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?

However, the “rule of holes” in this blog refers to something quite different. I doesn’t matter if I drive six hours from home or 20 minutes into the city, I’ve got to tell you that the roads in New York State are pitiful. We’re talking about actual holes—not just an occasional pothole every half mile, but potholes the size of two basketballs, creating a washboard effect that severely tests the suspension of any vehicle.

I couldn’t help but think about ride control and the pure destruction and wear and tear that our unkept roads are causing to our clients’ vehicles.

I strongly suggest that while doing a comprehensive vehicle inspection, look carefully to identify any issues with suspension and ride control. Our deteriorating roads are creating significant challenges for our vehicles, and I see no end in sight. I’m not confident the government has enough resources to fix the roads they’ve ignored for years.

We’ve learned over the years that ride control components should be considered for replacement or at least inspected at 50,000 miles. We know that the damping properties of shocks and struts help keep tires on the road so that steering and braking forces are properly directed. My instincts tell me we should be especially concerned if your clients do any highway driving.

Just my two cents from pothole-plagued New York State.

I own a business. I make money. I have customers. I have an LLC. Maybe even multiple locations. But does owning a business automatically make someone a professional?

What is the real standard for professionalism? Is it self-declared? Or is it something experienced by your clients, your team, your peers, and your community?

These are important questions for the automotive repair industry because many shop owners are still fighting an uphill battle against an outdated stereotype. Too often, the public still sees us as “mechanics” rather than highly trained specialists running sophisticated businesses (read that again).

That outside perception matters. It affects trust. It affects pricing. It affects talent acquisition. And it affects the future of our industry.

Many shop owners ask: “Why can’t we attract top-tier talent?” Maybe the better question is: “Have we built a top-tier professional environment?”

Talented people want to work in professional organizations. They want leadership, systems, vision, culture, accountability, growth opportunities, and pride in where they work.

Professionalism is not a sign on the building. It is not a logo, a clean shirt, or a social media page. Professionalism is a standard (read that again). It is a commitment to excellence that touches every part of the business.

It is how the phone is answered. How the client is educated. How the specialist is continuously educated. It is how the facility looks, and how the team communicates. It is how the repair is documented and how the vehicle is returned. How mistakes are handled and how leadership behaves when nobody is watching.

Professional businesses do not happen accidentally. They are intentionally built.

That requires a mission, a vision, and clearly defined values that become more than framed words on a wall. They become operational standards. The team understands them. Leadership reinforces them. Clients experience them.

Professionalism is the heavy lift. Are you ready? You must be if you intend to support your client base and your team in doing what you love to do. Professionalism requires consistency and discipline. It requires protocols, systems, continuing education, client education, and peer accountability. Professionalism needs a strong culture to grow along with clear processes, specialization, marketing with purpose, and yes—profitability. Profitable businesses can invest in people, equipment, education, and the future.

For decades, dealerships were often viewed as the “professional” side of automotive repair, while independent shops were seen differently. That narrative must change.

And it is changing.

The independent repair industry has the opportunity to lead the future of automotive service, but only if we collectively raise our standards and elevate our image. This is bigger than appearance. It is about identity.

We are not simply fixing cars. We are delivering a professional service that protects the safety, reliability, and mobility of the driving public.

That deserves respect. But respect is not requested. It is earned through professionalism.

Conclusion

The future of the automotive repair industry will belong to those who choose to become truly professional organizations.

Not shops that simply survive but teams committed to excellence in leadership, communication, client experience, training, process, and purpose.

Professionalism is not a destination. It is a continual pursuit. Every improvement matters. Every standard matters. Every interaction matters.

The shops that embrace this mindset will attract better people, create stronger cultures, earn deeper client trust, and elevate the entire industry along the way.

The question is no longer whether automotive repair can become more professional. The real question is: Are we willing to do the work required to get there? (read that again)

Why not use this same season to rethink and reboot your professional automotive repair business?

Truthfully, you do not need to wait for Spring. A reboot can happen at any time. Sometimes the best reset comes right after a difficult season, a challenging quarter, or simply when you realize you have been operating on autopilot.

A reboot does not always require dramatic change. Often, it starts with intentional observation and honest questions.

As you look at every aspect of your business, ask yourself:

• Should we continue doing this?

• Should we stop doing that?

• What is working?

• What is no longer producing results?

• What are we tolerating that needs attention?

• Where have we become complacent?

A mentor once taught me to “pay attention.” That simple discipline has shaped the way I assess what I see, hear, and experience. I constantly ask myself: Is this working as intended? And just as importantly: What feedback is getting to me?

The best operators pay attention to patterns, not just problems.

They notice when morale begins to slip before turnover happens. They notice when customers become less enthusiastic. They notice when production slows, communication weakens, or accountability softens.

Businesses rarely drift off course overnight. Most decline happens quietly through small compromises, ignored frustrations, and routines that no longer serve the mission.

A reboot is an opportunity to interrupt that drift.

Maybe your processes need tightening. Maybe your meetings need purpose. Maybe your culture needs reinforcement. Maybe your team needs clearer expectations, stronger leadership, or renewed encouragement.

And maybe the reboot starts with you.

Leadership can become repetitive. Fatigue can dull vision. Even successful shop owners can fall into maintenance mode instead of growth mode. Sometimes the greatest value of a reboot is rediscovering curiosity, energy, and intentionality.

Take a fresh look at your customer experience. Call your shop and listen to how the phone is answered. Walk through your waiting area as if you were a first-time customer. Evaluate your digital presence, your follow-up systems, and your communication.

Pay attention. Look at your numbers with honesty. Look at your team with empathy. look at your standards with courage.

Not everything needs to change. In fact, one of the most important outcomes of a reboot is identifying what is already working well and protecting it.

The goal is not change for the sake of change. The goal is improvement with purpose.

Spring reminds us that growth requires attention. Healthy things do not stay healthy accidentally. They are cultivated, pruned, cleaned up, and cared for consistently.

Your business is no different. Maybe this is the perfect season to reboot.