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I have found 14 days are required to really feel like I have left. I never call in or check cameras when I’m gone. If your people can’t take care of things for 14 days you are employing the wrong people. I have taken three one month long vacations, those were wonderful. You come back and everything looks and sounds different. After your back for a half day it feels like I never left, but my attitude is better for doing it. I get really bitchy if I don’t leave. February I spent 16 days in Palm Springs, CA. What a wonderful place. 

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Posted

Joe,

thankyou for reminding us of this important topic - the keyword which spoke to me is "perspective".

Posted

Just got back from a 3.5 week trip, here for 4 days then gone again for another 10. Yep, if the goal of business ownership isn't to have the free time that we need to do the things we like to do then we definitely have the wrong perspective. Granted, we have to pay our dues, and it doesn't happen overnight. Thankfully, I've paid my dues.   

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Posted

Being able to vacation is a learned skill. Some folks are naturally better at disconnecting then others, but I agree it's important to be able to let your mind rest. I would imagine that there are quite a few shop owners rolling their eyes at the prospect of taking weeks away from their shop. To them I would suggest starting small: take a long weekend off, then work up to a few days during the week, then a week "staycation", then a week away. 

Pretty quickly you'll learn that your staff will fill in most of the gaps and put out those little fires themselves. 

That will give you confidence to take longer vacations and disconnect more. 

The irony is that this will likely help you be more successful as when you come back you'll be more comfortable leaving more day-to-day tasks with staff and be able to focus on more big picture initiatives. 

So learn to vacation; your family and your accountant will thank you!

 

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  • 4 weeks later...
Posted (edited)

Life is short. I take long vacations and expect my employees to also take time off. When questioned years ago by an old timer why I was open on Saturdays I replied that I didn't want to lose the business. His answer was " how can you lose something you didn't have in the first place"? He also said if I can't make it on 5 days then I was doing something wrong. That was 15 years ago and I have not been open on Saturdays since then. As a very specialized shop I can get away with this easier than most shops. 

We also take advantage of 3-4 day weekends during any holidays and pay all the employees their full pay. They also get 3 weeks paid vacation time per year although only 1 week at a time can be taken during a 30 day period. I let them use my condo on Lake Michigan free of charge whenever they want. I do not pay sick days and expect them to stay late if needed which only happens 3-5 times per year. Needless to say, most of my employees have been with me 10 years and 2 of them over 20 years. 

I had always said to myself that if I ever had a shop of my own that I would treat my employees the way I wanted to be treated. 

 

Edited by Gastankman
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  • Have you checked out Joe's Latest Blog?

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      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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