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Looking for other millennial future shop owners!

Vince

By Vince
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Vince Rookie

Vince

Posted
Posted

Hey Everyone! My name is Vince.

 

Just started browsing this website and it seems very informative with lots of useful information. I'm currently looking to connect with any others that can relate to a situation I am in.

 

I am a second generation future shop owner currently struggling with family matters and butting heads with the current older generation that is running the company. I am 30 years old with currently 9 years in the industry. Looking for information or tips on how to push forward or just someone to talk to that can relate!

 

Looking forward to getting to know everyone here!

 

Cheers!

Vince

 

ohlmannr Apprentice

ohlmannr

Posted
Posted

Vince. I'm 36 years old and 3rd generation shop manager and future owner. I took over running the shop 10 years ago when my father passed away. I had really struggled until recently with my mother who owns the shop and my older sister who runs the office.

 

I'm glad to see you reaching out. I wish I had done the same sooner. I'd be miles ahead of where I'm at now.

 

Sent my info, feel free to reach out anytime.

CMillet86 Enthusiast

CMillet86

Posted
Posted

I'm 28, Third Generation Technically, although my dad wanted nothing to do with the Auto Repair side, he took the machine shop. I've been running this place since I was 22, I butted heads ALOT with my grandpa then. But as the years have went on it's been less and less.

CarER Enthusiast

CarER

Posted
Posted

I'm a millennial shop owner. My father helped start the business but I'm the sole proprietor. However, we still butt heads sometimes on things like marketing and operations.

Vince Rookie

Vince

Posted
  • Author
Posted

Thanks for all the responses everyone! Here is a little more info on where I am coming from.

 

My father is the majority holder of the this small corporation and started the business, we have multiple shops. He has 3 other business partners whom operate the company and I am currently managing one of the locations. My father has fell ill with some mental issues and left the company shortly before I started. It has been a constant power struggle and what seems to be a concrete ceiling that I cannot break through. I try not to let all the politics get in the way of things and stay focused on work but they constantly hold me down. From the time I started it seemed as if they did not want me to succeed.

 

Rather then giving up I have just kept pushing forward doing my best. Its always been expected from me to do good and I have been monitored under a microscope since I have started where all of my mistakes are magnified. I dont know whether to create some waves and push forward or just wait it out for them to retire. It has become a struggle without my father there to go to for advise

 

I have delt with sensing this grudge, jealousy and anger they carry every day that he is basically retired and does not need to manage the day to day operations any longer. Recently he hasn't been well enough for even me to talk to. My current dilema is that one of the current active owners is getting ready to retire where I will step up in his place but he has no plan or course of action and refuses to let anyone know when that day will be. My father has not been well enough to even create a succession plan and the other owners refuse to loosen up on the reigns and show me the ropes.

 

That is a little more in depth information on my problems along with all the other basics like advancing the company more with technology. Looking for other sources of business, going paperless.

 

Thanks everyone!

mspecperformance Mentor

mspecperformance

Posted
Posted

Hi Vince, I can relate you in some fashion. I have not inherited a shop business however I did start my shop about 10 years ago when I was 20-21 and have been through the wringer a few times. Take my opinion with a grain of salt because I have never had to deal with a generational gap with my team. All my guys are around my age. I do recognize however a universal truth. You have to have the RIGHT people working in your business regardless of age or proficiency level. Attitude and Aptitude are paramount. What is seems like is you have some uncooperative people you are working with. If I were you I would make the best attempt to try to turn them around. Really do your best. If it just doesn't happen then you need to find someone to get rid of them or move past them.

 

Thankfully I do not have that problem with a person in a management/ownership role however I do have a running issue with one of my team members whom is a tech. He has been with me almost since the beginning however he has absolutely the wrong attitude. I have tried many times over to change this person but to no avail. I know the right move is to get him off the bus however I am finding it difficult but at least I know what path needs to be taken! ;)

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  • Have you checked out Joe's Latest Blog?

    • Joe Marconi
      The Toolbox is Last to Leave, First is the Heart
      By Joe Marconi in Joe's Blog
         0 comments
      It always amazes me when I hear about a technician who quits one repair shop to go work at another shop for less money. I know you have heard of this too, and you’ve probably asked yourself, “Can this be true? And Why?” The answer rests within the culture of the company. More specifically, the boss, manager, or a toxic work environment literally pushed the technician out the door.
      While money and benefits tend to attract people to a company, it won’t keep them there. When a technician begins to look over the fence for greener grass, that is usually a sign that something is wrong within the workplace. It also means that his or her heart is probably already gone. If the issue is not resolved, no amount of money will keep that technician for the long term. The heart is always the first to leave. The last thing that leaves is the technician’s toolbox.
      Shop owners: Focus more on employee retention than acquisition. This is not to say that you should not be constantly recruiting. You should. What it does means is that once you hire someone, your job isn’t over, that’s when it begins. Get to know your technicians. Build strong relationships. Have frequent one-on-ones. Engage in meaningful conversation. Find what truly motivates your technicians. You may be surprised that while money is a motivator, it’s usually not the prime motivator.
      One last thing; the cost of technician turnover can be financially devastating. It also affects shop morale. Do all you can to create a workplace where technicians feel they are respected, recognized, and know that their work contributes to the overall success of the company. This will lead to improved morale and team spirit. Remember, when you see a technician’s toolbox rolling out of the bay on its way to another shop, the heart was most likely gone long before that.

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