Top 7 Service Advisor Pay Plan Failures
Chris Collins, Christian, and Hoagie break down seven ways service advisor pay plans backfire: overpaying mediocre performance, pooling pay so top earners subsidize weak ones, paying on gross instead of clear sales actions, and constantly changing plans to cut costs instead of improve results.
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Welcome to the big show. Today we're going to talk about the top seven service advisor pay plan failures.
And then, I don't know, we just have a bunch of fun. There's a big let down in this show.
There's, there's a surprise story about an accident. There's all, I mean, you trust me, you're going to want to stick around. Christian's here, Hoagie's here. I'm Chris. And it's all coming up right now on this edition of Service Drive Revolution.
You know how they say you're the average of your five closest friends?
Yeah.
Financially, I guess your income is usually the average of your five closest friends. Right. So my closest friend is a lot wealthier than me. And I think he is like, right in his advice in the sense that this far into the football season, watching football is a complete waste of time. Like I have no power or control over the Seahawks. I have no input. I sit there and watch like a dope believing that they're going to be good. Believe, like believing a bunch of stuff that doesn't ever come to be. And it's like if I spent that time reading a book or bettering myself, working out, volunteering to feed the, I don't know, anything but watching football, I would be better off. Well, a dead end hole that never leads to anything.
I don't think you're thinking about it in the, the absolute full scope of how it messes with you though, because it's not just a three and a half hours while you're watching a game because you're upset about it for two hours, the game, and then you come in, in the morning, you're like, Monday. Yeah. And then Monday is ruined. Right. So now we're down to a four day work week.
Like, I'm here to get stuff done, Chris.
Yeah. And so, and you guys know Mike, he does it. He, he always like, he could like if I'm over at his house on a Sunday, I'm like, hey bro, do you mind if I turn on the game? And he's like, you watch that stuff.
Like.
Just a waste of time.
Waste of time. And he makes more money than me.
It's interesting.
He has more fun than me, he's traveling more than me.
Yeah.
No life is better than mine in every single category. It's probably not true, but.
So I shouldn't spend so much time on all the press conferences and forget the replay.
You really think the Chiefs are going to win a Super bowl this year? Oh, they're not there's Nobody ever loses this except for the Bills three years in a row.
Any part of being a fan hanging on to hope, though.
But it's hope. Like, we're not. Think about all the stuff that we understand now about human nature, how much of what we do in every other aspect of our life comes down to hope or externalizing control to some general manager and coach that. Like, yeah, talk about 30 years working against them.
Like, yeah, I like to approach my fandom from. I have a team, but that's where it ends. I don't know much about the team. I know they're from Chicago and I know they will not win the super bowl this year, but that's as much brain power as I put into it.
Yeah, but there's. There's a bunch of people that think that the Chicago Bears will win the super bowl this year. You know, a couple of them. Yeah, you've met them.
And they're nice folks. They're just.
But it's delusional.
It's delusional.
It's delusional that they probably win half their games.
That would be a really big surprise.
But what if it's scripted and the Chiefs have to win this year?
Because again, externalizing control to a thing we don't even really understand. Like, do you. Do we think that it's a coincidence that the NFL now traded the NFL Network to own part of espn?
Who.
That's not, is it?
That is, like, they're now on ESPN and even during the games, they're talking about the spread, they're talking about FanDuel and all this stuff.
What? Wouldn't you love to control the input.
And the output for the love of Pete Rose?
How was the best sports franchise league in the. In the world?
Arguably crazy.
Besides soccer, like, you control. You control what people see. Like.
So nuts.
Let Pete Rose in.
Like, yeah, like, what Pete did isn't even that bad.
Yeah.
Yeah.
No, there's a way bigger thing going on.
Yeah.
Yeah.
And somebody sitting. Sitting in a room going, no. Like that little team up in Seattle. No, they can't. They can't. In the playoffs, the ratings go down on there. Nobody bats.
We want real gamblers.
Oh, that's funny.
That's so funny.
How many Cowboy fans think that they're going to win the super bowl this year?
Three. No, no.
You.
You know, Cowboy fans. Come on.
I don't know. They usually give up two thirds of the way through this.
How much time do you spend on. On a weekend giving. Giving your energy to football and the Conversations you probably have with your dad, putting on the outfit. Like the whole thing.
Oh, I don't know.
How many games do you go to?
Not a. Not a ton. Like, because I'm not necessarily in the area. Right.
Like, that's what I mean. You go.
Yeah, it's a journey.
Yeah, yeah, it's for sure. It's, you know, when, when we do it, it's. It's plane tickets. It's the whole thing. Right. Like.
So. Yeah, I don't know. I mean definitely. It's, you know, a game is. Does. It takes a ton of time. Like it's half the day just for one game, you know. Yeah, it is, it is. Like, does take a lot of bandwidth. No doubt.
I'm out. I'm going to read a book. That's what I'm committing to.
Three hours of Sunday afternoon.
Something else.
Yeah.
Maybe I need a hobby.
It's not a bad idea, but a.
Hobby that makes me better. Not a hot, like not whittling or something.
Maybe, maybe a hobby like trading stocks. Day trading. Something like that.
One of those low stress activities. That's great.
Penny stocks. That's my new hobby.
There you go.
It sounds like you don't have a lot of risk.
You weren't here, Hoagie, but I took Winston, my Rover in for service.
And a while ago I hit one of those Breaking Bad RVs with my mirror. Like I had a garbage truck next to me and I, you know, just.
Had to make a choice.
You'd have to come here to see. But there's parts of the city where the, the. I don't know what who these people are, but they live in RVs that are just broken down old, you know, held together with duct tape sort of thing. Breaking Bad, and it was sticking out and it hit my mirror and so I go in for service. Oh. Cause I popped my tire. I'm hitting a lot of stuff. I'm driving like Christian.
So my car is in perfect shape.
And the mirror's still on there, but it's broken. Every time I get in I have to adjust it up.
But I asked the advisor, I was like, hey, can you order me that mirror? Or whatever. So meanwhile, it's 4,000 bucks before labor.
You have to tell him what he said to you first before he give you the price. Do you remember?
He said you should turn this into your insurance company.
Whenever someone says that to you, you know you're in trouble.
But it doesn't make. Would you turn in something for that to your insurance company?
No, I Mean, especially with what insurance is like it does. It's not going to take you that long for what you're paying in insurance to, you know, because it's going to go like you turn in a five thousand dollar claim for a mirror. Like your premium skyrockets. Yeah, it's crazy. It's nuts. No, I try not to.
Yeah. I don't want to get on the topic of turning stuff into insurance. Like I'm not turning it into my insurance, but my daughter backing out of the driveway. We just got her a car and.
Wait, what kind of car did you get her?
She has a 20, 21 Acura. Like a SUV, MDX, RDX.
That's a really good car.
Yeah, it was great. Yeah, great deal on it. Great car. Like love the car. And I have a three quarter ton pickup truck, a diesel truck and it was parked out by the shop. She comes out of the garage and hits your truck. Huge driveway. It's like 70ft by like 100ft. Huge driveway. And she finds my trailer hitch with.
The back of the RD and that thing just disintegrates.
Like I didn't know there was that much red reflector material on the back of an Acura. But like I can't get all the pieces picked up.
So are you home when this happens?
Oh yeah, oh yeah, I'm, I'm.
Do you hear it happen?
No, I don't hear it happen.
How are you?
I'm in the office, informed my daughter's leaving for school. My wife comes up, this is in the morning, it's like, are you on a call?
And then she goes, she, what does your wife say? To feel out what kind of mood you're in. Like you're not going to like what.
I'm about to say 100% gives me the Runway to it, you know. And like.
And then you're like, just tell me which.
Like when I bought her the car I knew like you don't give a car to a 16 year old girl. And like I don't know, maybe that's.
Not a 16 year old anything.
It's 20, 21. That's pretty new for a 16 year old kid.
Yeah, but like it's not a crazy expensive car.
It's a 45 year old car now.
Yeah, yeah. Actually like 26s are here. Like that's about it. It's got you know like 90,000 miles on it. Like.
So how does your wife tell you?
So it's like, you know the thing like hey, I'm gonna tell you something. But promise you won't get mad or whatever.
Promise that?
Yeah. Oh, no, for sure. And. But I'm starting to get the idea of like. Of like what's happening, you know, and stuff. And. But do you.
Do you think it's worse than what it actually is?
Yeah, for sure. Because she thought it was worse.
Part of your.
Because the carnage was awful. But, like, where she hit the bumper and, you know, just.
The bumper.
Yeah, I was able to get out, like, I got parts laying there to fix it and just haven't done it yet. But, you know, I think I got a few. I got less than a thousand bucks on it for sure to. To fix it. So it's definitely not worth turning into the. Turned into insurance, but.
A little bit. Or did you pick a bumper that was a different color? Like, that's what I might do.
It's the part of the bumper she damaged is like that unfinished, like gray and stuff with the reflectors in it and stuff. So it really ended up not being.
Like it just clips on.
Yeah, yeah, yeah.
Okay, back to my story.
Yeah, sorry, sorry.
So I tell the guy, I'm like, no, let's get it. Like, I'm not going to turn it into insurance. And he goes, okay, we got to prepay for the parts. So I prepaid for the parts to order the parts. Guess how long it's been.
Oh, it's.
I'm almost going on a month and a half. Right.
How many times has he called you?
Zero.
Nonce.
Nothing.
No times. A month and a half.
What do you think? Like, if we call right now, do you think the parts are in?
I bet they've been there forever.
Ooh, I don't know.
You don't know?
I'm going to say. You think they've been there forever?
I think they've been there for a while. And if he talks to the adviser, I believe the advisor is going to say exactly this. Oh, Chris, I was just going to call you.
You think so?
I don't know. I guess I'm just a little jaded on JLL parts. Like, I feel like they're.
A lot of them are a ways out right now, but maybe not his.
His mirror. I mean, his color is special.
Like, honestly, when it comes to this stuff, whatever the outcome of this is, will you be surprised either way? No, I guess that's kind of where my head's at.
Well, if it's been there for a long time, they wouldn't tell him.
Yeah.
Okay, let's talk about the subject today. The top seven Advisor.
Pay failures.
Top seven Advisor Pay plan failures. And for those of you listening at home, Chris is on the phone with his dealer as we do the podcast. It's almost like being live.
So we've got a list of seven. I think we call them big mistakes. Things that we see very regularly when we're looking at pay plans. And these are in no particular order, I don't think, but maybe the last one is one of the bigger ones. But the first one hoagie is.
Oh, I heard a ring.
Still ringing.
Extra credit. If he says parts hold.
Anticipations building.
I think. I think you're safe to keep going.
Okay, so the. The first One is the top five advisor or top seven advisor PayPal plan failures. 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 is it's how they learn to do it. And so they do it and they're not looking for 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, 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. Can I give you more and more cynical approach to why I think that we get to overcompensating mediocrity is. There's a couple of things I'm going to give you the two things that I think most lead into overcompensating mediocrity. The first, when it comes to an advisor performance is the level of salary. So the first thing is, is that that's a performance position. And what usually happens in a case is that one advisor will come in and try to negotiate a salary and then they negotiate a salary and then they just decide they're going to pay everybody a salary. So everybody starts to get a salary. And then the second thing, how long is it?
But how long has it.
So do you think they'll call me?
Oh, so.
He'S not there anymore.
Okay, can I, can I get. Well, I guess I'll call back and make an appointment. Right.
Okay, thank you. Bye. He even said, yeah, call back.
Yeah, don't, don't let me help you.
The advisor is no longer there and he should have called me, but it's been there.
Did he say how long or did he, did he try not to roll the bus completely over?
He said, he said over a week. Yeah, but the advisor, when he ordered it, said it only take a week. So I'm pretty sure it's been there.
Well, he's not lying if he says over a week.
And also like smart of them to make me prepay for it because they don't care.
Yeah, right.
They got their money, right?
Yeah.
It's only the service department that hasn't been paid yet for the labor.
So what I know now is that the not only is the service department in that store broken, the parts department is also broken because nobody's working. I would love to buy like, I would just like a couple hours in that place just to see what we.
Can do to buy that dealership. We could run all our training in there.
Oh my Gosh, that was so close to my house.
But yes, we're talking about over overcompensating, mediocrity.
So.
So an example is, is that we've. If we've got exorbitant salaries that then just make people get paid regardless of whether they do something. And then I see a lot of times, like they might go to a 20 group and then the 20 group says, oh, you should pay a CSI bonus. So they're like, oh, okay. So they come back and then they implement a CSI bonus. And the CSI bonus pays for being at or right over district or region average or whatever. The thing is, literally you're saying here's a bunch of money for being just like everybody else. Like, there's no, there's no performance base to it. Like, and literally if you're under the average, it's like, come on, Billy, you're almost there. Like, you suck. You're below average. Like, that has to be the thing. But you can get money for being average. And I think that there's a lot of things like that. Like, I've seen things like the CSI bonus I've seen. I just had this happen not too long ago where, like, it was in a. It was in a GM store and they were paying a bonus if your advisor hours per hour were like 1.5 or higher in a GM store. Like, it's just like they set this thing, this bar so low. And I believe that that's because people are just hiring for Pulse in a lot of cases on the service drive. So I think that's how we get into that. We're paying for mediocrity. And then you can't figure out why you can't find a good advisor. Because the good advisor is attracted to the big pay plan with the big payday. But then you would scare them off and fire them because they make too much money. All right, number two, and this is something. I think that when it comes to hogy, you probably know more about this than me at this point. But where managers don't do minimum requirements because they're mean.
Yeah, yeah. It's an interesting thing, like a minimum performance standard. And.
You know, there's, there's a long way around explaining this and there's a short way. And I think the way that resonates with a lot of people.
Is, you know, I think everybody agrees the workforce today is different. Like, it's different than when we came up in the business. Like, I just remember my first jobs. I didn't have an idea of how things should be done. Like, I did it how the boss said to do it, and that's kind of how I was raised. And like, that's just kind of what I did. And, and I think everybody agrees the workforce today is different and it's not all bad, but it's, it's different. But there is a percentage of the workforce today that left to their own devices.
You know, will get by on the bare minimum. And, and if that's the case, it's up to us as leaders to, to grow them and to kind of raise the bare minimum. Right. And so when you start talking about minimum performance requirements.
There'S a lot of people that have a response that has kind of escaped me a little bit. And in trying to understand where they're coming from, they have this response that it's like a dark cloud, like rule with an iron fist type of thing. But if you, if you put into place minimum requirements and you as the leader say, hey, here's we're not going to perform below this, this point. And they sign it and you sign it like you set a strong frame for them. There's clarity as to what's expected. Success is, you know, tied to clarity in a big way. We talk about that a lot. And you're eliminating chaos. Yeah.
Like, you just take all order and chaos.
Yeah. And there's structure. The crazy thing in the industry is we talk about how much turnover there is with advisors and there's a lot of them that get fired and they're surprised when they get fired. And if somebody's surprised when they get fired. Yeah, like that's as much the leadership's fault is it is the individual's fault. And so when you put minimum requirements in place and you decide that we're going to perform at this level in CSI and this level in, you know, CP labor or whatever, the. Just couple basic metrics. You don't need a bunch of them either. Like, you just need a couple of minimum requirements that are towards the end goal of the business, which is profitability and customer experience. And the other thing you'll find when you, when you do this is it's clarity for them and it sets a strong frame for them. And then when I put my name on someone else's minimum requirements, like I'm making sure that person is getting the training they need. Like, I don't want to have to. Nobody wants to terminate somebody. Like, nobody wants somebody to lose their job or anything. And, and I think that's the other thing.
With it is.
I Think they're afraid that they'll have to hold people to the minimum requirements. But it's amazing that how many people go past them just because they know where the mark is.
Right. Which they never. They never knew before that moment. Yeah, that's what I was gonna say is that the big spin of this whole thing is how many times have you put minimum standards in and everybody hits it. As a matter of fact, if it. If it all goes really well, don't you kind of adjust it in a few months? Because it goes up, because the expectation and the value and the level of performance goes up as it is. And I think that that's. I've said this to a lot of people is that my favorite thing about being in sales was that I always knew how many cars you had to sell.
Yeah.
Like, I always knew the first place I worked at was eight cars, the second place was 10. But, like, there was no mystery what happened if you sold four.
Yeah.
Like, but on the service drive, if you don't have minimum requirements, there's no, like, what stinks? I mean, the only thing that's really clear, like, if your CSI is bad, like, you know you're in trouble. But like, your CP labor, sales or whatever it is, if you don't put a number on it, then you don't know what a good job is.
Yeah.
So, yeah, minimum requirements are meeting is why, people. Another advisor pay plan failure. The next one is.
Is the pay plan that looks like it was drawn up by. By the O.J. sIMP legal team, where it. Where it's several pages long. But we believe that your pay plan for your advisor should fit on how many pages, hoagie?
One.
Exactly one. Unless you're in California, then it's 13, which is still short.
And then another thing that happens with the pay plans, they're not only long, they're confusing. And we like to talk about the confusing things as if. Then statements. So want to unpack that?
Yeah. Like, I don't know, just reading some of them.
You just. I just get like flashbacks to the times I've tried to do my taxes by myself.
Like, wait, you know, and then it's like somewhere across between that and like, I was never a big video game guy, but, you know, like some of those cheat codes that were like, back, back down a button, hold left trigger or whatever. And then it's like, are you talking.
About the Contra code?
I forgot to rub my belly button or whatever. And the cheat code didn't work. Like, trying to go through them all and feet, like, it's. It's. It's painful.
For the record, what he's talking about is up, up, down, down, left, right, left, right, ba. Start.
What is that?
That's the Contra code to get 20 extra guys.
Oh, really?
Yeah. What game on contrast. An old Nintendo game where you had to do a whole bunch of things. I also. Mike Tyson. If you want to fight Mike Tyson in Punch out.
Yeah.
Remember that game?
Oh, yeah.
007373, 5963.
Yeah.
Is the code.
I'll look at Rain man showing off his savant skills.
Everyone's like, I knew it.
But. But make them simple. Like, you know.
Your best advisors, your best techs are on a daily basis, tracking where they need to be with every ticket, with every, you know, day, with every week, as to if they're pacing for the month, for the. The paycheck that they want to have. And the more you align their goals with yours, like, you know, it's a roadmap to the. The outcome you want financially for the department. Right?
Yep. And as a client, the Chris Collins pay plan changed my life.
Yeah.
It was so complex before we moved to that simple pay plan, and, like, there was just relief from all of the advisors.
I remember being in store one time, and a kid sold a big ticket, and he's like, hey, you were talking about wanting me to understand the pay plan. Like, can we figure out how much I made on this ticket?
Yes, we can.
That's happened a few times, and. And that's the way it should be. Like, it should be that awesome. That dialed in.
It's good.
All right, next up. This is my political one on here is that socialism does not work in car dealerships.
Oh, the worst.
What do you think about that, Chris Collins?
Oh, I mean, I tell that story in the book, right? That I took this job.
And I got my paycheck and it wasn't what I thought it would be. And I went into the manager's office. I'm like, hey, man, this isn't like, I had my rap report. And I'm like, this doesn't make any sense. He's like, oh, no, it's a. It's a pool. So you gotta have there, like, the other three advisors.
And then it's divided by four. And I go, hey, Jerry, that's not gonna work at all. Because the guy in front of me would never get up and do anything. The advisor in front of me? Yeah, like, he was a ghost. And I remember he said to me, when we got our paychecks or whatever. He was like, man, I hope you don't quit because he made me a lot of money. And I'm like, what?
What a jerk off.
Like, they built so many. They built so many systems around incompetence. So they also, because we did 30 minutes or it's free oil change that all the oil changes went into advisor 99. And then that was split up and put against your hours per ro bonus. So you know, the. Do you think the guy in front of me put rotations like you put everything in 99. Right.
He had six rows for the month, but it didn't matter because he got paid off. What? Kristen?
Anyways, yeah, a couple times, like they audited 99 and they were like, hey, you can't be putting that in. You know, it was super unfair. But.
I got him to get rid of that too, because I was like, I won't avoid the election. I'll ride all the oil changes. But my. What I would do is I would have my team leader come over and inspect my oil changes because they were just on the other side. So they would just walk over and inspect them at the quick lube. And so I was like, I'll write all the oil changes. Like Cadillac customers, like they, like they spend.
Didn't every car have an oil leak basically back then?
Well, the. Those North Star engines did that V8. Yeah.
Th.
Those were great. Those were 12 hours.
And the dealership was so good. Every one of those had an extended warranty. So it was just basically telling the customer it was going to take a week. Yeah. To do it. But that was it. Yeah, but the, the socialism thing kills top performers. I don't know how many times. Like, especially in like in like years ago, this doesn't happen as much, but it still does. But you would go into a Toyota store to fix it and the texts would be on socialism. So they would be on actual teams where they pooled their pay and you would try to hire techs coming in and the good ones would be like, oh no, I'm not doing that.
Yeah.
And then you.
You know, you look at you like, let's say, you know, we have 20 Toyota stores in our, in our coaching group and this like Toyota stores run it 140 efficiency and this one's running at 80.
Right.
Because it does. Like, you can just watch the efficiency go down when what you do doesn't have instant impact. I mean, two, it's like with spiffs, right? It's like if you spiff cash on the Spot the performance goes up versus if they get it in their paycheck once a month. Like it just, it's the same thing with text and flagging hours. Like if they can figure out what they're making every day versus, well, I gotta worry about these other five guys and what they're doing. You're not, you're not as quick to run out and get that waiter or.
Yeah.
You would never own the results at all now, ever.
Yeah.
You wouldn't try to get a six hour job done in four. Four hours.
Weird culture.
Yeah.
It just changes the culture. Everything just slows down.
Yeah, yeah, yeah.
Socialism is not like, you don't, you don't, you don't see people from America, you know.
Hopping off a plane in, in Russia going, hey, can I defect?
I like your style.
Yeah. Like those people, like performers there want to come here. Like they're like, oh, we can, can, we can see a return on our efforts, you know.
Yeah.
The harder I work, the more I can, you know, achieve.
Yeah.
Is the American dream. So it does, it just. Yeah, it's never worked.
Totally agree with that.
But there are people out there that want it. But I would contend that those are.
The wrong people or they're not looking at the right things or something. Like there's just a lot that goes into that.
This is another one that I would say is probably the most popular form of pay plan. And I would just contend that, I think that it's not the most efficient for advisors and it's paying on gross instead of paying on sales. And you've heard us say it already in this, that I think Hoagie said it is that like our benchmark is that we're trying to be 8% of gross. But that's not the language that an advisor speaks. Right. Like they sell, they just sell stuff and every time they sell something, they, they perceive that they're putting something in a hopper. But when you're figuring it out on gross, my favorite thing is, is when I go into a store that's paying on gross, I go up to the first advisor that I see and I say, hey, how do you calculate gross profit? And never happens. They, they never know.
Even if they stumble through it. They're like, well, it's the tech. But they don't understand. You're like, okay, well what does the tech make? No idea. Well, what's your effective labor? No idea. Like they have no idea. Yeah, I don't think I've ever had an advisor answer that question. Right. A lot of Times managers can't answer that question.
Yeah, that's a good point. But. But you're paying on a mystical thing that there's no way to. To attach it to.
But it's so is an insight into how in apt our industry is where all these dealers go to 20 groups and start copying each other and nobody asks did your profit go up? Did the performance of your advisors go up? Like I don't know how many times I've been in meetings like that and I actually go and do the research and I'm like, well, hey, ever since this pay plan has been in place, you, you've actually. Your CP labor per advisor has gone down by 15 grand or whatever. Like it's like. And you're making less money. Like it doesn't. It's facts over feelings.
Right?
That's right.
Yeah. Depending on grossly. Probably one of the biggest illustrations of that is one you can ask like that. Right. And. And a very small percentage of them will stumble through some or know a report. They can go get it or, or whatever. But it's, it's.
They're in the general vicinity.
But it's. Yeah. Weird conversation. And then most of them can't.
But no report that anybody runs has gross on it either. Yeah, it has the percentage, but you have to manually figure it out.
Yeah. And it's just, it's this conversation that goes all over the place. But a huge percent of advisors somehow then figure out that oil changes don't have much gross in them and ignore those customers on the job.
That's right.
And so like if we know pay plans drive behaviors. Yeah. Pay attention to the outcomes of isolate a certain amount of customers. Yeah, exactly. Exactly.
All right, we're up to number six. And the. This big advisor failure happens regularly. They change pay plans like I change underwear.
Well. And it's always to get. It's always to the deficit of the advisor manager, which is number seven.
Oh well.
So we combine six and seven. Nice segue there. And number seven is that we changed the pay plan to cut expenses, not to improve performance. That's another one that's wonderful is, is when we go in and we'll change a pay plan and, and we'll look at the owner and. And he'll be like they're gonna make less money. I'm like no, if we do it right, they're gonna make a lot more money.
They're like what? Done something drastically wrong if, if they're not making a bunch more money and all the players in the department are.
The key is that if you start to pay people big bucks off of their perform, their performance, you attract people that want to get paid off of their performance. And then before you know it, you don't recognize the service drive, you know.
Yeah, we do it right. The. The top performers, you know, really do well in the bottom ones. They. They get hurt. Like that's kind of what you want.
Yeah.
That was a list of seven. You want me to do a recap on the list?
I got a call back and make an appointment for my mirror.
Which originally I hit service appointments, and nobody answered.
So that was. That was an SDR first. That was so fun to actually hear it. I didn't hear a parts hold. I definitely heard a whole lot of ringing going on. So I don't know how many times the thing.
Yes. I went through the switchboard. So service. And then if you want to make an appointment. So I hit that, and then it rang and rang and rang and rang, and then eventually defaulted to the main switchboard, which actually was a human. And then she said, you need parts. And then the parts guy eventually answered, put me on hold, and then told me that my part's been there.
It's as easy as that.
Yep. And the way that I know that we'll always have work is because we could just randomly pick any dealership in the United States, and it's probably exactly the same thing for the most part. Like, we can be so much better.
So much work.
Yeah.
Yeah.
Like, that was 10 minutes of my life I'll never get back. Well, then I'm not done.
Yeah.
It's almost the first quarter of this.
No joke. I could have bought a Tesla cybertruck in the time I did that.
Oh, that's an interesting way to think about it.
Like, literally.
Yeah.
I could go on the app right now and order a cybertruck.
It's crazy.
They also would have taken your deposit.
But you would have gotten a truck. And I promised they would not forget to give it to you.
No.
For sure. They want to give those things. They want to get those things in driveways.
That's right.
Well, thanks, everybody. 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 8-333-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.
