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I was wondering how often you meet with your staff and what do you discuss?

Regular meetings are necessary to share your vision for your company and stay in touch with your staff. A good meeting has a purpose. In other words, there is a purpose and subject beyond " its Tuesday, so we have a meeting".

Here are a few things I like to include in my staff meetings, and I would like to hear what you do in your meetings that works well.

1. Have your desired result in mind. Plan the meeting around what you want to accomplish.

2. Do an outline of your agenda. Set some subjects, add the WIFM factor and what the ultimate goal is.

3. Identify key participants and how they play into the plan. Ask for their help because they are effective and good at what they do.

4. Set goals and get them to participate with open ended questions, like " Jim, how can we get this done? this is right up your alley"

5. The wrap up, recap the thrust of the meeting, thank them for their help, and let them know we will recap how it went next meeting.

I'm looking for some feedback on what works at your meetings....

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Posted

Joe, I appreciate the words of encouragement. I really enjoy your articles, both online and in the trade magazines. You are a credit this business and I appreciate you sharing your knowledge. Thanks!!

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Posted

Hi guys, I am very interested in this meeting subject. For so many years, I always brought up the negatives that were happening in the shop. Lately, I have been more positive and instructed my manager to do the same. Employee input is very important and I enjoy hearing what's on my guys minds. Questions I have for you guys, is do you put a time limit on these meetings ( our meetings have a 1 hr time limit on them ) and what time of day do you usually do them ? Right now, I have biweekly meetings with my managers and monthly with the 2 staffs ( I basically have 2 staffs with 2 different managers, because I have a quick lube business and a full service repair business, located in my 7 bay shop ). Your input ( just like my employees ) would be appreciated. Thanks, Mike.

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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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