we use helps shape the perception of the profession. Get my language shift document HERE.

5. Invite Young People In

Don’t wait for them to discover us. Go where they are. Build relationships with high schools, community colleges, career centers, technical programs, and educators.

Invite students into your facility. Let them see the technology. Let them talk to your specialists. Let them see what a modern repair facility looks like. Give them something real to compare with the stereotypes they may have heard.

6. Make Parents Part of the Conversation

This one is important. Young people aren’t always making these decisions alone. Parents have an enormous influence. We need to help parents understand that automotive repair is not the career it was 30 or 40 years ago. It is a technology-driven profession.

It requires education. It requires problem-solving skills. It requires continuous learning. And it can provide a very rewarding career. We need parents to see the opportunity before they dismiss it. Get a poster, HERE, for your counter that says ‘Automotive Careers Happen Here’.

We Have to Look Like the Future

There is no shortage of opportunity in automotive repair. There is a shortage of people.

But I believe there is also a shortage of perception. We have not always done a good enough job showing the world what this industry has become. If we want young people to see automotive repair as a career, we have to give them a reason to see it that way.

That starts with us. Look around your business. Look at your people. Look at your website. Look at your marketing. Look at your facility. Look at the language you use.

Then ask the uncomfortable question: Would I recommend this as a career to my own child? If the answer is yes, that’s great.

Now ask a second question: Does everything about my business communicate why? We cannot complain about the perception of our industry while contributing to it.

We cannot tell young people that automotive repair is a high-tech profession while presenting an image that looks like it belongs in another era. We cannot say we want to attract professionals while failing to look, act, and communicate like professionals.

The future of our industry isn’t going to walk through the door by accident. We have to go get it. We have to make this career visible. We have to make it attractive. We have to make it professional.

And we have to make people proud to say: “I’m an automotive service specialist.” This isn’t just about hiring our future. It’s about creating a future worth joining.

Get started.

I hear it all the time. “Kids today just don’t have soft skills.”

Some people blame schools. Others blame parents. Many blame social media. While there may be some truth in each of those arguments, I believe they’re missing the more important question.

If someone joins our team lacking a life/soft skill, whose responsibility is it to help them develop it?

Whether you’re leading an automotive repair shop, a business, a Scout troop, a travel hockey team, or simply raising children, leadership has always been about developing people, not just evaluating them.

Technical skills can be taught. Life skills should be taught, too.

In fact, they may be the very skills that determine whether someone becomes a trusted professional, a respected leader, a supportive teammate, or a dependable friend.

Imagine choosing one life skill each week during your team huddle. Spend five or ten minutes discussing it. Share examples. Celebrate when someone demonstrates it. Coach when improvement is needed.

Little by little, you won’t just build better employees. You’ll help build better human beings.

Here are some of the life/soft skills worth teaching.

Work Ethic. Lean into hard work without complaining. Be dependable, finish what you start, and take pride in doing your best.

Professionalism. Represent yourself and your organization in a way that builds trust and confidence, whether you’re at work or in the community.

Integrity. Tell the truth, even when it’s difficult. Admit mistakes quickly and do the right thing when no one is watching.

Active Listening. Listen to understand, not simply to respond. Be able to restate someone’s point so accurately they say, “Yes, exactly.”

Time Management. Respect your own time and everyone else’s. Stay organized, manage your calendar, and meet commitments.

Leadership. Influence through service, accountability, and example rather than title or authority.

Self-Awareness. Understand how your words, actions, and attitude affect the people around you.

Communication. Speak and write clearly. Keep your message simple and lead with your conclusion.

Teamwork and Collaboration. Share ideas, information, responsibility, and credit. Great teams win together.

Emotional Intelligence. Recognize and manage your emotions while understanding the emotions of others.

Growth Mindset. Welcome feedback. Stay curious. Believe your abilities can improve through learning and effort.

Your Phone Is Not the Centerpiece of Your World. Technology is a tool, not a lifestyle. Be present with the people in front of you.

Independence. Learn to solve problems before asking someone else to solve them. Take ownership instead of waiting to be rescued.

Personal Responsibility. Do your chores. Meet your responsibilities. Contribute because you’re part of the team, not because someone reminded you.

Time Outdoors. Step away from screens. Fresh air, movement, and real experiences build healthier people.

Eye Contact. Show confidence, respect, and genuine interest by looking people in the eye during conversations.

Interview Skills. Prepare well. Ask thoughtful questions. Tell your story with confidence and professionalism.

Confidence. Believe in your abilities without believing you know everything. Confidence grows through preparation and experience.

Keep Appointments. Show up on time. If you make a commitment, honor it.

Flexibility. Plans change. Learn to adjust with a positive attitude instead of resisting every change.

Presentation Skills. Organize your thoughts and communicate ideas clearly in front of individuals or groups.

Smile. A smile costs nothing, yet it welcomes people, reduces tension, and makes you approachable.

Problem Solving. Look for solutions instead of dwelling on obstacles. Every challenge presents an opportunity.

Critical Thinking. Question assumptions, gather facts, and make decisions based on evidence instead of emotion.

Decision Making. Make timely decisions using the best information available, then own the outcome.

Creative Thinking. Look beyond “the way we’ve always done it.” Innovation begins with curiosity.

Networking. Build genuine relationships before you need them. Great careers are built on trusted connections.

Stress Management. Respond to pressure with perspective, preparation, and healthy habits instead of panic.

Adaptability. The ability to learn, adjust, and move forward may be the most valuable workplace skill of all.

Financial Literacy. Understand budgeting, saving, debt, investing, and the long-term value of making wise financial decisions.

Creativity. Bring fresh ideas, new approaches, and thoughtful improvements to everyday work.

Curiosity. Ask questions. Seek understanding. Never stop learning.

Courage. Have difficult conversations. Admit mistakes. Try new things even when success isn’t guaranteed.

Goal Setting. Know where you’re going and create a plan to get there. Progress begins with intention.

Job Readiness. Be prepared every day. Arrive on time, ready to contribute with the tools, attitude, and focus your job requires.

Empathy. Understand another person’s perspective and respond with compassion, respect, and patience.

Delegation. Trust others with meaningful responsibilities while providing the support they need to succeed.

Mentoring. Share your knowledge freely. Someone invested time in you, now it’s your turn.

This isn’t just a list for the workplace. It’s a list for life. Every one of us learned these skills because someone, somewhere, modeled them, coached us, corrected us, or believed we were capable of more.

The next generation won’t magically develop these skills on their own. They need mentors. They need coaches. They need leaders.

Maybe that’s the real job of leadership. Not simply building better employees.

Remember:

1. Soft skills are not innate. They are learned.

2. Every leader is a teacher, whether they intend to be or not.

3. Professionalism is a collection of practiced behaviors, not a personality trait.

And if you’re honest, I bet you are too.

We’ve all done it. The list grows longer.

Responsibilities pile up. Important becomes urgent.

“I’ll get to it tomorrow.” “It’s not due until next week.” “It can wait.”

Sound familiar?

As shop owners and leaders, we juggle countless responsibilities every day. Customers, employees, family, finances, training, equipment, planning, hiring. The list never seems to end.

The problem isn’t usually knowing what needs to be done. It’s deciding to do it before it becomes a crisis.

Think about your responsibilities:

• Every delayed employee review is a missed coaching opportunity.
• Every postponed equipment purchase can cost productivity.
• Every deferred education class is another day your team isn’t improving.
• Every marketing idea left on the list is another customer who never learns about your shop.

Do you keep lists? I keep lists. Lots of them. I review them every day, usually again in the evening. That habit has helped me stay organized, but I’ll admit something else.

I’ve always been someone who seems to do my best work against a deadline. While that can produce results, it also comes with a cost. There isn’t enough time to think. No opportunity to revisit the idea. No chance to improve the plan.

Looking back, many of my most meaningful accomplishments didn’t happen because I rushed to the finish line. They happened because I started early, allowed the idea to develop, and gave myself time to refine it.

Great ideas need room to breathe. Strategic thinking requires margin. Leadership demands intentionality.

Every item on your to-do list represents a promise you’ve made to yourself, your business, your team, or your family. If it was important enough to write down, it deserves more than being pushed to tomorrow over and over again.

Ask yourself:

• What have I been postponing that could move my business forward?
• What conversation have I been avoiding?
• What opportunity keeps getting delayed because something else feels more urgent?

Whether you use a legal pad, sticky notes, or sophisticated project management software doesn’t really matter. What matters is reviewing your priorities, adjusting as circumstances change, and taking action before urgency forces your hand.

Progress rarely comes from waiting. It comes from deciding. Today, don’t hit the delay button. Choose one important task you’ve been putting off and move it forward. Your future self and your business will thank you.

What will you accomplish today because you chose action instead of delay?

As we say on our podcasts: “Listen to learn just one thing… and implement it.” Now that you’ve read this, find one thing that sparked you in this blog and implement it. Thanks, Carm.

One of the most exciting trends in the automotive repair industry is the growing commitment to on-site training. A strong option for continuing education is when the instructor comes to your shop, to your team, and to your equipment.

Learning happens where the work happens.

Even better, many shop owners are partnering with neighboring independent shops to share the investment. A handful of businesses split the cost, bring everyone together, and create an intimate learning environment where questions are encouraged, hands-on practice is expected, and real-world challenges become part of the lesson.

It’s education on steroids.

I’ve talked with shop owners who close their doors for two days so their entire team can focus on learning without sacrificing evenings or weekends. Others schedule training over a Friday and Saturday. There isn’t a single right formula. The important thing is making education a priority instead of something you hope to get around to later.

Our industry is fortunate to have an incredible group of educators who are willing to travel to your location and tailor their instruction to your team’s needs. Whether you have multiple locations and can justify hosting the event yourself or you invite several local shops to participate, the result is the same.

Your team grows together.

This isn’t meant to replace our outstanding industry conferences. Those events deliver tremendous value, networking, and exposure to new ideas. But the reality is that not everyone can travel. Time, budgets, staffing, and family commitments often get in the way.

On-site training fills that gap.

The pace of vehicle technology isn’t slowing down. ADAS, advanced diagnostics, software-driven systems, electrification, and constantly evolving repair procedures demand continuous learning. Shops that commit to ongoing education are positioning themselves to deliver more accurate diagnostics, greater efficiency, and a better customer experience.

Education isn’t simply about becoming smarter. It’s about becoming more productive. It’s about improving effective labor rate. It’s about increasing technician confidence. It’s about reducing comebacks. It’s about creating a culture where your team knows they’re valued because you’re investing in their future.

Every repair shop sells time. The more knowledge your specialists have, the more valuable every hour becomes. Better-trained professionals diagnose smarter, communicate more effectively, and solve problems with greater confidence. Those improvements show up in productivity, profitability, and customer trust.

The shops that will lead this industry tomorrow won’t necessarily have the biggest buildings or the newest equipment. They’ll have the people who never stopped learning.

Because when education comes to your shop, everyone wins.

I’ll go out on a limb and believe that 90% of us have played this game at least once in our lives. It is a game of strategy, decisions, risk, and, of course, the roll of the dice.

Recently, I started thinking about how running and sustaining a business feels a lot like playing Monopoly. You throw the dice, move your token, land on a property, decide whether to buy it, pay rent, take a Chance card, or get involved in the Community Chest. Every turn presents a decision, and every decision has consequences.

Business is much the same.

Every day, we toss the dice. We make decisions about hiring, training, marketing, pricing, investments, customer service, and leadership. Some choices move us closer to Broadway and Boardwalk. Others feel more like landing on Mediterranean Avenue with limited options and resources.

What I’ve come to realize is that while the dice determine where you land, preparation often determines what happens next.

The most successful Monopoly players are not simply lucky. They understand the game, recognize opportunities, manage risk, conserve resources, and prepare for the unexpected. Business owners do the same. When opportunities appear, preparation allows us to act. When challenges arise, preparation helps us respond instead of react.

We all experience moments when the roll doesn’t go our way. A key employee leaves. A major expense appears. A customer says no. Yet those moments don’t define the game. What matters is how prepared we are to handle them.

The truth is, every business owner throws the dice every day. The outcome isn’t determined solely by luck. It’s influenced by the countless hours spent learning, planning, training, improving systems, building relationships, and preparing for the next move.

So the next time you throw the dice in your business, remember that success is rarely about the roll itself. It’s about what you’ve done before the roll and what you choose to do after it.

You’ve landed on good properties. You’ve paid rent. You’ve taken chances. You’ve weathered setbacks. And you’re still here, working hard, growing your business, and waiting for your next turn to toss the dice.

Every business owner throws the dice each day. The difference between surviving and thriving is rarely the roll, it’s how well you’ve prepared for wherever the dice may take you.

Think about that. How many people walk into your shop every morning carrying baggage instead of bringing value?

The baggage might be an ego that refuses to learn. A bad attitude. Resistance to change. Poor communication. Excuses. “I’ve always done it this way.” A lack of accountability.

Every piece of baggage costs your business money. It shows up as misdiagnoses. Comebacks. Poor productivity. Frustrated teammates. Lost customers. Shrinking profits. Then we wonder why we’re struggling.

Here’s a harder question: What are you doing about it?

If you’re not making continuing education a non-negotiable part of your culture, you’re choosing to accept mediocrity. You’ve heard me say it before: stop calling it training. Call it education.

Training teaches someone to complete a task. Education develops professionals who can think, adapt, solve problems, and lead. There is a difference.

Our industry changes every single day. Vehicles become more complex. Technology advances. Repair procedures evolve. If your knowledge isn’t growing, you’re falling behind.

Would you trust a doctor who stopped learning ten years ago? Then why should your customers trust an automotive repair professional who thinks they already know enough?

The excuses have run out. Our industry has never made education more accessible. National conferences. Regional events. Manufacturer classes. Weekly webinars. Lunch-and-learns. Daily learning platforms like Today’s Class.

The opportunities are everywhere. The only question is whether you’re committed enough to take advantage of them.

Look at your budget. Is education one of your largest investments, or one of the first things you cut?

Look at your team. Can you tell me how many hours of education each specialist completed this year? If not, don’t tell me education is important.

Show me. Track it. Budget for it. Expect it. Celebrate it. 

Because hope isn’t a business strategy. Wishing your team gets better isn’t leadership. Investing in their education is. The best shops don’t accidentally become great. They build a culture where learning never stops, excuses never win, and every person walks through the door carrying more knowledge than baggage.

Which kind of shop are you building?

Recently, Aaron Woods dropped a phrase on the show that completely reframed how I look at leadership: “The Power of the Room.”

I’ve always known this, but this time it hit me like a ton of bricks, specifically regarding how we, as shop owners, handle accountability. Or more accurately, how we avoid it.

If you are already in a peer or twenty group, you know exactly what this power feels like. If you aren’t? After reading this, go find one and get your head out of the sand.

Here is the cold, hard truth: You don’t know what you don’t know.

The Illusion of the All-Knowing CEO

When you played sports back in the day, you had a coach to push your raw talent. But in the automotive business? Most of us stumbled into the CEO chair without a playbook. We are expected to magically be experts in hundreds of variables—leadership, systems, protocols, marketing, finance, HR.

Spoiler alert: You aren’t an expert in all of them. And trying to fake it is killing your net profit.

A powerful room of peers cuts through the noise. It forces you to narrow your focus to what actually matters. When a fellow shop owner throws their real, raw numbers on the table and challenges your subpar metrics, it triggers something inside you. It forces you to look in the mirror and say, “No more excuses. It’s time to change.”  The Power of the Room!

Leave Your Ego at the Door

The level of motivation a peer group provides is immeasurable—but only if you let it.

The absolute key to unlocking the “Power of the Room” is dropping your ego and ask for help. Stop trying to go it alone. Stop pretending you have it all figured out when your shop is running you instead of you running it.

The people in that room have already been exactly where you are. They’ve bled money, made hiring mistakes, and survived cash crunches. They are the experts you need right now.

The Bottom Line: Get out of your own island. Find a peer group, open your mind, and unlock the talent you’re currently wasting by flying solo. Your shop—and your wallet—will thank you.

Whenever I record a podcast, and every recording is important, I put my phone into silent mode for the exact amount of time I need. No interruptions. No distractions. No temptation. The best part is that when the time expires, the phone automatically returns to normal.

It got me thinking. Why don’t we use the same discipline during the most important conversations of our day?

The morning huddle. An employee review. A leadership meeting. A peer group discussion. A customer conversation. Church. Dinner with family.

The moments that deserve our full attention are often the moments most vulnerable to interruption. Now, I understand there are exceptions. Sometimes a major issue is unfolding, and you need to be reachable to make an important decision. But let’s be honest, that isn’t happening all day, every day.

There should be periods of “no-phone disturbance time” built into our schedules.

As I write this, my phone just beeped. Immediately, my attention shifted. Should I keep writing? Should I check the notification? I looked. Spam email. Nothing important. Yet it still interrupted my train of thought. My bad.

How many meaningful conversations suffer the same fate? You’ve probably experienced it. You’re having a great discussion with a family member, colleague, employee, friend, or team member when someone’s phone goes off. Almost automatically, we say:

“Go ahead, get that. It could be important.” Sometimes the conversation survives. Sometimes it doesn’t.

The momentum disappears. The connection fades. The point gets lost. And occasionally, you have to start all over again. Technology is a wonderful servant but a terrible master.

The people sitting across from us deserve more than divided attention. They deserve our presence.

There are plenty of apps available to help. I use Peace Time. It’s simple, effective, and allows me to create quick silent sessions or schedule recurring periods of uninterrupted focus.

The real issue isn’t the app. It’s the decision. The decision to be fully present. The decision to protect important moments. The decision to tell the person in front of you, without saying a word, “Right now, you are more important than my phone.” Attention is one of the greatest gifts we can give another person. When we silence our phones, we amplify our ability to give it. 

Try going silent. You may be surprised by how much more you hear.

Last week, I was in the chair at my dentist’s office for routine maintenance. For both my dentist and me, that’s every six months.

During the appointment, the dental assistant noticed an issue with an old filling. She took a photo and showed it to me. After reviewing it, she and the dentist recommended replacing the filling before it became a larger problem.

That got me thinking. I asked the dentist if they send those photos to patients who choose to defer the work. He said they don’t, but agreed it was a great idea.

Wait a minute. The dental industry hasn’t embraced marketing deferred-work opportunities via text or email using Digital Teeth Inspections (DTIs), much like we do with Digital Vehicle Inspections (DVIs). Maybe some do, but not my dentist.

So, here’s the question: How often are you marketing deferred work opportunities?

Most shops already have the technology. The capability exists within the software that many of us use every day. Yet some shops haven’t activated those features, some don’t use them consistently, and others simply haven’t recognized the value.

We know how important preventative maintenance is. We know where opportunities exist to address vehicle concerns before they become major repairs. We document those opportunities through DVIs and create trust through transparency.

Dentists do the same thing. Can you imagine if every deferred recommendation received the same attention as the day it was discovered?

We know how important critical maintenance is to a vehicle and where opportunities exist to repair critical systems in a smart timeframe, and so do dentists. 

The difference? We just have one up on the dentist. We can, if the client agrees to continue the conversation long after they leave the shop. So are you?