Throwing the Baby Out With the Bathwater (Service Drive Revolution)

Foreign.

Welcome everybody to Service Drive Revolution. I'm Chris Collins and this is the CEO of NASA in the Westminster Dog Show, Christian Lafferty. Say hello, Christian.

Hello everyone. How are you doing today? How are you?

They can't answer you, bro. They're just listening. I hear this is a one way thing.

I hear the voice in my head going off.

Today we are talking about throwing the baby out with the bathwater. I think that's something that's very common in our industry. And Christian and I have compiled a list for you of situations where we throw the baby out with the bathwater. If you do not understand what throwing the baby out with the bathwater means, it's a term from, I don't know, the 1700s, maybe 1600s, I don't know, 1500s. Before Jesus. This term was used to say that when you throw out dirty bath water, you don't throw out the baby too. Right. And a lot of times that's what we do is because of one little thing, we throw out the whole thing. It's a fun list. It's going to be great.

And then we're going to answer questions also from the audience. Remember, if you have a question and we play it on the show, we're going to send you some swag. The number, write this down in your phone or if you have a pen or Pencil handy is 8333 Ask SDR. That's 8333 Ask SDR. Or if you don't have the little letters on your phone, it's 833-327-5737. Just call, leave your question there like a voicemail and we will play it on the show and send you some swag and hopefully answer your question. Also, you're not limited to just questions about service drives or parts departments.

Life questions are life questions.

If you're stuck.

Relationship advice, whatever you need, call in. Christian and I are here to help you, to help you perform, make more money, have freedom, get a raise, be the envy of everybody in your.

City. Circle, circle of life, whatever it is.

I've had this question that I've been wanting to ask you, but I wanted to ask it on the show, right, Because I didn't want to ruin it. But I did read the other day that they raised the price of the self driving option on Teslas. Yeah, the autopilot. Is it called Autopilot?

Autopilot.

That's exactly so. I remember when you bought your Tesla, I think the Autopilot was like 6,500.

I think it was like almost nine. It was under nine, but it was pretty close. And then it went down to 4,200.

Oh, it did.

There was a two month promotion where they said, we're gonna raise prices.

So the. The cool thing. Christian showed me this when he got his Tesla is literally. Tesla has stuff you can buy in a menu. You don't have to go to a service department. You don't have to call anybody. Like, literally, you just buy it and they have your credit card on file.

That's it. Like, I have my account. I can very carefully spend ten grand.

Just by hitting other things. Are you buying apps in there?

You can buy apps. There's.

What kind of apps?

Well, obviously my favorite is the Tesla karaoke, where you can drive down and actually karaoke.

And they charge for that?

Yeah, it's an add on a couple hundred bucks.

I think it's a couple hundred bucks. And you bought that?

No, but I will eventually.

I'm sure we have people for a couple hundred bucks that would just ride around with you and sing to you.

Yeah, I think that's a great idea.

So karaoke is 200 bucks. What else is in there?

Oh, gosh. What's some other stuff? Well, they have like a whole network in terms of streaming for podcasts and music and everything like that. That's all part of it. That was included with my first year of Internet, but then after that, you.

Got to pay for it.

After that, you got to pay for it.

When I had my BMW, which I no longer have, but I had a newer sporty, it was a 650 convertible. My iPhone never synced up with the. With the phone. And then if you plugged it in instead of doing Bluetooth, then the Bluetooth wouldn't work. And then sometimes the Bluetooth wouldn't work and you'd have to plug it in and it never showed the actual song that was playing. It was a disaster. And I. I think it's interesting that car manufacturers don't give service departments the ability to sell upgraded software, because I would have paid $200 for sure just to get that to work. Right. It's interesting. In the Jeep truck I've been driving, the software is perfect.

Yeah, Uconnect's actually a pretty good product.

What you have in the Jeep, it's called Uconnect. Yeah, it's great. Yeah, it's great.

I'm a big fan.

Like, you can text on there everything.

Yep. It's. It's top notch. I think that that's probably one of the Best things that Chrysler never had a syncing issue.

By the way, Bluetooth or plugged in works great.

Yep.

No, no issues whatsoever. But it's interesting in a BMW that maybe is $100,000 car compared to that Jeep, I think was 55 or 56 somewhere around there that the technology is so much better in the, in the Jeep than in a BMW. But don't you, don't you think it's interesting that Tesla is selling that direct to consumer from, from an app store and the other manufacturers aren't catching on to. Maybe people would be willing to pay for an update.

Yeah, I think that that's the thing is that the Tesla makes it really easy.

And they update from a satellite, right?

From a satellite. All I have to do is every once in a while I have to park the car outside and then have an Internet connection and then it doesn't update. There are certain car updates like it'll send updates to the car without having to go anywhere. I've never had to take that thing in.

I think that BMW dealers could, I mean if. Yeah, I think that the service advisors can sell that all day long and I don't know other manufacturers because I don't have a ton of experience, but I gotta imagine that consumers would love to do that. And it's a way to not cut the service departments out, but actually pull them in, into the transaction.

I think so too. Give them a name and a face and facilitate the transaction.

I think yeah. Pay the tech a half an hour to flash it or whatever it does. So you did not want. I remember when I was asking you before, you didn't care about autopilot.

Correct. Why? I think because at least at this point I don't use the car enough, I think to warrant the cost of the autopilot because it's only a lease. So I'm going to give it back in two years. I think if I'd purchased it, I might actually consider the autopilot function.

But.

Yeah, I don't know, maybe I'm. I'm stuck in my ways a little bit. That there's still part of me that doesn't trust it. Which is ironic because I'm not.

You kind of like to drive.

I do like to drive, yeah.

Yeah, that would be the thing for me too is I like to drive. It would be. That's a hard disconnect. But I do think as cars progress and they're driving themselves, you're going to feel different about the car.

It's just going to be. It'll feel more like a train or a subway where it's just your mode of transportation. I remember, like, it's been a few years.

You're gonna want WI Fi.

Yeah. But that's the thing is I remember Jeremy specifically talking about, like, what would you do if you have a self driving car? He's like, I would work. And I'm like, oh yeah. Like that's. Think about the efficiency that you could have if you got a 45 minute commute. The car's doing all the work. Like, what can you get done before you even get into the office? I love the efficiency part of the whole thing too.

Does it? So you. I know you lease your Tesla out on Turo.

I do.

So Turo is like an Airbnb app for cars, which is great. Whenever I've gone to cities, instead of renting a rental car, I'll rent a car on Turo. And you can get really cool cars for what it would cost. Like if you go to Hertz, the car is going to be a hundred dollars a day. You can get a pretty cool car on Turo for less than that. It includes insurance and it's usually pretty easy.

Yeah.

Does having the autopilot make the price on Turo more or less.

So from what I've seen, and there's, there's not a ton of Teslas on Turo, which is really a good thing for me. Right. So as a renter. But there's definitely an increase in terms of what they can charge per day for the, for the premium. If you have the autopilot on there, like there's, it's, it's almost double. Not quite, but it's pretty close.

Were you, were you with me when I took the Elite Group to Tesla?

No. I missed it.

So the very first thing. So I bought this, this package in a charity thing. John Varvatos had a charity thing and I bought this VIP trip to Tesla and I took the Elite Group with me. And one of the first things that the guy said that toured us around is the Elon's vision for Tesla is that the car will go pick up the kids, bring them home, go pick up dad. And then while everybody's eating dinner, the car is out doing like an Uber type thing. Right. And so it's making you money. And that's why he believes that the value of Teslas will go up over time. And it's kind of interesting that you're making money on your Tesla on Turo.

Yeah. There's also, you could make a point of Contention that the car's safer with someone else driving it instead of me too.

Oh, that's for sure. You're a terrible driver.

But I love it. I have so much fun.

You might be the worst driver.

I take it.

I'm trying to think.

I. I've been with some pretty bad drivers that have worked with us before.

Worse than you?

Yeah, I think so.

Yeah, that, that's like, you know, asking the serial killers in jail, like, who's the worst?

Like is Dahmer worse than Gacy kind of thing.

At some point. It's just bad. Yeah, it's not safe.

That's true.

When somebody rents the Tesla from you on Turo, do they have to be able to charge it? Do people have their own Tesla chargers?

So the, the thing that I've set up with with Turo is that I've got an option on there for extra. For an extra 25 bucks, I give it to them with the full charge and then they don't have to charge it coming back. So they don't have to stop and charge or anything like that. But you can stop it.

25 bucks. How many people take that option?

Everyone. Since I put it on there, as a matter of fact, because they don't want to stop for the hour to do.

How many miles can the Tesla go without a charge?

Supposedly 300. Like the way that I drive, I get about 210 because I'm a little bit heavy footed.

But hypothetically, like just about everywhere you go, they could plug it in.

That's right. Because there's Tesla superchargers, especially in California. Like there's Tesla superchargers everywhere around the LA area. And even when I went to Vegas a couple of weeks ago, there were these really nicely planned stops. So it's easy, it's easy to travel with that car. But essentially you just go up, you plug in to Tesla supercharger. It's. It bills it to my account, which essentially what ends up happening is I make money out of it anyways because what it costs to charge it isn't what I bill for the premium. So it works out pretty well.

That's awesome. Okay. Throwing the baby out with the bath water. This is kind of fun.

Okay, let's just. We'll start with a couple easy ones. But the premise here is that a lot of times we tend to overreact.

Two things that we should not overreact. And we throw the baby out with the bathwater. We throw out everything instead of just fixing the one issue.

Right.

Or not Giving up on it or.

Whatever it is, completely dump the whole project. Right.

So a couple that I've seen a lot is places that don't take checks anymore because somebody bounced a check.

Yeah. That's horrible, isn't it?

So, you know, even with big fleet customers or whatever, that's always really funny to me.

Yeah, Especially too like with the, with check o matic and stuff like that. There's so many ways to try to protect yourself. But like if you get one out of 500 bounce checks, I'd be surprised. Like it doesn't, it's not very common. But man, talk about making it harder to do business with you. That's a little bit of a trick when you say you can pay. No, you can't use. You can't do that. No checks from the business. It's a little bit of a nightmare.

And then Amex.

Yeah, Amex, Discover. I remember people dump and Discover because they had an issue with Discover before too.

So the thing with Amex, whenever I would go in to fix a service department, especially in like a Mercedes, Rover, BMW, like a higher end service department, the advisors would always say like it's a huge complaint that we don't take Amex and our customers hate it. And I always just raise the price.

Yeah. Because I think that's one of the things that's a detractor on Amex is that the fees are higher.

Yes. But do customers come in and ask the label? Like most customers don't even know they're buying tires, they're buying a water pump, they're buying a service, whatever it is. But if it, I can make more money by just raising the price and absorbing the Amex into it and letting the consumer pay for it. Right.

Makes sense to me.

It's an easy fix. But it always seems like.

You'Re losing that, that brand recognition too. Also. Right. Because people that have their Amex black card, they want to be acknowledged for that and they don't get to show off by throwing it out there.

Right.

You know, all my friends that have Amex black cards, they like, they can't wait to pull it out.

I'll take care of this.

Yeah, I got, got it. Black card.

And they show it to you for like two minutes before they actually handle it.

Oh, it's sitting there on the table forever.

Oh, is that mine?

It's funny. Okay. You had one software upgrade.

Yeah. So it was actually a little bit of a continuation of what you were talking about. So a really good example of throwing the baby out with the bathwater would be that we have all these beautiful software upgrades that customers can come in. We do software upgrades, and on one car, we have an issue with the ecm. And then we're like, nope, we're not doing software upgrades anymore. We can't do it. We can't afford it. That's throwing the baby out with the bathwater is completely throwing away a revenue stream because of one bad issue.

Yeah. Then a big one that I've seen a lot is accessory sales. So we'll accessorize something. Like we'll put wheels and tires on something, or we'll modify something, and then either.

Especially in a car dealership, will sell it without accounting for it. Right. Or the customer wants to buy, but they don't want the wheels, and you don't have a tech there on Sunday to take them off or whatever it is. And instead of just writing a wheel for it to be done on Monday, you.

You just.

No, we're not. We don't want that. Meanwhile, in most markets, if you sit in the service drive and just look at the cars coming in, probably half of them have some sort of upgraded wheels or something to personalize.

Yeah, they're modifying the cars. Whether the dealership chooses to participate in it or not, they're doing it because it's an identity of themselves and everything like that. Especially some of the brands that you mentioned, like BMWs, people love to personalize those. And then Jeeps, I think Jeep is probably one of the more personalized brands out there. Like, people are doing really cool stuff to Jeeps, and the dealers just are kind of. They're not taking place, you know, taking part in it. Like, it just doesn't make sense.

Yeah. They'd rather they go to an independent and get a lift kit or whatever.

Yeah. And again, it's probably just because of one car that had some sort of warranty issue because there was aftermarket parts on it, and they didn't want to deal with the hassle, so they just got rid of it.

Yeah, that's the other thing that's easy to fix is have them sign a release for the warranty.

Yeah. As long as the customers know. I think that that's the big thing. And don't kid yourself. A lot of the customers know if they modify their car, there could be concerns about warranty later on down the road. Like, they're not the. They're not idiots. I remember when I worked as a service manager in a Chrysler store, people would come in all the time with the lifted Jeeps. And what do they do with their Jeeps on the weekend? They'd go out and they go in mud bogs. Well, this is Florida. So they go out and then they drive around in big, big mud puddles. And then they'd come in and their differentials would be full of mud and oil and everything like that. And then we'd be like, well, you're gonna have to replace this part. And it's not under warranty. Are you sure? We're like, yeah, we're pretty sure. But if you want to see all the caked up mud underneath your vehicle, that's okay. Go ahead and take care of it. Like, they know.

They're aware customers that do those sort of things, like, to their Jeeps and modify them are more loyal. And you're in their club. And so by not doing it and them taking it to the local independent that does the lift kits, you're kind of like saying, we don't care about you.

Yeah. But they embrace. Embrace you as part of the club. They do a way better job of making it a tribe because it's a lifestyle. Totally a lifestyle.

Then extended warranties. That's throwing the baby out with the bathwater.

So what we're talking about there is that you have an extended warranty come in and there's a problem with collecting payment or authorization or something like that. And then you just go ahead and make the decision. We don't take any aftermarket extended warranties. That's another thing too, where I've seen dealers where they will not take extended warranties that send a check as opposed to doing a credit card payment. Like they completely do away with that revenue stream too. Like they're just making it harder to get money is what they're doing in.

Those cases, in my experience. So I've never ran into. But maybe you have. I've never ran into an extended warranty that didn't do a credit card anymore. So most of the time when that rule's in place, I just say no car leaves until we're paid.

Yeah.

And so, yeah, the advisor's gotta be on the phone for an hour to get paid, but it's still worth it. And you can delegate that to warranty or a cashier or something too.

No car washes because we broke an antenna.

This is probably dating. We're dating ourselves a little bit here.

Because I don't know if I heard that not that long ago.

Okay. So in general, because this is what.

Happens, is the service director, whatever goes to nada, they get sold A car wash by a bunch of buffoons at the Nada. They buy the car wash and then it breaks a couple antennas and then they're like, we're not washing cars anymore.

Most of the time, those car wash sales people, like, I don't know. It's always better to wash in my hand. It's more efficient.

Oh, for sure. And it looks a lot better and everything like that too. It's also a really nice differentiator. It's not enough, I don't think always that the dealerships wash the cars, but when you're saying that you're hand washing cars, that just says I care. So I'm a big fan of that. But yeah, it's the antenna. It's the one scratch that the car wash does. Like, that's what makes people not wash cars. Another thing that I think that, that I've noticed, and maybe you've seen this too, with our clients that are in cold weather states, is that like they start out with a car wash, they won't wash it below 20 degrees. And then something happens and then it's 30 degrees.

Then they don't wash cars anymore.

Right. And it's like it's got to be between 70 and 74 degrees in order.

For them to use in Illinois, except.

For two months a year, July 18th through the 23rd.

Another one that's funny is when they drop off with the shuttle. So a service department will drop customers off, but they don't pick them up. It's kind of like, we care half about this, we're kind of half into. But beyond that, it's your problem. Like go around the office and beg somebody to drive you to pick up your car.

Help me, please.

Because one time a shuttle driver got stuck in traffic at 4 or something and was late picking up the customer.

Yeah, we can't have that. Let's just do away with it. We'll get you out of here, but we're not bringing you back.

And then valet too, right?

Yeah. So the valet thing, I've seen people completely go away from the whole valet system because they'll have one valet pickup that doesn't go right. Like where the customer doesn't meet them or whether they don't get there on time because of traffic or whatever. And they'll be like, we're not doing valets anymore. We had this angry customer. Like they get to the GM or whatever and complain about the valet service. And then they come down with a hammer and be like, we're not doing it anymore.

Like, I know there's some we're missing on our list. So do us a favor. Just because Christian and I like to laugh at this sort of thing. Posting comments, a situation where either you're guilty of or you've worked in an. In a department where they threw the baby out with the bathwater. I wanna.

It was fun compiling that list. So, like, we got to go take that trip down memory lane. Exactly.

Right. But post it in comments we love, and if you post a good one, we'll sit, we'll send you some service drive revolutions.

Oh, I've got a question for you. What do you get when you cross a refrigerator and a stereo?

What do you get when you cross a refrigerator and a stereo?

Yeah, I don't. I don't think. I know.

Drawing a blank. Eventually you're gonna get one of these, Right? Cool music.

The refrigerator cools the music.

Yeah.

You didn't laugh.

It's a little bit of a letdown.

Not my best.

I was thinking, too, in a Millionaire Service Advisor, the book that I wrote, it's called my A System for Collecting and Caring for Customers. There's a part in there where I talk about how to. Dispatcher threw my R.O. in the alley. Through my ros.

In the alley. He threw everything out with the bathwater.

I wish. I'm sure that guy's dead now because he was barely hanging on when I worked there. But if he's still around and he's a dispatcher. I think his name was Joe. That if you knew how bad you sucked and how good I turned out, that would be funny.

Yeah. What's that story?

It was a. I think I've told the story on the show already.

Have you? Because I really like the story, but.

About the Subaru svx?

Yeah. In the.

Didn't I just tell that story?

Maybe.

Yeah, but he was. He was the. The dispatcher that was always pouring a little whiskey. His thermos had whiskey in it.

Yeah.

So he would go. He was the one there in the morning that would make coffee and then he would pour. It was odd that he would get coffee from the coffee maker but then was pouring something out of his thermos into his coffee.

And it probably wasn't creamer.

When he went to the bathroom once we like. And it was whiskey. Of course he was drunk all the time.

That's crazy. What the. Our business was like in the 90s and 80s.

Oh, the blow, the cocaine.

That's what the parts department was for.

We missed that whole thing. Were you in on that? No, I Missed the bankers taking you to lunch and having martinis.

And the cocaine and all that.

Yeah, all I got was the stories. Like the place that I worked at had the stories and it was just gone by 99 is when I started in the business.

I think the worst advice that we had was that we ate lunch at our desk. So we were eating bad.

Yeah, there's no doubt about that.

That was it.

Yeah.

Like nothing else. I don't know. I would. Drinking at work and all that would be scary.

Especially.

Yeah.

There's no way that ends well.

It's funny. If you also. If you don't have the millionaire service advisor, you can get it offers.chriscollinsinc.com There's a special promotion on there if you want to pick that up or get a bunch of them for your service advisors. It's pretty fun. I was, Look, I was reading it and I wrote it a long time ago and it's pretty good. Pretty fun. Let's. So we're gonna wrap up and we're gonna do. We'll do one question before we wrap it up. Let's take a question from the audience. Somebody called in, I think. I think I heard. This question's really long.

About 2 minutes and 56 seconds, I think.

Have you heard it?

Yeah.

You have.

I've recently taken over the service department at a local auto service center where service is only about a quarter of the overall gross. I was brought in to the same place about 10 years ago to do the same same thing, consult and troubleshoot. I left about seven years ago. I was called again recently and again the department is back to the same old, same old business, right? The techs run in the garage and no systems in place, blah, blah, blah, same old stuff. After about three months. Place has been up about 80% over the last six years. It's been in the red about three of those years and broke even about three years. After changing the culture, implementing systems and procedures, the department is up 80% again. Like I said, already week to week and on pace for 1.2 million, which is just naturally what that shop will do without advertising and marketing. Just getting back to the basics, outworking everyone until they file your lead, you know, you know, the same old story. This leads me to my question. Through all that hard work, there's still one major hurdle. This shop, a tech who is again the cf holding his apartment back with a steep salary and horrible productivity. I've managed to work around him running the shop as efficient as I could with six other guys that's the same technician that my second week there says to me in the garage in front of all the other techs and the owner that I should stay up front because he runs the back and I run the front. To which I replied, no, my friend, I run both. So you'll be seeing a lot more of me out here. The owner has been blinded by his own loyalty, in my opinion, to a five year employee who's been telling him what he wants to hear and chasing off other competent techs over the years. The owner's defense, he's not a service guy. He is running three quarters of other, you know, the rest of the gross this overall company sees. And I would mention it, but it'd be too specific for this application here. I've managed to keep our cost, leave our net in line, worked around this tech to avoid misdiagnosis of customers, vehicles. I mean, he's not even in the ballpark most times. The owner's now asking questions about this tech salary versus productivity, which my response a few times has been, you know, we've gone over this a few times. I've suggested that we dismiss him. My third week here, again two months in, again three months in, after starting to realize that this owner maybe has a small soft spot for this guy, kind of eased up and learned again to work around this guy. And this guy's defense, he's got a sweet thing going there. He knows I know what's going on. If the owner wants to put up with it, fine. But at some point I start feeling guilty and other technicians are bothered by this as well. This guy's got an ego and he's rude and again, they got to fix all his mistakes and he was supposed to be the guy there. So do I just fire this guy and save the owner from himself?

So I would go at this a different way. So whenever we go into a service department, there's always that guy. Usually that's not unique and I'm sure you've experienced it also. And they're just kind of marking their territory. They know that.

They'Re not as good as what they're being paid, but their bills and everything else are matching what they're being paid. Right? That's one thing that will happen is even though somebody maybe doesn't deserve what they're being paid, their bills and mortgage payment will catch up to what they're making pretty quick. And so I would make it about the. I would make it about the production and the quality and I wouldn't make it about the person.

In the beginning. So I would, you know, every week I would do an Excel spreadsheet and I would have everybody's efficiency and their cost and what the gross is on every tech.

And I would just do like, you know, a performance hierarchy, and I would give that to the owner, and I would actually give each tech their individual one. So I wouldn't, you know, you don't want every tech to see what everybody else is making. But I would also have a board in the shop that listed out every day the efficiency. And then the next thing I would do is I would not protect the guy from comebacks. I would give him diagnosis. I would. I would treat him in, in the way I dispatch, just like he was in a tech and the best there. Then I would create a comeback sheet, and every time he had a comeback, I would give a copy to the owner and to him and put one in a file every time he has a comeback. So a comeback sheet would be like, you know, the RO number, what, what vehicle, the original concern, and then what was wrong with it and the fix and how much it costs to fix it. And I would, you know, if. Even if that technician had to spend a couple hours, I would relate a cost to that fixing it, and I would start tracking comebacks and then let the facts kind of work themselves out. But most of the time, when we make it about our feelings and politics and jockeying for position.

It just gets uglier. It doesn't get better when you make it about the results and the outcome. Sometimes they will fix themselves, and other times they will go away. If it gets to the point where it's ramping up, I would call the owner in and I would just have a blunt conversation, and I would say, does this guy have naked pictures of you? Is there something I don't know because the evidence is the evidence and I don't understand, but I wouldn't do that for a couple months. I would, I, I would go with the.

The strategy that he probably will either tune up or go away. If you just make it about the outcome and not about anything personal or politics, that sort of thing.

Yeah, I think that that's the big thing is when you make personnel decisions, and especially about talking about getting someone going down, if you are, you know, doing it and playing the politics, it will almost never end. How you think it's going to. Like, I've never seen where we try to save someone from themselves and they come back later and be like, I'm so glad you did that. What ends up Happening really is like, why did you do that? Because what I heard from the, from the voicemail is that the owner kind of this, this person has the ear of the owner a little bit, which is a pretty dangerous position to be in if you're the person that's in charge of trying to get rid of them. Because I don't think that if anything, it would kind of put you into the political exposure. The only way to do this right is to do it by the facts and the results like there's no other way to. And really that's how we should be doing human resource decisions in general. But I definitely like the thought of the comeback sheet is really smart.

Yeah. And I think too, like, if you take a little different approach with the guy, you might want to pull him in closer and actually like take him to lunch and be honest with him about what he's doing in a very calm way. Like just like, you know, hey, I'm here to turn this thing around. And like, you're either on our team and refer to yourself and the owner as us, because if you're there for the performance of the business, it is us. It's not a territorial thing. It's an outcome of your efforts. Make it about the outcome of the efforts. But ask him about his, you know, his, his ambitions and what's going on. Is he struggling with something? And bring up in a subtle way, like over lunch, like, you know, you've had a couple comebacks recently.

Don't you think that somebody at your level should be double checking their work? And you, you might by pulling them in closer and having a little empathy and really trying to understand him. Expect instead of just meeting his resistance with resistance, you might be able to fix them too. Because, you know, there is a value to a technician if you can fix them.

Yeah. The best case scenario is not that that technician leaves. The best case scenario is that they flip and become your. Become your teammate.

Yeah. He's telling you with his actions, if you listen, that he wants to belong, that he's looking to feel important. His. His whole driver. There is ego and, and somebody stroking him. So stroke him. Like, who cares? Like, I don't. I think one of the most important saying sayings in business is.

If you're listening to this, Christian's eyes, I pointed at him, I said the most important saying in business. And then I pointed at him like, hey, what is it? Like, this is a test. And his eyes got as big as grapefruits.

Which is, I don't know where you're going. But I'm hoping once you say it, I'll know.

I'd rather win than be right. I'm not looking to be right. I'm looking to win, so I don't need to be right. I'm not right a lot. I'll listen. It's like people who are like, oh, you should never talk politics. That's because they're stuck in their opinion. I'll talk politics because I want to understand. It doesn't take that long for me to figure out that you don't know what you're talking about most of the time. But I still have great conversations with people about things that I learn a lot. And even if I don't agree with them, it's fascinating to understand why they. Why they see it the way they do. Like how their parents did such a terrible job that they ended up that messed up or whatever it is.

And so I don't want to be right. I want to win and think the same thing with him. Like, if he's a tech and you can balance out the score and balance out the pay and figure it out, the truth is your friend. Just go with the truth. Create a hierarchy of performance. Create accountability, and then encourage him on the other end. And he'll. He'll either come or he won't.

But that's leadership to me in a lot of ways. Right.

That's great.

Great question. Thank you so much for that. And we'll send you some swag. Remember, if you have a question, 8333 ask SDR. 8333 ask SDR. Fun show. Throwing the baby out with the bathwater. I have a question that just bounces off the tongue.

It really does. It's a great term. I remember the first time you told me that I left.

You have a question, you gotta call 8333 ask SD.

I know. I think I might. I've got a couple of things that. Relationship advice for sure. But do you like my shirt?

Oh, parts hold. Yeah. If you're listening to this and not watching it, Christian has a shirt on. An SDR shirt. Are we gonna. Are we gonna sell these?

Yes. So these will be available. So I think what we're gonna do is you're going to see a series over the next couple of weeks of different parts hold shirts. And we might have. We might put the. The. The best voted one into circulation. But essentially.

It'S pretty darn good. Mama Bear made this one.

Yeah. It's funny.

Yeah. It's good. Stuff.

You'll have to go to YouTube if you're listening to to see it, but parts hold. It's pretty funny.

It is funny.

Thanks, you guys. Have a great week, and we'll see you next time on Service Drive Revolution.

Thanks so much for watching this episode of Service Job 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.chriscollinsinc.com now that's offers.chriscollinsInc.com I'm Chris Collins, and I'll see you in the next video.