LENNY SAUCIER has spent the last 17 years developing future quick lube leaders for one of the fastest growing quick lubes in the nation. His procedural and development consulting has brought him around the world to spread his knowledge in the United States, Canada and Saudi Arabia. His experience has placed him on many boards and committees with the AOCA, Take 5, AMRA/MAP. Lenny can be reached at email@example.com for comments or consulting requests.
We have covered a lot about how others are changed by us. We have gone through talks of leadership and communications. This month, columnist Lenny Saucier covers a tough subject through an experience in his life.
Don’t get me wrong, I love saying, “Good job.” If I am out in a shop and I hear or see something I like, I will pronounce that proudly, “Good job.” But that’s not coaching; that’s positive feedback (and I love that). Both positive feedback and negative feedback should be very strong parts of your communication model — and that communication model should serve as the driver of your coaching model. There are several coaching skills models you can look at, and they all involve feedback, active listening, building rapport and showing empathy. In other words, you need to
Remember the good ol’ days — the easy life. It was 5W-30 vs. 10W-30, pushing the button on the Honda instrument panel with the key to reset the oil change indicator and pulling a dipstick to check the fluid level of a transmission. These quick and simple procedures made life fun in the service bay. Now we have to check viscosity and an alphabet soup of standards.
Diversity, it’s a twisted term. When someone says there is no diversity, it seems most would turn their minds to cultural diversity (it is the latest rage, after all). But when it comes to diversity in your shop, it shouldn’t mean to hire certain genders or ethnic backgrounds. What it should mean is to seek out different personalities and introduce conflict.
Life-changing words were uttered during a conversation many years ago, as I started my time with a small company called Rapid Oil Change. The company was just starting their ramp-up to greatness. While young, there were many great leaders from the top-down that were being assembled and put in positions to expand the legacy-in-the-making. These words were spoken and repeated time and time again throughout their success: “It’s about changing people, not oil.”