This is a YouTube transcript of Chris Collins discussing 'overcompensating mediocrity' in automotive service departments. Collins gives a real-world voicemail/example about parts not being tracked and argues that pay-plan design (backing into target compensation percentages) and tribal knowledge cause repeated pay-plan changes and poor accountability, producing mediocrity.
The first failure is overcompensating mediocrity. What do we mean by that? Hoagie? So it's. Yeah, it's definitely. Probably one of the main things we see is. Is. Hey, Jackie, My name is Chris Collins. Here we go. And I was in there a while ago and they ordered me a part, and I was wondering if the parts were in.
Getting transferred to parts.
Please.
I think the MO Here is they don't even pick up and put you on hold it. Because it went to the main reception.
Parts. Voicemail. No, it just rings and rings.
Hey, this is Chris Collins and my service advisor, I think, like about a month and a half ago, ordered me some parts and I was just wondering if they were in. It's a mirror.
I don't remember his name, but it's Chris Collins.
Yeah, that sounds right.
So it's been over. Yeah, it's been about a month and a week. Does that sound right?
What if it never got ordered? I forgot about that as being an object. We were wrong.
Overcompensating mediocrity. So with overcompensating mediocrity, a lot of times when they're backing into pay plans, they're just saying, hey, this person needs to make this amount a month.
And so it's very easy when you do that enough times where you look up and kind of a benchmark or metric that we're looking for is 8% of parts and labor gross for Kaiser pay plans. Right.
On hold. Oh, okay. And so.
They didn't save hearts Hold. But they meant it.
There she is.
Why do you. Why do you think that's. That's so rampant?
I mean. Well, part of it is. Is what we talk about a lot, tribal knowledge. It's just. It's how they learn to do it. And so they do it and they're not looking for a specific outcome. And then they realize that compensation gets too high as a percentage, and then they, you know, then they change the pay plan. Right. And it's. And we see pay plans just change over and over again.
But. But, yeah, just, you know.
I don't know. It's interesting.
But I don't even know that it's fair to say that.
They'Re even watching what their compensation percentage is. Right. Yeah. I think you're giving people too much credit that they would actually check and measure it against what the employee is producing.
