We have covered a lot about how others are changed by us. We have gone through talks of leadership and communications. Establishing and spreading our styles and habits on others ultimately setting up our legacy. This is not one of those articles, and it’s not an easy article to write.
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. Yes, I realize that the words diversity and conflict are very scary words. You are talking about a dream you are building, and who would want someone to come in and try to change that? Conflict is wonderful.
Someone, somewhere, said it first: “If you fail to plan, you plan to fail.” Google it. You will see a bunch of people assigned credit for it. But more importantly, you will also see this phrase has been credited to many great leaders — leaders who were not just tasked with being accountable for a project, but accountable for starting movements. Walking into a business, shop or life event without a plan is no more useful than hanging the cash drawer key on a hook next to the register. The idea of securing you funds is ruined by the
I know what you are thinking. Is this guy ever going to get to the part about actually writing out the training program? For the past two months, I have been teasing you with the idea that you would have your training plan written and you would be on your way to error-free work days while watching your profits fill your wallet. You may have felt compelled to contact me to get more information at (entering in shameless plug here — firstname.lastname@example.org). While it may seem like a well thought out plan to keep you looking for my articles,
Lifechanging 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.” Mr. Monty, the majority shareholder, looked at our group and said we could do anything. To prove this, we were tasked with coming up with ideas
Wow, I get to write for the National Oil Lube and News! This magazine has been hitting my mailbox for as long as I can remember. The industry rankings, operator survey and best-looking lube shop spreads have been vital to the growth of our industry. I recall quickly flipping through the magazine pages to find the two most important parts: the great pictures of cars rolling through the shop and what creative stance the Full Throttle/True Brand Ladies would take to show off their new product. But of course, it’s not always good; they did let David Haney write