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Are You Comfortable With Your Problems? Business Coaches Lab [RR 729]

Carm Capriotto, AAP — Tue, 22 Mar 2022 05:15:00 +0000

You’re going to love this transparent interview recorded live at vision 2022. 3 business coaches, and no agenda. Listen firsthand from these business coaches on why so many business owners are struggling and how they are able to lift them to success. We talk about marriages, ego, habits, mistakes, and bad reactive pricing.

Cecil Bullard, President of the Institute for Automotive Business Excellence. Listen to Cecil’s previous episodes HERE.

Bill Haas, Owner of Haas Performance Consulting, Listen to Bill’s previous episodes HERE.

Rick White, President and Lead Coach for 180BIZ, Listen to Rick’s previous episodes HERE.

Key Talking Points

Coaching- purpose, passion, joy. Becoming partners with their clients
“When you put the key in the front door on the first day, how did you feel?”
Marriages going flat because you spend all your time at the shop
Finding someone that speaks your language- earning trust takes time
Walking away- after 3-4 months if the client is not making changes
Turning around a struggling shop- make changes until their habits
Most shop owners back into pricing- reactive pricing instead of creative pricing
Lose your ego and ask for help
Every staff member should have targets/goals of performance that align with the company’s goals and vision. Don’t overcomplicate your goals.
Fulfillment- hitting targets and having self-satisfaction, that’s how they know they’re doing their job right.
Most employee issues are management issues
Celebrate your goals together
Pay isn’t the most important motivator- let your employees feel appreciated (team T-shirts, business cards)
Mistakes need to happen, pattern failures are a choice. Making the same error twice is a mistake
Efficiency- doing more with less
Owners are the catalysts to push and challenge employees to grow

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Important Books

Check out today’s partner:

Learn more about NAPA AutoCare and the benefits of being part of the NAPA family by visiting www.NAPAAutoCare.com

THA 142: Business Coaches Lab – Building an Enduring Business Culture – Part 2

Carm Capriotto, AAP — Thu, 24 Oct 2019 08:50:00 +0000

Academy Panel:

Cecil Bullard is President of the Institute for Automotive Business Excellence.

He is a trainer and business coach in the automotive aftermarket working closely with service professionals. Previous episodes featuring or mentioning Cecil, click HERE.

Rick White has been working in the automotive, software & coaching industries for greater than thirty years and is currently an AMI-approved training instructor.

He owned and managed several successful automotive repair shops. Currently, Rick is President and Lead Coach for 180BIZ, an auto repair shop training and business coaching company proudly serving the independent auto and truck repair owner since 2006. Rick has been acknowledged as an industry expert and has been featured in many automotive trade publications. Rick has been training and speaking at industry events across the country including AAPEX, Vision and for AASP PA just to name a few. Find all of Ricks contributions to the podcast HERE.

Bob Greenwood, AMAM (Accredited Master Automotive Manager) is President and C.E.O. of Automotive Aftermarket E-Learning Centre Ltd. (AAEC).

It is a company focused on providing Business Management Resources and Development for the Independent Sector of the aftermarket industry. It’s content and technology is recognized as part of the curriculum of the Fixed Operations Diploma and the Aftermarket Degree courses taken at the Automotive Business School of Canada at Georgian College located in Barrie Ontario Canada. This school is the leader and only college in Canada that offers an automotive business education. AAEC is also recognized by the Automotive Management Institute (AMI), located in North Richland Hills, Texas USA, allowing 80 credits for successful completion of the AAEC E-Learning portion of the site towards the 120 credits required to obtain the reputable Accredited Automotive Manager (AAM) designation. Bob’s previous episodes are HERE.

Key Talking Points:

Culture is the foundation of your business. It reduces frictionAllows your people to flourish
Perfection is not attainable. Shoot for your best with a culture of continuous improvement
People will want to work at your shop if your culture permeates
Let out your authentic you.
It starts with the owner/leader
Great culture has great standardsPeople feel it and believe in it
People are kept accountable that attract people who want to be part of thatWhen you don’t hold people accountable they become unsure of themselves
Find your hidden strengthsUse your personal coach. They see more in you than you do
What are they? Find them
Strengths Finder 2.0 BOOK and Test HERE
Find your talentHire to build on your shortcomings “Hire Up”
Hire smarter/better than you with more talent than you (insecurity)
Too busy managing your tasks and not your outcomes
Culture happens. You have a culture. Does it do for the business what it needs to do? If not, you consciously need to create the one you want (enduring) Invest in building your culture
Culture is not what you talk about it is what you live
Rick White to his daughtersBoys will confuse you. What they say and what they do are different.
Always look at what they do.
Behavior Never LiesIf you act contrary to what I want to create in your business, your people are watching and will learn from your action
Consider assessments on yourself and your peopleStrengths Finder 2.0 (Discover what you are good at and what makes you happy) LINK HERE
Do what you do best. Learn more about it.
DISC – Communication behavior assessment – From Tony Robbins LINK HERE
Creating your culture is just one small part of the responsibilities of the CEO. You can’t lead from the creeper or the front officeHaving structured conversations with your people
Recruiting, Marketing, Growth Strategies, Leadership are SUB-Cultures
Never assume your people know what you mean or say. Be clear communication with your teamAsk them to explain to you what you just said. Get a confirmation that the message got through
What they think they heard is more important than what you said
The accountability mirrorWe don’t hold ourselves accountable to our actions, we hold ourselves accountable to our intentions. Thinking about something does not create actions and demonstrates a lack of leadership and trust
Where you put your attention and how you live and what you do creates your culture.
Focus on growth, ingenuity, invention, and productivity and hold all accountable this breeds your culture
Discipline is a good word. Hard conversations need to be had
Learn from our failures and grow from your success
Mistakes are OK. Multiple mistakes are pattern failures. Patterns need to be dealt with
You may never be happy with your facility/environment. Do not let that stop your drive for the best culture. Look for the potential in everyone and the business and move forward in building a strong culture.
Get your people to see the movement, they will get on board
Trust is one of the most important components in building an enduring culture. Trust at every level between team members
Pick important things out and work with your team to improve the company and build a culture of team, accountability, and trust
Culture is not a hard concept. It will help your people thrive. It creates standards and accountability. Easy wins will make a big difference.
The leader acts in concert with the vision of culture being created
We need more open and honest clarity and consistency from our CEO’s with effective and clear communication with the team.
Talk strengths and weaknesses with the team.

Business Coaches Lab Series:

Resources:

A special thanks to Bob Greenwood, Rick White, and Cecil Bullard for their contribution to the aftermarket.
Books Page HERE
Leave me an honest review on iTunes. Your ratings and reviews really help and I read each one of them.

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Subscribe to a mobile listening app HERE.

This episode is brought to you by Jasper Engines & Transmissions. When a car’s engine or transmission fails, it’s not the end of the road. A re-manufactured drive-train product from Jasper Engines & Transmissions will give your car a new lease on life. JASPER has over 2000 Associates, three manufacturing facilities, two distribution centers, and 45 branch offices across the country. They’re all working to produce, transport and deliver the perfect product. That’s what they do best… keep customers happy. Visit jasperengines.com

THA 132: Business Coaches Lab: Building an Enduring Business Culture

Carm Capriotto, AAP — Wed, 14 Aug 2019 09:12:57 +0000

Cecil Bullard is President of the Institute for Automotive Business Excellence.

He is a trainer and business coach in the automotive aftermarket working closely with service professionals. Previous episodes featuring or mentioning Cecil, click HERE.

Rick White has been working in the automotive, software & coaching industries for greater than thirty years and is currently an AMI-approved training instructor.

Murray Voth, owner of RPM Training learned how to service and repair cars, motorcycles, and airplanes in his youth and earned his commercial pilot’s license.

After college, Murray was hired by a firm doing research and development in the service station industry. That led him to own and operate service stations for the next 20 years.

Murray has done extensive research into human potential and has the ability to synthesize this material and make it practical to apply. His favorite moment is when a client says, “I get it!” or “I did it!” He is known as an implementation coach. For the last 10 years, he has been the senior trainer, coach, and facilitator for a major automotive training company in Canada, and worked part-time in the USA as his schedule allows. Murray has worked with hundreds of shop owners helping them to be more profitable and reduce their stress levels. Listen to Murray’s episodes HERE.

Bob Greenwood, AMAM (Accredited Master Automotive Manager) is President and C.E.O. of Automotive Aftermarket E-Learning Centre Ltd. (AAEC).

Key Talking Points:

Why do I need a good culture

Your people need to think about your business and the nurturing environment you have to accomplish your mission with a set of standards and values

Culture is the environment where people can flourish and grow

Culture will attract the right people and takes friction out of the business

Everyone is on the same page with less stress

Culture is what you stand for

Does your team believe you have their back?

Does your team have your back?

Do your people believe your organization can change?

You need to know who you want to be

We have a lack of targets and goals so you know when you are successful and winning the game

Interview skills will lean to finding a fit for your culture vs. aptitude

Setting goals without dates, assignment and accountability is just a dream

Every family has dysfunctions (unwritten rules) People want to have a guideline and rules to define what their purpose is at work

The owner must lead the example of the businesses culture

A business coach can help you with the creation of or improvement in your culture

It is tough to set goals without the proper purpose and culture

The owner must have the basic vision and know what the business will be

Create a culture that inspires them while at work and feel safe and fulfilled

A way to start is by having a daily meeting and listen to your team with one topic or the most meaningful issue of the day/week

Strong leadership qualities help build an enduring culture

Culture is not a dictatorship. Your culture makes it safe

You must exemplify your culture. No one will get behind it if you aren’t leading.

How to start:

Ask questions of yourself. Why are you here doing this

Don’t let today define what tomorrow can be

Need a baseline and a vision on where you want to go

Own where you are at. Many do not want to accept this

Bring your staff into the process

Powerful phrases: “I’m Sorry”, “I need your help”

You must be believable. Your actions must demonstrate this.

It is OK to disagree as long as communication exists. Differing ideas are OK

Many do not have the skills to be a great leader and communicator

Come to every meeting with a negative issue always have two positive solutions

Does your team have mutual respect for each other including the boss

Must understand each individual on the team what are their strenghts and weaknesses and future with your company

Resources:

A special thanks to Cecil Bullard, Rick White, Bob Greenwood, and Murray Voth for their contribution to the aftermarket.
Books Page HERE
Leave me an honest review on iTunes. Your ratings and reviews really help and I read each one of them.

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THA 116: Business Coaches Lab – Improving Shop Efficiency

Carm Capriotto, AAP — Thu, 25 Apr 2019 09:19:05 +0000

Your Learning Curve Never Sounded So Good

THE PANEL:

Cecil Bullard is President of the Institute for Automotive Business Excellence. He is a trainer and business coach in the automotive aftermarket working closely with service professionals. Previous episodes featuring or mentioning Cecil, click HERE.

Rick White has been working in the automotive, software & coaching industries for greater than thirty years and is currently an AMI-approved training instructor. He owned and managed several successful automotive repair shops. Currently, Rick is President and Lead Coach for 180BIZ, an auto repair shop training and business coaching company proudly serving the independent auto and truck repair owner since 2006. Rick has been acknowledged as an industry expert and has been featured in many automotive trade publications. Rick has been training and speaking at industry events across the country including AAPEX, Vision and for AASP PA just to name a few. Find all of Ricks contributions to the podcast HERE.

Jude Larson is the Director of New Business Development for the ACT Group. He is a frequent speaker and trainer at industry events. Jude has vast business experience including being a highly successful service advisor, the owner, and operator of a hybrid online and print marketing company, a top performer in the financial industry, and had a record-setting career in retail management.

Jude is also a shop owner, Valley Repair in Tenino, WA. Listen to Jude’s Episodes HERE. Jude uses his rich experience and business success as he consults, trains and coaches results-focused solutions with clients.

Murray Voth, owner of RPM Training learned how to service and repair cars, motorcycles, and airplanes in his youth and earned his commercial pilot’s license. After college, Murray was hired by a firm doing research and development in the service station industry. That led him to own and operate service stations for the next 20 years.

After receiving extensive training from a major oil company in Canada, Murray worked in service station dealer development. His experience in training and development led to an interest in how people function. He began to think about what holds them back from learning and implementing new practices in their businesses. What causes people to change?

Bob Greenwood, AMAM (Accredited Master Automotive Manager) is President and C.E.O. of Automotive Aftermarket E-Learning Centre Ltd. (AAEC). AAEC is a company focused on providing Business Management Resources and Development for the Independent Sector of the aftermarket industry. AAEC content and technology is recognized as part of the curriculum of the Fixed Operations Diploma and the Aftermarket Degree courses taken at the Automotive Business School of Canada at Georgian College located in Barrie Ontario Canada. This school is the leader and only college in Canada that offers an automotive business education. AAEC is also recognized by the Automotive Management Institute (AMI), located in North Richland Hills, Texas USA, allowing 80 credits for successful completion of the AAEC E-Learning portion of the site towards the 120 credits required to obtain the reputable Accredited Automotive Manager (AAM) designation. Bob’s previous episodes are HERE.

Key Talking Points:

Know the capabilities of your techs. Their gifting.
- If they enjoy the work they do, they will be efficient
- Have the right people do the right work
Find obstacles that are in the techs way of efficiency. Don’t hold up your technician
- IDEA: Open parts boxes before the job is started to prevent the possibility of delay because of wrong parts
Create a shift in attitude of inclusion to improve processes
Are the techs able to do their jobs?
- If not. Why not.
Build a team so each other has their back.
- They need to know what the billed hours objective is as a team
- They need skin in the game
- If vacation the hours will not change. The costs continue
The techs keep finding ways to get things done faster and the owner finds ways to give it away. The pencil is hurting efficiency and billed hours.
Don’t penalize yourself for getting competent and the years of wisdom and knowledge your team has. Bill correctly. No shortcuts.
Shop owners and technicians do not understand their worth.
- Charge for your education and tools.
Rick White: The Curse of Knowledge. Charge for your value.
You’ve got to bill for the time you invest in test dries, cleaning up the bays, putting tools away. If you had no work you would not be doing these jobs. Don’t be afraid to charge
Jude Larson: May a man prosper as his soul prospers. A person’s capacity of their success is limited to their capacity for success.
Some techs won’t let their service advisor undercharge for him/her
Understand the value each team member brings to the table
We are a professional and must run our business, train our people and charge according.
Carm’s pyramid concept. The Charge for Repair (on top) comes with a big investment in Training, Equipment, continuous Process Improvements, Pay/Benefits, and Experience/Knowledge, among others. Don’t forget what your fees are built on. This shows support for using all tools available to improve efficiency and earn a strong profit.
Stop treating our techs like grease monkeys. They are professionals. Does service, ownership, and techs all have each other’s back? This is worthy of a discussion.
- The entire team understands the entire functionality of the business and what is holding them back.
Discover your bottleneck. Team meetings will help understand them. Then create new policies and procedures around new processes.
- Discuss the “Why Not’s”
- Regular communications
- The coaches have varying ideas on when to have meetings, however, they are important to the flow of information and constant improvement
- If you believe you can’t, you can’t.
- Everyone needs to discover if the processes continue to work and add value. If not stop and discover, at the moment, if improvements are necessary.
- Encourage your team to bring solutions to their problems or issues for improvement. Listen completely to the ideas
The service advisor is responsible to be sure the techs are efficient. They need to provide everything to make their techs productive.
The shop owner does not have all the answers. Encourage your team to contribute and use their ideas.
Having goals will help with efficiency
Job descriptions for every position
Bob O’Connor :
- You can’t run your business from a creeper
- You can’t run your business from the front counter
The value of shop tours to discover improvements in efficiency
- Amateurs create, professionals steal
- Study the processes
- When you travel to conferences go a day early and visit shops. Call first and do discovery
- You may be a kinesthetic learner and shop tours gives you the visual immersion
Be open to new ideas, if not you’ll never get any
Change is not an option. This won’t work in my community or in my business is an unacceptable excuse.
Cecil Bullard: Many problems that exist are not with tech but with processes of the business.
Don’t interrupt your tech and pull him off his job and/or thought process. It takes so much more time to get back on task.
Murray Voth: We typically use the oil change/maintenance as a ‘draw’. Consider doing maintenance or oil change while vehicle is in for repairs.
Rick White: When you hear an orchestra warming up it is like nails on a chalkboard. When playing with the conductor, together, is music.
- Don’t underestimate cleanliness.

Resources:

A special thanks to Cecil Bullard, Bob Greenwood, Rick White, Murray Voth and Jude Larson for their contribution to the aftermarket.
Books Page HERE
180Biz Website HERE
RPM Training website HERE.
ACT Group website HERE.
Institute for Automotive Business Excellence website HERE.
Automotive E-Learning Center website HERE.
Leon Martin Episode as mentioned by Jude and Carm HERE.
Micromanaging episode as mentioned by Carm HERE.
Leave me an honest review on iTunes. Your ratings and reviews really help and I read each one of them.

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This episode is brought to you by Jasper Engines & Transmissions. When a car’s engine or transmission fails, it’s not the end of the road. A remanufactured drivetrain product from Jasper Engines & Transmissions will give your car a new lease on life. JASPER has over 2000 Associates, three manufacturing facilities, two distribution centers, and 45 branch offices across the country. They’re all working to produce, transport and deliver the perfect product. That’s what they do best… keep customers happy. Visit jasperengines.com

Subscribe to a mobile listening app HERE.

THA 104: Business Coaches Lab: The Art of Implementation – How to Get Things Done

Carm Capriotto, AAP — Wed, 30 Jan 2019 10:13:45 +0000

Your Learning Curve Never Sounded So Good

THE PANEL:

Key Talking Points:

‘Just One Thing’ can really help you be a better implementer.
- Book ‘Just One Thing’ -Gary Keller. Find it on the Books Page HERE.
- Remember Curly from ‘City Slicker’
- What is the one thing you need to get done? Even the hardest.
- Usually, the one thing we need to do isn’t our favorite thing to do.
Knock off some easy things to set momentum.
- Brains will reward us. Will set you up to keep going.
- Make your bed first thing in the morning. Set your tone.
Book. Eat that Frog. Find it on the Books Page HERE.
Strategies:
- Do the small things first and build up trust.
- Do the things you know you can accomplish
- Create a habit. Set aside time.
- Spend time planning.
  - Turn off your cell phone.
  - Turn off your email.
  - Close your door.
  - You will find you constantly reprioritizing your list
- Start your day with intention.
  - What are the things you can do to create the outcome you are intending?
- Reflect at the end of the day.
- Schedule blocks of time each day for the many different hats you wear every day.
- Must schedule time for what is important. If not the important things never get done.
- Start a project don’t expect perf
Murray Voth:
- Created a coaching method called SOAR, Situation, Outcome, Action, Result
  - Together we identify clearly what is the situation we are dealing with.
  - Write down the outcome we want before we start
  - Write down the actions that would get us to the outcome, and then measure the results to see if we have reached the outcome.
- Make appointments with yourself to get things done.
Cecil Bullard, Rick White, and Murray:
- Tendencies.
  - When I don’t know what to do, you find things to distract you.
  - Don’t be afraid of failure. If you never start you don’t fail.
    - You need to suck before you get to great.
    - We need to learn from our results.
    - Failure is when you give up.
    - Learning to walk. You don’t remember that you most likely fell down 1,000 times before you learned.
    - Confidence doesn’t’ come first.
      - First is the choice then the commitment then the courage to do it then competency, then comes confidence.
    - Be kind to ourselves.
- Murray
  - You cannot plan results you can only plan actions.
    - SOAR, Situation, Outcome, Action, Result
- Too much goal setting without action steps. (always have a task and a deadline)
  - Set goals. What.
  - Talk to people that have to do it. Who.
  - Strategize: When, How.
  - Measure
  - Follow Up. Did it work? Any consequences.
Having an accountability partner (business coach) will help in a big way.
Book: Getting Things Done (GTD) -David Allen On the books page HERE.
- GTD: Your brain is for creating ideas not holding them.
- GTD System: Capture – Process – Organize – Review – Engage
- Jude says Wunderlist is an excellent list keeper and is a FREE app that syncs to all your devices.
Shop owners are trying to do too much. Trying to be the answer man.
- No time to problem solve or be creative.
Talking about vision to a shop owner may be tough. What about dreaming. What is your dream? Where are you going?
- Time is necessary to know themselves and why they want to do it.
What is driving implementation?
- Is it reactive?
- Is it proactive?
Why are you doing this? What is the outcome
- Implementation can be fun.
- Planning can be boring.
What happens if I stay the same?
- What motivates your change.
- Nothing changes until it hurts enough.
Stigma in our industry
- If you are fixing cars today you are as smart as a doctor today.
  - They are geniuses. We are smart and valuable to the profession.
Success is not a destination it is a journey.
- Try things, fail and try again and try again.
- Eventually, you will succeed.
Focus on what you have control over not what you cannot control.

Resources:

A special thanks to Cecil Bullard, Rick White, Murray Voth and Jude Larson for their contribution to the aftermarket.
Books Page HERE
Leave me an honest review on iTunes. Your ratings and reviews really help and I read each one of them.

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RepairPal. Many of our industry’s high-quality shops have gone through an evaluation with an independent automotive team to ensure their techs are trained, they use the right tools, and their customers are happy. In fact, over 2,200 repair shops have met these requirements, have become RepairPal Certified and are getting new customers every month.

Why has the number of RepairPal Certified shops grown so much? These shops are proud to have passed the certification and value the new customers they’re getting, both from the 5 million monthly visitors to RepairPal.com and their partnerships with CarMax and USAA. Certified shops can cancel at any time, so RepairPal works hard to produce value for them. Learn more at repairpal.com/shops to learn more.

Subscribe to a mobile listening app HERE.

THA 090: Business Coaches Lab: Five Dysfunctions of a CEO

Carm Capriotto, AAP — Wed, 24 Oct 2018 09:16:04 +0000

Your Learning Curve Never Sounded So Good

The Panel:

Bob has over 40 years of Business Management experience within the Independent sector of the automotive aftermarket industry in North America, consulting Independent retail shops on all facets of their business operations. His 18 years of running his own local consulting and accounting firm in Ottawa, Ontario Canada created some of the most productive and financially successful entrepreneurs within the Independent sector today.

Bob is one of 150 wworldwideAMI approved instructors. He has created Business Management development courses for aftermarket shop employers/managers, Jobbers and Jobber Sales representatives which are recognized as being the most comprehensive, industry-specific courses of their kind in North America. His courses address the creation of measurable bottom-line profitability and not just developing activity to keep busy, by covering the very detailed nuts and bolts issues that are required to be clearly understood by every level of the industry if an independent shop is going to financially prosper and enjoy a professional future. Bob’s previous episodes are HERE. Link to Automotive Aftermarket E-Learning Centre Ltd. (AAEC) HERE.

Jude Larson is the Director of New Business Development for the ACT Group. He is a frequent speaker and trainer at industry events. Jude has vast business experience including being a highly successful service advisor, the owner and operator of a hybrid online and print marketing company, a top performer in the financial industry, and had a record-setting career in retail management.

During high school and college Murray Voth, owner of RPM Training learned to service and repair both motorcycles and airplanes while he finished his commercial pilot’s license. After college, Murray’s research skills were honed while doing a community research project; as a result, he was hired by a firm doing research and development in the service station industry. That led him to own and operate service stations for the next 20 years.

Murray has done extensive research into human potential and has the ability to synthesize this material and make it practical to apply. His favorite moment is when a client says, “I get it!” or “I did it!” He is known as an implementation coach. For the last 10 years, he has been the senior trainer, coach, and facilitator for a major automotive training company in Canada, and worked part-time in the USA as his schedule allows. Murray has worked with hundreds of shops and shop owners helping them to be more profitable and reduce their stress levels. Listen to Murray’s episodes HERE. RPM Training website HERE.

Key Talking Points

1: Trust One Another

Members of great teams trust one another on a fundamental, emotional level, and they are comfortable being vulnerable with each other about their weaknesses, mistakes, fears, and behaviors. They get to a point at which they can be completely open with one another, without filters. This is essential because…

2: Engage in Conflict Around Ideas

Members of teams who trust one another are not afraid to engage in conflict around ideas that are key to the organization’s success. They do not hesitate to disagree with, challenge, and question each other, all in the spirit of finding the best answers, discovering the truth, and making great decisions. This is important because…

3: Commit to Decisions

Teams that engage in conflict around ideas are able to gain commitment to decisions, even when various members of the team initially disagree. That is because they ensure that all opinions and ideas are put on the table and considered, giving confidence to team members that no stone has been left unturned. This is critical because…

4: Hold One Another Accountable

Teams that gain commitment to decisions and standards of performance do not hesitate to hold one another accountable for adhering to those decisions and standards. What’s more, they don’t rely on the team leader as the primary source of accountability. This matters because…

5: Focus on Achieving Collective Results

Team members who trust one another, engage in conflict around ideas, gain commitment to decisions, and hold one another accountable are more likely to set aside their individual needs and agendas and focus on achieving collective results. They do not give in to the temptations to place their departments, career aspirations, or ego-driven status ahead of the collective results that define team success.

BONUS TALKING POINTS

Bob Greenwood

Working in the business and not on it
Failing to train and delegate duties to free up valuable time for the CEO
No defined and written vision with a detailed roadmap on how to get there and ensuring all team members “believe” in it and want to be part of it to bring it to fruition
Not analyzing the business properly – only watching average sales per RO and car count. That measures activity, not productivity. Productivity builds net profit
Not understanding how to measure shop efficiency which is the key to market competitiveness being able to pay top wages and building NET profit
Doesn’t understand the 5 building blocks for bringing in change that is required to move the business forward.

Cecil Bullard

It is important to know what the role of a CEO is:

Future Vision
Fiduciary
Managing Management
Structure? Making sure the company has a successful structure.

Does a small shop need a CEO? Really?

My take is yes, as someone has to create the vision and culture. Someone has to make sure that the company is financially stable. And, someone has to manage the business from the top.

Ultimately the CEO is responsible for all aspects of the business.

I would probably say that having a good CEO is what makes a company great. They have a vision that they can share and get others involved in. They can keep the team motivated. Make sure that the right things are happening in their company. Even decide which work to focus on and what not to do.

Lack of clear vision – which leads to a lack of clear goals for the company
Lack of clear goals –
Able to get their people on board and create a healthy culture
Unclear or lack of communication –
Not creating the structure for the company to be successful

Jude Larson

Dysfunction #1: Absence of Trust
The fear of being vulnerable with team members prevents the building of trust within the team.
Dysfunction #2: Fear of Conflict
The desire to preserve artificial harmony stifles the occurrence of productive ideological conflict.
Dysfunction #3: Lack of Commitment
The lack of clarity or buy-in prevents team members from making decisions they will stick to.
Dysfunction #4: Avoidance of Accountability
The need to avoid interpersonal discomfort prevents team members from holding one another accountable.
Dysfunction #5: Inattention to Results

The pursuit of individual goals and personal status erodes the focus on collective success.

Rick White

The danger of working in your business today
1. The things that are going to attract the top talent today require there to be a full-time leader in the business
2. Business is changing so fast that you can’t run it the way it used to be run, you’ve got to be more responsive than the other guy
3. The worst thing you can be in your business is the best tech or best advisor – you want to hire people better than you and let them loose
4. You’re missing out on making the money you could and should be making – every wildly successful shop owner has figured this out and transitioned to the CEO position
The lack of direction
1. With a lack of direction or a destination, you become task-oriented meaning you are going to work to do today what you did yesterday
2. At some point (not a matter of if but when) your goal will be to get to the end of the day without killing someone – that’s surviving, not thriving
3. With no direction, you’re missing out on the excitement of growth and achievement
4. You’re not there to fix cars – you’re there to build relationships and generate a profit
The lack of expectation
1. With you stuck in the bay or at the counter, and a lack of direction, there’s no expectations
2. You know what you’re not happy with but don’t know what it is you do want
3. With a lack of expectation, frustration fills the void
The lack of communication
1. There’s no real communication in the business
2. Everyone is doing their thing and creating friction banging into each other
3. Slowing the business down
The lack of accountability
1. With the other four issues, a lack of accountability has to follow
2. With little to no accountability, you tolerate more and your stress goes up
3. You end up losing customers and great people without accountability

Muarry Voth

“Great leaders create hope by providing a sense of direction and a sense of competence”

As a follower who has committed to a cause or job I don’t want to have my time or my efforts wasted.

Resources:

Books Page HERE
Leave me an honest review on iTunes. Your ratings and reviews really help and I read each one of them.
A special thanks to Bob Greenwood, Cecil Bullard, Jude Larson, Murray Voth, and Rick White.

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THA 077: Business Coaches LAB – Standards

Carm Capriotto, AAP — Wed, 25 Jul 2018 09:29:52 +0000

Your Learning Curve Never Sounded So Good

The Panel:

Bob is one of 150 wworldwideAMI approved instructors. He has created Business Management development courses for aftermarket shop employers/managers, Jobbers and Jobber Sales representatives which are recognized as being the most comprehensive, industry specific courses of their kind in North America. His courses address the creation of measurable bottom-line profitability and not just developing activity to keep busy, by covering the very detailed nuts and bolts issues that are required to be clearly understood by every level of the industry if an independent shop is going to financially prosper and enjoy a professional future. Bob’s previous episodes are HERE. Link to Automotive Aftermarket E-Learning Centre Ltd. (AAEC) HERE.

Jude Larson is the Director of New Business Development for the ACT Group. He is a frequent speaker and trainer at industry events. Jude has vast business experience including being a highly successful service advisor, the owner and operator of a hybrid online and print marketing company, a top performer in the financial industry, and had a record-setting career in retail management.

Find the Business Coaches LAB Series HERE.

Key Talking Points:

From Rick White: Standard in a business is the bar, the ruler, that one sets for the level of quality, service, experience, caring, and engagement. The problem is so many times the owner is so busy doing whatever he’s doing in his business mistakenly believing his job is to make sure cars are fixed, that they forget about the standard and now the standard is being set by whoever the customer is dealing with or whoever is working on the car which can lead to disastrous results.
Customer/Client. Define your market. Define your client. Identifying who your ideal customer is will improve your profits and workflow. Find podcasts on Ideal Customer HERE. Set your standard on who your customer is.
If you do your marketing right it will chase the customers you do not want from you.
Client vs customer denotes responsibility and relationship.
How will you take care of your customers?
- How many techs, how many service advisors.
Books. Markets of One. Chris Norton and Ross Honeywill.
Standards include having a moral and ethics statement.
You don’t want to be busy you want to be steady.
Create standards that make it possible for your team to do their job.
Are there standards in place that allow:
- Technicians to do a correct inspection.
- Do not encourage waiters that push the workflow.
- Scheduling correctly to give time to do a correct job.
Communication of standards is critical for the team.
There are minimum standards of execution. How you do what you do.
You create a culture of taking care of the customer from start to finish.
Creating procedures on all defining repair concerns for the clients’ vehicle because of reliability and safety.
Don’t feel that building your standards is beyond your abilities. Eat the elephant one bite at a time. Pick the area that you need the most work on that will shore up your leaking shop.
- Take them one at a time.
- Small consistent improvements.
- Work on two items at a time.
- You may be looking at a two to three-year process to make major changes in your business.
- Consider doing a new change in your company for 60 days before ever considering abandoning it. The team needs to own it and work it for 60 days.
In business, there is no floating. You either going up or down. (Cecil Bullard)
Create trust with your team.
- The more trust the more real change.
- Involve them.
Meeting with the team are important to involve them and gain buy-in.
#1 problem in business is lack of communication.
A good process helps put money in the bank.
A standard, for example, is training. How many hours are required for the entire team including the CEO? Training is too expensive not to do. Education is part of the culture, in the pay plan and starts with the job interview. Training is an investment.
- With a struggling shop, you can listen to a Remarkable Results podcast or watch a technical training video among other affordable training initiatives.
Processes and procedures are an important part of your companies standards.
- Well documented processes maintain your work quality and expectations
- Documented processes provide consistency and allow new team members not to change the way things are done.
- This solves the problem of meeting promise times for your customers.
- The panel says that whey they take on a new client
Book: Work the System by Sam Carpenter. Recommended by Jude Larson a free resource.
Book: E-Myth Revisited by Michael Gerber. Recommended by Cecil Bullard. Find many interviews covered on this podcast on the E-Myth HERE.
Setting standards builds strong team players and customers that value you.
With a team of owners, the business can go to great places.

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This episode is brought to you by Jasper Engines & Transmissions. When a car’s engine or transmission fails, it’s not the end of the road. A remanufactured drivetrain product from Jasper Engines & Transmissions will give your car a new lease on life. JASPER has over 2000 Associates, three manufacturing facilities, two distribution centers and 45 branch offices across the country. They’re all working to produce, transport and deliver the perfect product. That’s what they do best… keep customers happy. Visit jasperengines.com

THA 070: Business Coaches LAB – Leadership

Carm Capriotto, AAP — Wed, 06 Jun 2018 09:15:00 +0000

Your Learning Curve Never Sounded So Good

The Panel:

Bob is one of 150 wworldwideAMI approved instructors. He has created Business Management development courses for aftermarket shop employers/managers, Jobbers and Jobber Sales representatives which are recognized as being the most comprehensive, industry specific courses of their kind in North America. His courses address the creation of measurable bottom-line profitability and not just developing activity to keep busy, by covering the very detailed nuts and bolts issues that are required to be clearly understood by every level of the industry if an independent shop is going to financially prosper and enjoy a professional future. Bob’s previous episodes are HERE. Link to Automotive Aftermarket E-Learning Centre Ltd. (AAEC) HERE.

Rick White has been working in the automotive, software & coaching industries for greater than thirty years and is currently an AMI-approved training instructor. He owned and managed several successful automotive repair shops. Currently, Rick is President and Lead Coach for 180BIZ, an auto repair shop training and business coaching company proudly serving the independent auto and truck repair owner since 2006.Rick has been acknowledged as an industry expert and has been featured in many automotive trade publications. Rick has been training and speaking at industry events across the country including AAPEX, Vision and for AASP PA just to name a few. Find all of Ricks contributions to the podcast HERE. 180Biz Website HERE

Jude Larson is the Director of New Business Development for the ACT Group. He is a frequent speaker and trainer at industry events. Jude has vast business experience including being a highly successful service advisor, the owner and operator of a hybrid online and print marketing company, a top performer in the financial industry, and had a record-setting career in retail management.

During high school and college Murray Voth, owner of Freedom Consulting and Training, learned to service and repair both motorcycles and airplanes while he finished his commercial pilot’s license. After college, Murray’s research skills were honed while doing a community research project; as a result, he was hired by a firm doing research and development in the service station industry. That led him to own and operate service stations for the next 20 years.

Murray has done extensive research into human potential and has the ability to synthesize this material and make it practical to apply. His favorite moment is when a client says, “I get it!” or “I did it!” He is known as an implementation coach. For the last 10 years, he has been the senior trainer, coach, and facilitator for a major automotive training company in Canada, and worked part-time in the USA as his schedule allows. Murray has worked with hundreds of shops and shop owners helping them to be more profitable and reduce their stress levels. Listen to Murray’s episodes HERE. Freedom Consulting Website HERE.

Key Talking Points:

It starts with the owner
Leaders need outside touch points to learn different perspectives
The leader sets the vision for his team and his company. It must be shared.
There need to be people who will be aligned with you and wants to be lead by the proper vision.
Your vision helps to build your culture.
Leaders can only lead if the follows will follow them.
Great leaders provide hope for their followers.
They create a sense of direction and create a sense of competence.
A good leader is so sure of the destination and plan that you can’t help but follow. This binds people to you.
- You need to have the people on your team that understands your ‘play’ plan.
You cannot lead people if you are just trying to make it through the day.
The passion behind the vision is what makes people leaders.
Leaders create crusades.
Leaders have a deep core beliefs on what they are selling (vision) to their team.
Less than 30% of North Americans are engaged in their career.
Too many shop owners will not invest in their team.
Leadership must be intentional. It must be on purpose .
You must develop an actional development plan to be a better leader. You need feedback from a coach or mentor.
Managers talk about what. Leaders talk about why.
You need to attract help by being a better leader. Stop chasing help.
You can learn leadership. Read and take leadership courses and seminars. Study leadership.
The leader develops passion within his team. You have to have passion if you want to instill it.
Do a seven-minute ‘toolbox’ staff meeting.
- They are positive. They are short. They are done every day.
Leaders create other leaders.
Focus on solutions and not about what is wrong.
Change is not a dirty word. Change is the only constant. Improvement can be a better choice of words.
You need to re-invent your business every three years. You cannot be stagnant.
Good leaders always want to embrace the next level.
Change is external, and we cannot control much of change. Transformation is internal.
- We can choose to improve or transform.
Cognitive dissonance. Doing this for 25 years and there can’t be anything better. I haven’t found it yet. This thought process needs to be broken.
“If some can others can. If other can I can. If some can’t it doesn’t mean that I can’t.”
Do you truly believe that your team believes that you have their back? Do you truly believe that your team has your back? They must believe in.
You must have hope before you create your vision. You must believe in yourself.
“If there is hope in the future there is power in the present”. –John Maxwell.
Data and feedback is important. Do a 360 assessment on your team. It is anonymous. It will help you understand where you are as a leader.
Sit your people down and listen for their genuine concerns.
Looking for your passion and your vision? Think back to why you started. You may find the seed of your vision.
Live your life controlling the things you have control over so you can handle the things you don’t.
- You can control your parts margins and customers, etc.
Get perspectives by joining associations, reading, joining peer groups or hire a business coach among others.
You must give yourself permission to fail, stumble and fall. You must forgive yourself for any failures. Failure is a huge part of success. You can never understand success until you have failed.
You must be determined and have consistency of action.
Never break trust with your team.
What are you feeding your head? Listen to the RRR podcasts, read a book.
Education is an investment
Have hope, get help to be a better leader. You must have fun.
A good leader reaches out. A leader inspires their people. A leader informs.
Authors or Books Discussed:
- John Maxwell
- Marcus Buckingham
- Gallop

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This episode is brought to you by Jasper Engines & Transmissions. When a car’s engine or transmission fails, it’s not the end of the road. A remanufactured drivetrain product from Jasper Engines & Transmissions will give your car a new lease on life. JASPER has over 2000 Associates, three manufacturing facilities, two distribution centers and 45 branch offices across the country. They’re all working to produce, transport and deliver the perfect product. That’s what they do best… keep customers happy. Visit jasperengines.com

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Are You Comfortable With Your Problems? Business Coaches Lab [RR 729]

THA 142: Business Coaches Lab – Building an Enduring Business Culture – Part 2

Cecil Bullard is President of the Institute for Automotive Business Excellence.

Rick White has been working in the automotive, software & coaching industries for greater than thirty years and is currently an AMI-approved training instructor.

Bob Greenwood, AMAM (Accredited Master Automotive Manager) is President and C.E.O. of Automotive Aftermarket E-Learning Centre Ltd. (AAEC).

THA 132: Business Coaches Lab: Building an Enduring Business Culture

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Cecil Bullard is President of the Institute for Automotive Business Excellence.

Rick White has been working in the automotive, software & coaching industries for greater than thirty years and is currently an AMI-approved training instructor.

Murray Voth, owner of RPM Training learned how to service and repair cars, motorcycles, and airplanes in his youth and earned his commercial pilot’s license.

Bob Greenwood, AMAM (Accredited Master Automotive Manager) is President and C.E.O. of Automotive Aftermarket E-Learning Centre Ltd. (AAEC).

Key Talking Points:

Every family has dysfunctions (unwritten rules) People want to have a guideline and rules to define what their purpose is at work

How to start:

THA 116: Business Coaches Lab – Improving Shop Efficiency

THA 104: Business Coaches Lab: The Art of Implementation – How to Get Things Done

THA 090: Business Coaches Lab: Five Dysfunctions of a CEO

Your Learning Curve Never Sounded So Good

1: Trust One Another

2: Engage in Conflict Around Ideas

3: Commit to Decisions

4: Hold One Another Accountable

5: Focus on Achieving Collective Results

THA 077: Business Coaches LAB – Standards

Your Learning Curve Never Sounded So Good

THA 070: Business Coaches LAB – Leadership

Your Learning Curve Never Sounded So Good