Chris Collins and James explain what separates elite service managers from struggling ones: elite managers stay open to new ideas and act on feedback, while low-performers get stuck on assumptions and say things like hiring is impossible. How you ask questions reveals your mindset.
Because you're elite, James, because you have this vast experience and wisdom.
Let's. Let's kind of unpack what it. What's the difference between managers that struggle and managers that are elite? Right.
Understanding, too, that a lot of managers are worried about their job. There's. In some brands, we've seen higher than 50% turnover in managers. So it's a. It's a position that turns over a lot. Right.
What do you think the, like, the biggest differences are between the ones that are going to get fired probably this week and the ones that are highly recruited?
Well, I've met a lot of service managers being in elite group and then going to events with Chris Collins and stuff. And I think that the ones that get better and the ones that don't turn over, they're not stuck on the same ideas. They're open to new things, and so they take suggestions and they actually go back and implement them. But I can tell within five or ten minutes of talking to a manager at a group or something, if they're going to listen and change, I think the biggest thing is they just get stuck on stuff that's irrelevant. It doesn't matter.
Yeah. And I know this is going to resonate with you, but like, Christian and I were in Florida and you go to different events where there's managers, and the easiest way to tell if somebody is a performer or not is how they ask questions. So a lot of times the commonality between low performers is the way that they ask a question is not a question, it's a statement.
So they'll say something like, so what do you do when your market is impossible to hire technicians?
That's not a question, that's a statement. Like, how do I. How do I answer? Impossible. Like, you're saying it's impossible. I don't have. I don't have, like, magic. Like, if it's impossible, you know, or they'll say, well, what do you do when it doesn't work?
You're like, I've never thought that way. It's hard for me to think that way.
How many times have we had that conversation with a group of guys, a group of managers, about how hard it is to hire techs? It is not that hard to hire techs. It's really not that hard. And sometimes you're just on a roll and you just get techs because other techs that work at your store love it there and they go out and search for you. But it's not that hard. Every time someone says that, I just. I get quiet and they're not trying.
Well, yeah, but you know, we say like, make everybody think it's hard. Like I would, I would personally say to my competition, I'd be like, oh my God, it's impossible to hire techs because then it'll be a self professing prophecy for them and they'll tell their boss like, oh no, I was over there talking to James and he's having a hard time too. It's impossible. We should give up. Right?
Well, these aren't competitors I'm talking with.
If you're not trying to help, you know, but, but it's funny how as long as you confirm the negativity, they take it as law. And, you know, that's right. It's easier for it to be hard than it is to figure out other ways to do it and, you know, some, some creativity. Thanks so much for watching this clip of Service Driving Revolution. We're uploading new stuff every day, so make sure you subscribe and click the bell icon so. So you don't miss out. If you have a question you'd like us to answer on the show, call 8333 asksDr 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 Collins and I'll see you in the next video sa.
