Short excerpt from a YouTube video by Chris Collins arguing that many managers operate reactively and from fear, spending their time responding to events rather than planning or building scalable, resilient systems. The speaker critiques fear-driven leadership and the inefficiency of constant reaction.
Most managers manage out of fear and reaction. So most of what they're doing is a reaction to something that happened. They're not building something that is in a sense bulletproof and scalable to foresee things happening. They're spending most of their time reacting to things which is very inefficient. Yes. You, you get caught.
Not looking.
Right. Because you're, you, you're so stretched reacting that you never really get the time to reset and plan ahead. Yeah. Because you can't control the clock on a reaction. Yeah. You only have so much to get right. And then anything having to do with like the way that things should be done. Like the managers that are using fear as their moral compass.
Really basic things we second guess like having techs do inspections or advisors do walk arounds. We don't say anything because we're afraid they're going to quit and leave. Like everything is about they're going to quit, they're going to leave. Well, if you're going to keep managing like that, then you don't run your department. No. So the thing would be stop reacting and go out and get better at recruiting people that aren't going to put you in that situation. That's right. That want to, want to work for somebody like you and appreciate that and are willing to do their part and contribute. It's same thing happens in the shop. Right. Is we, we can't get the work done because we don't have enough techs. The techs we have don't have the greatest attitudes are stretched a little thin. They, they bark a lot. Right. Someone described like, oh my shop is cancerous or you know, negative all the time. And so then we're not getting work done. The work that we are getting done sometimes isn't of the highest quality. So we have a lot of comebacks. So the manager spends most of his time managing dissatisfied customers and the turnover and advisors. Cause you can't keep good advisors if you don't have the production in the shop. Right. And so we start doing things like oh, we gotta pay the advisors more and we start making all these compromises when, when, when, when, when, when the fix was get good at hiring techs. Number one, we manage to fear and we're reactive, not proactive. Thanks so much for watching this clip of Service Driver Revolution. We're uploading new stuff every day, so make sure you subscribe and CL on 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. Sam.
