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Define Your Role and the Role of Your Employees

 

Everyone in your company needs to know what is expected from them. Everyone, including the owner, must have a clearly defined job description. To expect that an employee instinctively know what you expect is not fair to you or to the employee. It would be like shooting a rifle blindfolded, without really knowing where the target is. You have any idea and may hit the target by accident, but most of the times you will miss.

 

Everyone needs direction and goals. You wouldn't start out on a road trip without mapping out where you are going, would you? It's the same in business. We need to communicate with our people and discuss with them the goals and vision of the business.

 

When everyone is moving and working in the same direction, positive things will happen.

 

i was actually going to post something along this line - with regards to sw's communication to the techs -one reason i only use former techs to be my sw's is this - if a customer brings their car in for repair , lets say, its not running right - ive heard the sw ask every question they can think of and the customer answers them - car acts up only when cold - it does this this and this...... mostly on tuesdays after lunch etc....only to have the sw put down on the wo, "check car runs bad" - the tech gets the car and it runs fine - of course it does....then he has to go BACK to the sw, ask 50 questions to get the WHOLE STORY, which wastes valuable time the tech does not have, especially if they are flat rate. i am very hard on my sw's because they are the front line, the MAIN communication between the customer and the tech, and their communication skills need to be spot on. If the tech tells them what is wrong with a car, the sw needs to FULLY understand what he is being told in order to relay that to the customer, if they dont have a clue (eg: sales backround) they end up sounding like an idiot when the customer asks questions, which we all know, they will verify the answers they were given with someone else. not to mention, to back pedal a little - a tech will know what questions to ask at writup better than someone with a "sales" backround - which helps tremendously with a correct diagnosis the first time around.

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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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