Short clip of a conversation (Chris Collins and a co-speaker) outlining a roadmap for service/parts managers to become general managers. Core message: the steps are similar for parts and service managers, and a central mental shift is granting yourself permission to pursue the role—proactivity, ownership, and desire to fix operational chaos are emphasized.
We have a list here that we went through of, like, what are the seven steps to go from a parts manager or service manager to a general manager? Like, what are those steps?
Parts or service? Same roadmap, don't you think?
Exactly the same.
Same roadmap.
Roadmap.
And I would just say before we kind of go through this list that.
Most people are waiting for permission to do something. And the truth of the matter is, is you don't need permission. You. You could just set the goal for yourself and start working towards it.
You know, most people that are successful aren't knighted by the queen. Like, in a sense, like, you have to create your own permission.
Well, even in that case, with going to be a manager, like, you're granting permission, not waiting for it. So the whole encompassing part of being a great general manager would be that you are.
And they're doing that.
There kind of has to be this feeling of.
If. If things are equal, I would rather be the one calling the shots.
In a sense. Right. Like.
Especially a lot of times when you're. When you're a service manager and you see the turnover in the sales department, the lack of organization, the. The ups and downs, and the constant chaos. Like, for me, I'm like, oh, no, I want to fix that. Like, how many times have you seen a sales department? You're like, I just want to fix that. Like, it just. It's too inconsistent.
Yeah, it. And there were some times when I was in the field coaching where it would distract me. I wanted to fix it so bad.
Yeah. And some of these sales managers come in with this crazy plan or whatever, and it, like, it makes it worse, and it's just very inconsistent.
