Chris Collins (Service Driver Revolution) recounts interviewing top-performing service advisors and notes a surprising pattern: high performers tended to be introverted, shy, quirky, and socially awkward rather than extroverted. Despite this, they achieved exceptional business outcomes—consistent high CSI and very large parts & labor revenues—because they followed reliable systems that built customer trust and repeat business. Collins argues that the best teams are quieter and more focused; managers should prioritize driving outcomes and systems rather than trying to make staff “happy.”
Questions this video answers
About $400,000 (described as “400 and something thousand” in the transcript) in parts and labor in a month.
Chapters
We did this thing where we would have the advisors kind of do this roundtable for us where all the managers and myself would talk about what we're going to have the top performing advisors in a room. What questions should we ask them so we can learn and improve? And you know, so we would ask, we would have a series of questions that were prepared and ready to ask all of these advisors. You know.
And I remember very, very distinctly looking at that group of advisors and kind of like going the like, I have never seen a group of more introverted, awkward.
Not really social people ever. Like, they're not outgoing. Like you think a top advisor is an extrovert. They were all very quiet and introverted. They were all very shy, quirky, quirky. Very, very self aware and like.
And you're talking about advisors that put up huge numbers. Like some of those advisors had literally perfect CSI month in and month out. Yeah. Like for a year. Numbers you wouldn't even believe. Right, right. Like we're talking about advisors that were writing 400 and something. Thousand in parts and labor and a month. Just nutty, nutty numbers.
If you met them. If I think if I put any one of those in a room and you can think of some of them right now, you can, you can imagine who I'm talking about. Awkward. Yeah. They wouldn't do good in a job interview. They would almost be shy. Yeah. But when it comes to taking care of their customers, they've got a system. They got a system, they make friends, people trust them, they like them, they come back. Right. They're part of the family, they're part of the conversation when it's time to buy their next vehicle. Like they're in on that conversation. Right. And so.
If you're trying to build a team of best in show and by best in show, what we're talking about is high performers.
The environment feels a lot different than what you think it feels like. It's a lot quieter, It's a lot more awkward and weird. Nobody's super happy coming to work every day. There isn't this like, oh everybody, it's a party every day at work. Like people think or they want or they crave. I don't know, I don't know why managers say how do I make my people happy? It's irrelevant. How do you get them to do their job? As that's the right question. Yeah. How do you get them to be passionate about doing their job, not make them happy? You can't. But you wouldn't perceive anybody to be happy you would perceive them to be focused. Yeah. They're not unhappy either. Right. They're just, they're, they're, they're their business. Yeah. But if you're focusing on their outcomes.
Thanks so much for watching this clip.
Of Service Driver Revolution.
We're uploading new stuff every day, so 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.chris collins inc.com that's offers.chriscollinsinc.com I'm Chris Collins, and I'll see you in the next video.
