Name a business, any business. The best leaders in that business clearly define a process for their team. They cement the team to the point that everyone’s actions consistently reflect a cohesive commitment to the process. This ability to sell and deliver process consistency certainly applies to leadership in automotive fixed operations.
I’ve been asked more than once lately, “How can two service departments, of the same franchise, in the same market, roughly the same size, implement the same scheduler, lane and shop service CRM processes, using the same trainers, with opposite results?”
The answer most often lies in the approach of the manager to whom the advisor and technician users report. Read More