How to Eliminate Comebacks: The Silent Killer in Your Service Department | SDR #287
This is a transcript of SDR #287, a conversational YouTube episode (hosts Chris Collins and Christian Lafferty) focused on eliminating "comebacks" (repeat repairs/return visits) in automotive service departments. Main claims and guidance: comebacks are often determined by hiring decisions; use a standardized comeback sheet (created by the advisor) to track incidents; score comebacks on a 1–10 severity scale; enforce a hard limit ("murder line": e.g., three comebacks in 90 days) or point system to trigger disciplinary action; advisors share responsibility (write-ups, QC) and can prevent many comebacks; make comebacks a high-priority, visible event in workshop culture and coach technicians to improve attention to detail.
Questions this video answers
April 1, 2024.
Three comebacks in 90 days triggers termination or removal ("Asta la Vista").
Use a 1–10 severity scale and record the score on the comeback sheet (higher = more severe, e.g., safety risk).
The service advisor (advisor-created comeback sheet is mandatory).
Chapters
Welcome, everybody, to the big show. Today we're going to talk about how to eliminate comebacks, the silent killer.
Like anthrax.
Most of this is going to be about comebacks, but there's some other fun in there, too. But that and much, much more coming up on this edition of Service Drive Evolution.
You know what my biggest concern is this summer, Christian?
That I'm gonna run into you with your own jet ski?
No, but interestingly enough, it does involve a jet ski.
There is a new version of the jet skis that has 325 horsepower, and the ones that we have are 300 horsepower. And what if somebody on the lake has the one with 325 and is faster than us? Like, all summer, we had the fastest jet skis on that lake. And there's a lot of jet skis on that lake. That's a big lake.
Yeah. Did you see the kids flipping and all that stuff?
Yeah, but they're not as fast. Do we know that those are the toy ones? Yeah, yeah, I.
Those kids did some pretty cool stuff with those.
We're too old for that. We just go fast in a straight.
Line.
Even when you're not supposed to.
Cranking heavy metal.
Morgan Wallen. Morgan. Morgan was a.
There's a lot of. There's more country music than heavy metal.
I've really been getting into.
You know what a great jet ski song is?
Drift and Die by Puddle of Mud.
Oh, yeah.
That's one of those songs that you end up, like when you're in the car and you're, like, singing it, and then you realize people are looking at you.
Yeah.
Forgot it. Thoughts of yesterday I.
As I see, I cannot undo the connection between Puddle of Mud and Hardy.
No, there's definitely an influence there.
Yeah, for sure. How's your. How's your mom doing? Oh, man. Did I strike a cord?
Mom had surgery. Mom had surgery on her ticker. Her heart. Right. So they crack you open for that. It's pretty brutal. Big buildup going to it.
Yeah. How many months from the time they said they need to do the surgery to the time that the surgery happened was that it felt like forever.
Oh, my gosh. I don't know how much of this I should talk about.
Well, I don't know if you remember this, but.
So she. She's going through all the tests, and then they realize, oh, no, this is bad. We need to perform surgery. The day they gave her to perform surgery was the day that we were filming the marketing stuff for the new leadership book, which people are Flying in to do that.
Yeah, it was a production and we.
Paid for it already kind of.
Y.
And so she. She wanted. She wanted me to be there, which I wanted to be there.
Yeah.
And so she.
She changed.
She.
Moved the date without you knowing or were you kind of privy to that?
Well, she just said she's going to try to move the date. And then she called me and said I got a new date, which was the.
Maybe the following week. No, it was like right after because I left. It was like the next week or whatever. So it's a bit. It's a scary thing. Yes. Especially for her. You gotta. You gotta get a bunch of stuff because she can't, you know, she's gotta have certain furniture that. Yeah. I don't know.
That whole process is fascinating. Going to. To the hospital for surgery. They do so many things right and so many things wrong.
But it could be easily better. Right.
It's definitely not designed around the anxiety of the person who's about to have surgery. Yeah.
I remember you telling me that it was way more about the CYA part of it.
Yeah. They're just so worried about getting sued. It's sign this that you know, but there's no bedside manner really whatsoever.
And as a matter of fact, the more you.
The people that work there are miserable.
Yeah.
But.
But the more stuff you sign, the more nervous you would get.
Hospitals are depressing.
Yeah.
You know what? That hot. So I'm sitting in that waiting room for days on end. Right. They come over the. The PA with this thing every time somebody dies. It's so morbid.
Yeah.
And like a priest comes over the PA and prays and they. They play this thing. It's like you.
I don't know. It's. It's. It's depressing. It's a depressing place of the people that work there are kind of depressed. Like, you know, people that are nurses or school teachers, like, bless them that they can handle that, you know. But so then she has it and then she's had to go back. So she was back in the hospital for a little while. You could say it's a comeback, I guess.
It feels like a comeback.
It's definitely.
And there's so many different.
Opinions and.
Yeah. I don't know. I don't know what to say about it. It's. It's not. It's not great.
I pray for her every day during the dinner prayer.
I can imagine that prayer.
It's long.
You go through her whole childhood. Like you do dinner, like, dear, dear Lord Jesus, we'd like to bless Ben's white rice, made in Indiana. And the salt. But it's sea salt. Lord Jesus. It's not regular table salt.
Sometimes I go through the overall, like the. The addition of thiamine to. To the meals.
Yeah, all of that. Because, you know, they say that God knows everything, but maybe not. Maybe you're not leaving it to chance.
Yeah. I would say that God's got a lot of stuff on his plate.
So when you pray for my mom, do you go through the whole. Her whole childhood?
So not as much, but I do mix up sometimes. I'll do a pre meal description prayer for your mom and sometimes it's after the meal where I say, and please also look after.
You know what? We didn't talk about.
The cigar.
No.
Oh, yeah.
You did it.
No, it's this weekend.
Oh, wow. So we'll talk about that later.
Yeah, I did go over the. It's so funny.
See it.
Yeah. That's the second time you've asked. And I feel terrible that I just. I should just bring it to work, but. So I was talking with Missy and.
Can you not bring it to work? Because she. What is she. Oh, no, I like working at the Apple Store. She like weighs you coming in and coming out of the house.
I could totally do it. I just have to remember to do it. But I went through the strategy with Missy and it was also kind of funny because I was gone last week and.
We were both gone.
Yeah. Which is rare. Super rare. But.
But that's the last. The very last speaking engagement that. That's been on the books for three years. I'm done.
Well, yes, you're done. But I would also say that when.
When? On our morning meeting this morning when she said she had a bunch of stuff to give me. Is that a bunch of speaking engagements?
No.
Okay, good.
But the thing that I do like about the timing of it is that the material that you gave was fresh, inspired by what you. We've been doing for leadership.
Oh. So the leadership content is going to be so fun.
So I think that those nice folks down in New Orleans got an absolute treat of way more than they bargained for.
They were so great.
If you'd done the. If you'd done the keynote speech three years ago, it would not have been the same that it was today. The whole thing worked out better, in my opinion. And I think it was really good practice. I'm glad you got out there and did it. I'm not going to volunteer you to do it. Again, just because I think that it was a blast. Yeah. But somehow.
What were you going to say about.
Oh, I went through the. How I was going to do it with Missy. She's like, oh, that's great. And she's like, I was going to call her last week because I know she was home by herself. She's like. But I couldn't because I knew I was going to let the cat out of the bag.
And tell her, you know, spoil the secret. So. But I think I've got it all set up.
Yeah.
Are you gonna have like a flash mob jump out of the bushes? Are you gonna film it? Yeah, no, you gotta film it. How you just put a phone down somewhere and make sure it's kind of pointed in that direction.
It's California, somebody will steal it.
Wouldn't that be funny? It gets interrupted by you chasing some guy with your cell phone.
You know, that might be the best. Engage.
So funny. But. But yeah, so there's a, there's gonna be a beach involved. Santa Barbara is going to be involved. It's going to be a lot of fun.
Do you have a race this weekend?
No, that's the third. That's.
How's that going?
That's the end of the month. Good.
I had a hard time believing you were going to be a bodybuilder. Then you threw that out the window. Now you're a long distance run.
So the bodybuilding is still on the table. I just, I had to change my table.
It was never on the table. It was never. So by the way, I don't think long distance running is on the table either.
But I'm doing it. I have, you know how people like to reach out to me after certain things happen on the episodes and stuff like that. I have never gotten more comments than I have about like I'm quoted regularly as saying the victory is. The winning is not in the victory. Whatever the heck I said. And there was possibly this and I've said a bunch of stupid stuff and that. That was the stupidest thing.
Oh, you stepped right into that.
And that's, that's what every email, text and phone call that I get is like, oh, you, you really had.
There probably could be. Besides trying to justify being late for something, there's probably nothing that would annoy me more than that.
Oh, and you. Yeah, you let it be known. But it's so funny how much feedback I've gotten on that. That, that apparently more people think like you than me.
Well, it's funny that that the participation ribbon's not a victory, apparently.
It's funny, I had a. Because that makes me think of something. I had a conversation with editor this morning that I thought was kind of funny because he was telling me.
About one of his other clients and he was saying, oh, he's, he's like you. He likes to go to bed early. And I was like, oh, what's early? And he goes like, 9:30, 10. I go, no, at her early is 8. I go to bed at 8. And he's like, that's too early. Because I go to bed at 11:30, 12, you know, blah, blah, blah. Meanwhile, this is at 5:30 in the morning at the gym, right? Like we're talking about it. And I go, I go, hey, if you want to know, like, whatever. I go just. And this is back to the results type thing, right? I was, I go, just, who makes more money.
Me or any of the other clients? And he goes, because he told me this thing the other day that he's like, you're the most successful client kind of, you know, in that way. But I'm also the one that helps him with the weights. I'm also the one that brings him coffee. Like, I'm also the nicest in a sense, or the most caring or thoughtful.
At the very least.
Thought so I said, just do me a favor. If you want to know, I don't want to argue this with you because it's mind loss for me, but I go, just, you know, okay, who's the most successful? He goes, well, you probably are. And I okay, well, I go to bed at 8. I go, that guy, how's he do? He goes, not as good as you, but better than me. And I go, okay, well, he goes to bed at 9:30, like you can, you could figure it out. You don't need me.
There's dots to connect.
And he goes. And I said, you know, maybe, maybe there's something to getting the eight hours of sleep and being fresh in the morning and not always being tired. Because if you're always tired, like that happens to me. Like we went through. Well, there was a little period there recently where I just didn't have any sleep because there was so much going on and I had to be here and there and. Or even when I came back from New Orleans that whole next day, I get back, no, I land it like nine in the morning.
And you had stuff to do that.
Day and a dinner.
Yes.
And so I get up in New Orleans at 2.
Well, it was 2:30 is when your.
Car got you four in the morning there. Right now the car got me at 4:30.
Yeah. 2:30 Pacific. Yep.
So then I come here and I'm up until 9:30, 10 at night.
So I mean, I'm almost gone, not quite 24 hours, but I've gone pretty way more than I am. You know, I like my sleep. So it's just funny.
Yeah, that was, that was interesting. It was also the first in person interview I've ever missed. We broke our system a little bit, so I don't feel about that.
Yeah, I don't know. It worked.
We had to do it. I think we needed to do it, but I'm glad that we did.
He's talking about us interviewing for. Well, that was for coaches, right?
Yeah. But just in general, I think that.
We'Re adding some coaches to our team and we. The hiring process is arguous.
Yeah. Purposefully. Yeah. But it's, it's working.
We can't take shortcuts on our end.
That's right. Our clients are too valuable for that.
Which we talk about today.
I have it written down right here. So you wouldn't forget.
How to eliminate comebacks.
How to eliminate comebacks.
Well, hospitals only work on. On healthy people.
Yeah. Because a lot of healthy people want surgeries, but. Yeah, so. So I'm not sure how exactly you want to start this whole thing, but.
Well, I have a. I kind of have a list. So. Comebacks are an interesting thing and this has been around forever. And.
A lot of times what happens is people.
Kind of like CSI is they're only addressing comebacks when it becomes a problem. But they don't really have a system. And their system is to react, but they don't really.
They leave it to chance and it comes back again. So every once in a while it rears its ugly head in a sense, and there is a system out there for it. Right. And so.
The thing that I've learned over the years is most of the time, believe it or not, comebacks are fixed at the hire.
The higher of the technician.
Yeah. And there's. There's kind of one thing I like to do when I'm interviewing technicians. One little question I like to see. I'm looking more for their. Their mindset and.
Approach to the question, not the answer. The answer is kind of irrelevant.
You'll hear. Yeah, I think I know the question that you want to ask. What is it? It's. Tell me about a time you had a comeback. Everybody's had one.
Yeah. And so now if I say, well, I don't have Comebacks, they're lying to you. Yeah, because who hasn't? It's like the person that says, I never lie. Everybody's lied. Yeah, like, that's not true.
So.
Yeah, like. And so then if they. So you say, like, you know, tell me about a comeback. And then they start to go into what they learned and how they change their process.
Now I'm excited about them.
Okay, so process is important. Important to me too. I have a thing with ownership.
Where. When they talk about the comeback and what was their role in it?
Oh, yeah, for sure. Like internal versus external locus. Like.
Yes.
Is it? Well, the car, the manufacturer, the advisor didn't give me the right info. I followed the book, whatever. Right, yeah, yeah.
Like, and then there's something to. There's. There's that ownership. And then the lesson is great. And then I think that there's something to the reaction. Like, is there. Is there an implication of. That everything stopped except this thing? Right. I think that the best technicians, they are so proud of their work that they, like the rest of the world, doesn't matter, even if they're working on a, you know, the best job they've ever gotten in their entire life, but they have a comeback. They stop everything. Because that thing is really, really important. And I would also say that. That a really good technician, they've got some empathy for the customer in their response. I've heard a lot of really good technicians give great answers to that thing.
Yeah, it's great. Okay, then the next thing is. So it's. The hire is probably the most important part of this.
Great.
And I kind of. I've tried to do these in order of importance. The next one I have is you gotta track it. If you don't have a comeback sheet, you don't have a. So for me, the comeback sheet is. Is created by the advisor. So whenever there is a comeback, there has to be a comeback sheet. It's not negotiable. If an advisor forgot to do one, I'd send them home like it's a big deal. Right. So a comeback, they're just, you know, usually a yellow or a red piece of paper with a series of. Of steps on it. So who the customer is, who the tech was, what was the original complaint, you know, what happened. And that goes on the. On the ro. Yeah, on the repair. Then if we have a shop form and the shop foreman's alerted, the shop form has to sign off. If we don't have a shop form and the manager has to sign off on it. So the Tech gets it. Then once they've figured out what it is, they have to come in and tell the advisor and the manager if, you know, that's how I would do it. But it's up to you.
And part of all of that is just to make it a big deal. Like in a lot of states, a technician can, can completely mess something up and you have to pay them to fix their own mess up. So the only way to make that a pain in the ass is to make them explain it. Make them think about it, you know.
In the orange or red or the red. The red sheet of shame is a really, really smart way to do it.
Yep. Because everybody sees it.
Even if they get paid for it, everybody else notices. And, and your best text. Like I said, they take pride in their work. It's not fun for them to have that thing on there.
Now those sheets go in their file. And what happens is a lot of times we leave comebacks to perception. But I don't know how many times I've gone into somebody's file and I'm like, holy cow, they have a lot of comebacks. Like, I. In a year's time, you shouldn't have five comebacks.
Like, yeah, if you have one every couple of months, that's a lot.
But you don't, you know, you don't necessarily have the ability to do that math in your head when you're busy. And, you know, you have 25, 30 texts, it's hard to track that sort of thing. So I put it in their file and I can go back and reference that. When I'm doing goals with them or they want to raise or whatever it is, the first thing I do is go look at how many comebacks and what, what they were. So you gotta track it. And I look at it as a percentage of the arrow of the ros they touch.
Okay?
Right. I look at policy as a percentage of gross. I look at that as a percentage of how many ros they, they touch. And so are they one in 100? Are they one in 200? Are they one in a thousand? What, what is their kind of, their ratio for that?
Do you have any, do you have a number in your head where you think it's reasonable? One in a. One in a couple hundred?
Let me, let me do the next two and then we'll come back to that. Because I, I think that there, there's another part of this. The, the next thing is to, and kind of, to answer that question, is there is a degree of comeback.
Right?
So now we leave the lug nuts loose and a wheel falls off while the customer's driving down a freeway is completely different than a grease fingerprint on the headliner.
Agreed.
So there's a degree of, hey, is our insurance company gonna have to get involved? Is somebody's life at stake in this comeback, or is it, you know, just an attention to detail thing? Trim, runability issue, whatever. Right. Like, okay, that they. They came in and the stereo wouldn't turn on, and then it turned on, and now it isn't turning on again. Maybe it's whack. A mole. And. Yeah, you know, so there's a degree of, like, if a technician doesn't have comebacks, and there. There's a technology issue with the car, and even the fact they're doing what the factory is telling us, and the. That just happens sometimes with technology. So I do have a degree of 1 through 10 of how I rate these comebacks, and I will put that on the comeback sheet up in the right hand corner. This is a 10. Like, you could have killed somebody. This is a one. It really isn't a comeback.
Right.
This is. This is Ford trying to figure out how their software works.
So now you're developing a scoring system.
But I think it's important because if you just look at the file and you say, well, this guy's got five comebacks in the last two months, but he's wor. He's the only guy certified on this stupid thing on, you know, the intermittent.
Electrical problem that happens on past days. Is it.
Is it the tech or is it product issue? And now all of a sudden, there's a recall for that? Because that happens sometimes for sure.
What would you do if there was a case? Where would you pull that out of their file if they ended up. If you had a comeback, you did everything you were supposed to do, you followed the line, and then a month later, they come out with a recall. That's the fix that was not available before. Would you p. That come back from their file?
Because I have a scoring system. I know that they aren't that big of a deal. I would staple them together and leave it there.
Would you rescore it?
I think I. I can't remember a time where I didn't score it right from the beginning.
Oh, okay.
Like, I kind of.
You can tell if something's janky or not, basically.
Well, like, if every. If it's technology and it's new technology on a new vehicle, I'm. I'm grading that with a curve.
Okay.
Like, well, You, You've been around, especially somebody like. So let's say. But let's just say, for example, and I, I think this will make sense to everybody. I got a technician who in his thing is left a drain plug loose. He's left a lug nut loose. And now he has a comeback on an electrical issue.
You.
That's not good.
No.
Now technician B has a comeback on an electrical issue. Has a comeback on a. On a radio or something like that.
Yeah. The 10 is obviously the thing that.
Well, there's two tens in the other guy. Yeah, these. These are both like twos or threes.
Right.
And in the, in the process, you can figure out, did they double check their work? Well, it worked when they left. They did. They followed the process. And, you know, you can tell if you really pay attention and ask the right questions, you can tell, like, we should always have an attention to details. You should always check. But if it left there and it was working and now it's not.
Not going to be so quick to, to do much more than a two or a one or whatever. So you, you know, everybody's their own individual. And I just, I want to have the whole story and I don't want to edit the story, but I'm definitely. I'm grading on a curve because comebacks come in many forms.
Totally.
Yeah.
You can't put them in a box at all.
But does that make sense?
It does.
Now, I've had Foreman before. They want to tear them up.
Which probably ends up being more personal than it is professional. They don't like somebody, so they tear them up.
No, they do like them physically tear them up. Like, they, like that's not a comeback. It's, you know, BMW and their new blah, blah, blah. And it's like, okay, well, it's fine. Like, I still want to document it.
Yeah.
Just because if you start. If you start. Here's. Here's what I've found working with humans.
All or nothing.
I guess if you start saying, oh, well, you don't have to put it on this one or you don't. Oh, that doesn't apply here. Then all of a sudden everybody's making. They're making it up as they feel. They're however they feel. That day they watched a sad movie last night and they feel like all this empathy and so they don't. They don't put the sheet on there. Right.
So you know where that's the most evident, where that was that little rule that you just did is MPIs.
Second, you make an Exception on whether or not a car has to.
It was my cousin's car.
Yep. So I always make the. The connection. And this is the same thing. I think with the comeback thing you're right on it. You have to be really consistent with it. But MPI wise. Right. So there'd always be the. The tech that's like, I didn't do an inspection on that because it was just here yesterday.
A lot can happen in 24 hours with a car.
Just think about this. When I was a service advisor, do you know how many times an advisor was off like a day or two later, later. And the customer came back and I wrote up the car and I had my tax inspected and it was night and day, night and day. And then.
I would sell the work and then the. The advisor would come back and say, well that should be in my number or whatever. You're like, get out of here.
Yeah.
You're out of your mind.
Go home again.
You know?
Right.
Okay.
What else you got on your list? I've got a different list.
Murder line.
This is great. Okay.
Three comebacks in 90 days regardless of the score. Asta la Vista.
Oh my.
Via Condios 3 and 90.
So one a month for three months. It's over.
You can adjust that up or down, like I don't know, brands matter.
Whatever. But.
You have to have a murder line. There has to be like comebacks cannot be the culture.
Yeah. You could do it. They need to be.
They need to be a four alarm fire.
Right. You could do a point system too. The way that you've done it.
Yeah.
So more than 17 points in 90 days or something like that, it's over. That's great. I love that point system thing.
And then that culture there has to. Your culture has to be that you overreact when there's a comeback. You overreact by putting the sheet on there. You over react by telling everybody. The manager, the shop forum, everybody knows, oh, we gotta come back for Christian. He has a comeback. What's going on with that comeback? It goes to the front of the line. Parts knows. Get the part now. Like we're not. Isn't a two week if come. Maybe we'll put it on the stock. No, now like now everything is now it's the in how you approach that and how important it is will determine what your culture is. If you don't overreact and it's not a four alarm fire, then they're gonna keep happening.
That's right. It's gotta be a big deal. Okay. I love that. So I approach this topic from the advisor standpoint. I love that you approached it from the technician standpoint.
So here's what I would like to say. Yes, you can't trust any of them.
Whether it's the tech or the advisory.
When it comes to comebacks, you can't.
Everyone's got to be involved and everyone's responsible for it. So what you just described is exactly how I start off. Every, every comeback is, I don't know if you've ever heard me say this before, a gold nugget of crap.
Now you think back some hillbilly stuff totally. But you think back to like your five or six most loyal customers. How many of those started off as like a shaky situation that you fixed? Like your best customers? Don't they always come from crap?
For sure, always.
So anytime you get a comeback, it's an opportunity to get that lifelong, you know, go to your wedding kind of customer. And so if you approach your comebacks there first, then it's more important. I also have a belief that comebacks can almost, not 100% but almost completely be fixed by the advisor. And I'm going to give you two reasons for that. One is I would say that roughly half of the comebacks that exist happen because of lazy or sloppy write ups. We don't get good descriptions from the customers. We don't actually collect the information about what's going on. We say noise from rear of car and then a technician stuck trying to dissect what the heck noise from rear car means and they spend an hour and a half working on it, they get naturally and understandably frustrated and then it leads them into just trying to throw a part on a car just to make somebody happy which then becomes a comeback. So I think that the advisor plays an important role in minimizing comebacks for the shop. Now a technician, if they diagnose an evap gross leak as a gas cap, but they never pressure tested the system and then they find out that there was a canister leak that's a comeback. That's technician related. However, I would also say that a service advisor can help the technician and cover their back by doing a really good quality QC step. So the advisor still has a lot of responsibility in that so approach it is when it does happen, if you do it right, it's more positive than negative. The second thing is that you have to own your responsibility in a comeback when you're writing up the ticket. And then if we did a really good job of quality control where we look over a car before we let a customer know that it's done. We make sure the little stuff like most comebacks are little things. They're oil change stickers or maintenance reminders, their fingerprints, the seat not being where it's supposed to be, the radio station not sounding the way it's supposed to sound, like those little things are completely avoidable. So you get that off the list and then the comeback that you have stands out a little bit more if it doesn't happen every day to your point. Murder line, all that other stuff. So I think about it, as an advisor, your responsibility is to minimize the comebacks just as much as it is the technician's responsibility.
That's great.
So that's how I, I kind of thought about comebacks. But man, you gotta, you gotta approach it. Is that, that's. You're building a lifelong customer if you fix their problem.
Yeah. I would say one thing in closing too is like the, the.
The way you approach this and what you accept is going to determine the outcome. Right. So if you have an advisor can go get the tech in the shop, bring them up to the drive and they can look at it in the drive without creating an R, like all. Without the red sheet, all that. It all matters.
And I also would say that I've seen more times than not when you start tracking comebacks and you start having real heart to heart conversations that if you coach the technicians, they do get better. Like they, they can develop an attention to detail, they can get better, but only in an environment where it's important. And if you don't make it important and there aren't consequences, it's like California. Like it's lawless.
It's insane.
Yeah. And people are stealing cars and breaking into houses and.
Who knows what else. Who knows?
Stealing wedding cell phone videos or engagement cell phone videos, all that stuff.
Would you rather have them steal the ring or the cell phone?
Cell phone.
Thanks, everybody. We'll see you next time on Service Driver Revolution. Thanks so much for watching this episode of Service Job Revolution. We're uploading new stuff every day, so make sure, make sure you subscribe and click the bell icon so you don't miss out. If you have a question you'd like us to answer on the show, call 8333 Ask SDR and we'll answer your question on the show. That's 8333 Ask SDR. For special deals on our books and training, head over to offers.chriscollinsinc.com now that's offers.chriscollinsInc.com I'm Chris, Chris Collins, and I'll see you in the next video.
