If you’re a SERVICE MANAGER, you already know this:

Motivating technicians isn’t getting easier.

Talent is harder to find. Expectations are higher. And the old ways of pushing for performance just don’t work like they used to.

In Service Drive Revolution #354, Chris Collins and the team break down some non-traditional ways to motivate technicians—the kind that actually move the needle in today’s service department.

If you haven’t read Part 1 yet, it’s worth starting there first, as it covers the foundational systems that drive technician performance: How to Motivate Technicians in Fixed Ops (Part 1)

Because here’s the truth:

If you want better results in Fixed Ops, you don’t just need better technicians…

You need a better environment, better systems, and better leadership.

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1. Stop Only “Growing Your Own”—Recruit Top Performers Too

Most dealerships have gone all-in on developing technicians internally.

And that’s important.

But many SERVICE MANAGERS have completely stopped trying to recruit experienced, high-performing technicians from outside.

That’s a mistake.

Even adding one or two strong technicians can dramatically improve:

• Shop productivity
• Culture
• Accountability

Top performers raise the standard for everyone else.

And despite what many believe—they are out there.

They’re just looking for the right environment.

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2. Create a Clear Performance Hierarchy

This one makes some managers uncomfortable—but it works.

High-performing shops create visibility around performance.

That means:

• A production board in the shop
• Daily or weekly performance tracking
• Recognizing top performers publicly

Whether it’s a leaderboard, a “Top Tech” award, or a monthly winner’s circle—it creates clarity.

Everyone knows:

• Who’s winning
• Who’s improving
• Where they stand

Without that visibility, performance becomes vague—and vague environments don’t drive results.

And if you’re not already having structured conversations around performance, this becomes even more critical for any SERVICE MANAGER trying to improve output.

3. Fix the Technician Environment (It Matters More Than You Think)

Want a quick way to understand how much a dealership values its technicians?

Look at the break room.

In many service departments, you’ll find:

• Outdated or broken appliances
• Dirty refrigerators
• Poor lighting
• Worn-out workspaces

That sends a message—whether you intend it or not.

Technicians notice.

And over time, that impacts morale, pride, and performance.

The good news?

Fixing it doesn’t require a massive investment.

Simple changes can make a huge difference:

• Fresh paint and better lighting
• Clean, updated break rooms
• Organized workspaces
• Quality coffee and better snacks

It’s not about luxury—it’s about intentionality.

When technicians feel valued, they perform differently.

And when your environment improves, your culture follows.

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4. Rethink How You Pay and Reward Technicians

Most pay plans are more complicated than they need to be—and often misunderstood.

One key insight:

Technicians tend to focus on their hourly rate, not their total compensation.

So if your pay plan relies heavily on bonuses, they may feel underpaid—even if they’re not.

That’s why many successful service departments:

• Strengthen the base hourly rate
• Simplify bonus structures
• Make compensation easier to understand

But motivation isn’t just about money.

Some of the most effective incentives are surprisingly simple:

• Reserved parking spots
• Free car washes
• Concert or event tickets
• Weekend getaways or perks
• Shop competitions (like winning control of the music)

These types of rewards:

• Cost less than you think
• Create excitement and engagement
• Reinforce a winning culture

And they show your technicians something important:

They matter.

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Don’t Overlook the Advisor–Technician Connection

Here’s something many SERVICE MANAGERS miss:

SERVICE ADVISORS play a huge role in TECHNICIAN motivation.

When advisors:

• Write clear, accurate repair orders
• Communicate effectively with customers
• Properly present and sell work

…it creates a smoother workflow for TECHNICIANS.

When they don’t?

It leads to:

• Delays
• Frustration
• Lost productivity

And that directly impacts motivation.

(If your advisors struggle with communication or selling work, this is a common issue worth addressing:
https://chriscollinsinc.com/sdr/service-advisor-sales-mistakes/)

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Strong Fixed Ops Performance Starts With the System

At the end of the day,TECHNICIAN motivation isn’t about hype.

It’s about systems.

• Workflow
• Communication
• Environment
• Compensation

When those are aligned, motivation becomes a byproduct.

When they’re not, no amount of pressure will fix it.

And if your service department is struggling with consistency or profitability, it’s often a process issue—not a people issue. (This is a great resource on improving those fundamentals:
https://chriscollinsinc.com/sdr/service-department-menu-profit/)

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Final Thought: Motivation Is Built—Not Forced

You can’t demand motivation.

But you can create an environment where it naturally happens.

The best SERVICE MANAGERS understand:

• Technicians want to succeed
• They want consistency
• They want fairness
• They want to feel valued

Your job isn’t to push harder.

It’s to remove friction, build better systems, and create a culture where high performance is the standard.

Because in Fixed Ops, motivated TECHNICIANS don’t just improve morale…

They drive the entire business forward.

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FULL VIDEO TRANSCRIPT

Motivating Technicians and the Saga of Adam’s Truck

Welcome to the big show. I’m Chris Collins. Adam is here. Hogi is here. Today we’re going to finish out the list of ways to motivate your technicians, part two. It’s a strong finish. Some things that I think will inspire you and to think about. And then we talk about Adam’s truck, the gift that keeps on giving. And much, much more coming up right now on Service Drive Revolution.

I’m getting really excited. It’s almost time to put the boat in the water. Although I want a new boat, I’m still going to put the old boat in the water until I figure out what I’m going to do with the new boat. But it’s that time. It’s time to plan summer. Did you ever hear back from the dealership? No. It’s so funny. It’s an automated AI thing. I think I said that right. The real human that talked to me stopped responding and it’s just an AI bot that pretends like they’re a human in email, and I refuse to have a conversation.

So, engaged. I’m just going to go to a couple dealerships when I’m up there. It’s impossible. If you think it’s hard to buy a car online, boats are way worse. I think most of those boat dealerships are not full staffed. If car sales are down, boat sales have to be down, I would imagine. So, I’m going to have to fight to get somebody to sell me a boat for sure.

The Struggle of Modern Customer Service

I was just talking about that with somebody just the other day. It’s crazy, just in a customer service realm or a sales realm today, how many occasions I have where I want to give a company money for some type of service and how hard that can be sometimes, it’s like, “Will you please take my money?” Nothing works, it’s odd, it’s a new type of demand.

Chicago Weather and the Arrival of Summer

But aren’t you guys getting excited for summer? I feel like this finally hit 68 degrees. Winter lasted forever. We went to dinner in Chicago, Adam and I. Was that two nights ago, Adam? It was 45 and sunny. I got off the plane there and I just thought it was warm everywhere already, but it was cold. It was 30-something degrees when I got off the plane in Chicago the other day.

Chicago’s usually a little late to the party when it comes to summer weather. It was starting to turn green though, so you got to give them credit for that. The best part is all the pasty white people when they have their first real sunny weekend. Shorts and flip flops and tops in sunny 45-degree weather. It’s fun to listen to them talk about going to the beach. Not that we have beaches in Oklahoma, but in Oklahoma, we also don’t talk about going to the beach.

The Legend of Adam’s Truck

Did you get to ride in Adam’s truck? For anybody who didn’t hear the episode a month ago where Adam literally wouldn’t let us ride in his truck. He rented a car. We went to Indiana to talk to somebody and we all flew in. Adam drove and he literally rented a car because he didn’t want us in his pickup truck because he didn’t want it to get dirty or get rock chips or something. This is not a pickup truck anymore for sure.

Metrosexual, whatever that is. Fake news. But you promised that you were going to pick Hogi up in your truck. Did you get any rock chips on your drive to Chicago? I didn’t. I left definitely very early so that would not happen. There’s less cars on the road, but it did have a nice clean—was it the nicest truck you’ve ever been in, Hogi? Did it feel like you were getting into a Rolls-Royce?

It is a nice truck. There’s no doubt about it. They’re super nice. I do like those trucks. Is it a 250? No, it’s a 150. A Lariat or what? What’s the trim package? It’s a Lariat. I’m pretty sure that’s how we say it in Oklahoma. So you would like to French it up a little bit? “Larat.” Make it fancy. I gotta say, it wasn’t dirty or anything and I don’t know about a bunch of rock chips, but I wouldn’t call it clean either. I was kind of under with that part.

Car Seats, Crumbs, and the Minivan Debate

We were going to be picking somebody else up also and I was like, “Well, I guess I’ll ride in the back”. So, I get in the back with the car seats. Is there graham cracker slime back there? It wasn’t—I don’t know that he’s had it long enough for that. There were crumbs. There’s no way that you have toddlers and not give up on that part of it for at least a couple years.

It’s pretty simple. You’re just not allowed to have anything that would give crackers and everything. Dude, don’t even wish that on me because I literally watched Mayor wish it on you. That’s just how kids are. She wiped her nose and wiped it on the seat this morning when I dropped her off. That’s what I’m going to do next time. If I ever get to ride in your truck, I’m wiping a booger on your seat like a three-year-old. That’s why they have the truck bed.

Minivans vs. Big SUVs

So, it’s not as nice as would be imagined for somebody who rented a car instead of letting us ride in your car, but I think that’s to be expected, honestly. Anybody who’s trying that hard to keep their car clean probably can’t do it. The effort’s there. We can always, next time we drive all together, get a minivan. I think that would be fun. I’m not riding in a minivan.

Or you want slime? I’ll show you a slime car. I want a big SUV like a Suburban or bigger. Preferably an Escalade. I’m a big boy. I’m not getting in a little car. When people meet me, they’re always like, “Oh, you’re much taller than I thought.” They do say that a lot. I’ll hit my head. I want something big. It’s good. We had an Expedition. We can do that again. That was a fun ride.

Motivating Technicians Part 2: Recruiting High Performers

Good feedback on the ways to motivate technicians that we did in part one. So, we’re going to do part two today. It’s a long list, but some good ideas. Let’s jump into the list. The first one we have in part two—and this one was one that Hogi pointed out that I thought was very insightful and kind of a little bit counter to what we preach because two things can be true at the same time—but we always teach about growing your own technicians and having a system for them to get mentored and grow for a few reasons.

One is they are more loyal and they’re just a part of your culture. But one of the things that has been noticed is that there’s this apprehension to recruit high performers from the outside. I think one of the first things that we would try to do going into a shop is acquire a couple high performers to increase the production. That’s the goal.

Yeah, I think it’s just one of those things that there’s no doubt that part of your formula is you got to be able to grow your own in today’s world. It’s a critical piece of it. But it is just because techs have become so hard to find. I think we’re up to eight techs leaving the field for every one tech coming in. And the numbers of techs leaving the field—I don’t know if you guys have looked at some of the stats on boomers that are leaving the workforce over the next couple years, but it is nuts.

The Trade Gap and Finding Skilled Talent

What’s nuts is the young kids—they talk about how the younger kids have the highest percentage of unemployment, but they’re trained to do the wrong stuff. We don’t have a career-to-need match in this country where so many kids have gone into tech and other stuff and there’s no jobs there for them. Meanwhile, I was talking to somebody about this the other day. Meanwhile, the plumbers and the carpenters and these guys are just killing it. They’re making 200, 300 grand a year.

They can name their price. Nobody wants to go into the trades anymore. Nobody wants to get their hands dirty. If you want to get your hands dirty and you like doing that sort of thing, you are in high demand. The training isn’t even as long as your standard whatever four-year degree. Some of them can just do 18 months if that, or just on-the-job training.

Recruiting Experienced Techs vs. Growing Your Own

I was talking to a window installer that owns his own business and he had his son come with him. I’m like, “Oh, that’s great. You’re trying to have your son come along with you and show the business”. He goes, “No, I can’t even get him out of bed on time and come in to work”. He goes, “He wants to go in it”. I’m like, “Well, there’s a field for that. You can leverage that”. He’s just like, “Yeah, it’s really hard to find people interested in working with their hands”.

We’ve always had that problem as in technicians, whether it’s car or truck. When I first went into the field, they were saying the same stats that Hogi just said. I don’t think it’s ever going to change on that front for whatever numbers are coming in. There’s always more getting out of the field. So, that’s where you really need to always be hiring.

Recruiting Experienced Techs vs. Growing Your Own

There’s a couple things that are true at the same time there because all of that data is daunting and it’s all true. A lot of managers have done a thing in their mind where they say, “Okay,” and they’ve gone all-in on growing their own. They go all-in on their relationship with the tech schools and bringing people in that way. I’m like, “Hey, we’re really in a position here where if we get just one or two guys that are a little bit further along, it’ll make a big dent”.

They’re like, “Well, yeah, that sounds great. Where am I going to find those guys?” It’s funny because I’m like, “Let’s just give it a shot and see what happens”. We’ve completely dismissed trying to find those guys, trying to recruit those guys and gals. You can recruit them if you know how to do that. They are there. And they’re looking for a home.

Establishing Hierarchy and Awards

The next one I had on the list was the hierarchy. A lot of times managers are really apprehensive to put a board out in the shop and have a hierarchy of performance, to have a winner every month. But having some sort of Top Dog award every month, having a little shop meeting and giving away first, second, and third place, or having a little trophy that the top technician gets really does a lot. It creates a hierarchy.

When there’s a hierarchy, there’s a clear understanding of who’s winning and who’s losing for you as the manager, but also for the technicians. I never understand why anybody’s against that. Why would you let the people that are anti-performance run the shop? It doesn’t make any sense to me. Having a clear hierarchy of a board or a screen in the shop, having awards, having some sort of Top Dog club or Winner’s Circle, really works.

Do you think that’s because today’s society is all about participation trophies? For over 20 years I’ve run into that where you’ll start putting it on a board somewhere and fill it out every day and then the manager will be like, “Oh, they don’t really like it”. I’m always just like, “Who cares? We’re a production facility”. If you have those one-on-one meetings and you’re setting a goal and an expectation as to what they’re supposed to produce every day—if you have that meeting, especially with those bottom performers—I like to say, “Now one of the things we’re going to do to track this is every day we’re going to post the numbers of what you did yesterday on the board”. I think that helps.

Intentionality vs. Being Liked

It’s not uncommon when we go to a store, we say, “Hey, we’re going to do A, B, and C”. They’re like, “Oh, we tried that before. It didn’t work”. I’m like, “Okay, well, we’re going to do it again and it’s going to work”. But it’s usually in the setup for stuff like that. They may have put a board up one time, but if you’re not having those one-on-ones, if you’re not doing those couple other key things we talked about last time, and you just throw it up on the wall, then you’re starting to fight with the terrorists within.

They’re not framing it and setting it up for success and then easily when it fails, at just one little glimpse of a challenge, they throw the baby out with the bathwater, they’re not super intentional about increasing their production, they’re just super intentional about just being liked. At the end of the day, what you do is you isolate the top performers and they end up feeling unimportant, and you lower the performance by doing that.

The Impact of the Work Environment

The next one is the environment. One thing that’s very clear to us is we can walk into any shop, lunchroom, just the area where the techs work, the special tools, anywhere where the technicians are living and functioning frequently and tell how much you care about technicians. Hogi’s got a great story about this in the lunchroom, but most of the time when you go into a lunchroom, it hasn’t been updated for 30 years. If you open the refrigerator, it makes you want to throw up because there’s stuff in there that’s so old. The counters are falling apart, the sink barely works. It’s not a place that’s appetizing, let alone somewhere where you would go to recuperate or just even eat lunch.

Often times the technicians feel like they’re the afterthought because that’s the environment we’re putting them in. We’re putting them in an environment that isn’t intentional. It’s not curated. Nobody’s even paying attention to it. It’s like we have a lunchroom as a necessary evil versus having a lunchroom and special tools and all these things to make the environment better to change the mood. Environment has a big effect on how people feel about the company and about themselves.

The Refrigerator Story and Simple Upgrades

Tell everybody the refrigerator story, Hogi. It’s a mutual friend of Adam’s and mine and used to be somebody Adam used to work with, Eric. He was a dealer performance coach and went around to different truck dealerships. When you do that and you have that perspective, you start to connect dots and you can kind of tell their intentionality of how they feel about their techs by looking at the break room. He went to one that was just awful. Literally, he didn’t want to put his hand inside the refrigerator that he opened. It literally looked like the health department would shut down the shop. So he just took it himself without permission. He chunked it, threw it in the dumpster, and got another one.

It is amazing what a fresh coat of paint does and a new microwave that’s a couple hundred bucks at the store, or a new refrigerator. How far those things go, and it’s not a huge investment. It’s probably a good place to start is to go to the tech break room and the tech locker room. What are some basic things we can do back there? Because a lot of times it literally feels like you step into a third-world country.

ROI on Facilities and Lighting

Can I add just a little bit because this one really drives me nuts? Literally nuts. I spent a lot of time on just facilities of dealerships in my prior thing, but when we talk with technicians, I can’t explain enough what painting the shop white and updating the lighting to LED would do to brighten the shop. White will actually help brighten the shop so they can see what they’re doing. In that story you were saying, weren’t there technicians that were cheering for when that was all done? It’s amazing how we allow those things as oversight and we take for granted a technician’s environment. Just a coat of paint, a new fridge, redoing the break room, or just giving a little bit more lighting so they can do their jobs.

One of the biggest things when I’m rolling on the floor is all the craters that go in there. Why not have a smooth floor without any sort of cracks? Can you imagine on the creeper and getting stuck every time? That drove me nuts. Just fixing some of that stuff doesn’t take that much of an investment. There is an investment in some cases, but trust me, there’s an ROI on all of that. I don’t know how many times I just meet with the cleaners and they’re just not going back there.

It’s already included in the estimate of what we’re paying. It doesn’t cost any more to do a lot of the stuff we’re talking about, like a coat of paint. Actually having the cleaners go through the refrigerator, or getting a marble countertop, new sink, and refrigerator appliances is not that much money for what it is.

Creating a Fun Culture and Setting the Standard

Then I would just say also, putting a pool table, foosball, some sort of arcade game—really making it a place that’s fun where the environment is up and people are laughing and goofing—carries over to everywhere else. Most of the time, if you were to describe the color of the shop or the lunchroom, it looks like soot. Once a year you got to go through and paint and just be intentional, thinking, “Does this environment breed the emotions and the feelings that I want the technicians to have?”

There’s a big percentage of the workforce today that we’re teaching what they haven’t been taught. A lot of people don’t like to talk about that, but it’s the truth. By setting that example with the areas that we control, it gives you a lot of foundation to set an example for what their work area should look like. That goes into those emotions, which goes into their quality of work and their pride in their work. We’re very intentional about this sort of stuff and most dealers just are never going to pay attention or care because it’s just not how they think.

Snacks, Coffee, and Healthy Habits

We’re intentional here about the kind of snacks that we have for employees and trying as much as we can to promote some sort of healthy lifestyle. Eating where everything isn’t a carb and they have protein. It doesn’t cost much more to have good coffee versus cheap coffee. It’s all about spirit and soul, paying attention to the human, the person, and not just treating them like a number. In so many places, the technicians produce so much growth. They’re so important, so hard to recruit, so hard to keep. And then the things in the environments that they’re in every day, we completely overlook.

The Competitive Edge of a High-Performance Environment

It doesn’t take much. If you saw how much we spend on snacks and coffee for what it is, it’s not out of hand. But it makes a big difference. It changes the mood. You got to constantly be asking for feedback, too. We’re always like, “What do you guys think? What do you like?” But then also, kind of being the adult in the room and saying everything can’t be a carb. We want them to eat healthy. So we got to have protein. We got to have other things too for employees, which is way beyond what most dealers think.

It’s how I think—that the people matter. What they eat and the environments they’re in affect how they feel and affect their work. It all adds up. If we’re looking for little edges, this is a very low-cost, easy win of paying attention to the environment and matching how you want their performance to be with the environment. If you went to an F1 shop and you saw what some of the places that we go into look like, you would be like, “There’s no way this team ever wins”. There’s just no way. There’s no system, no organization, and no care for the human.

Rethinking Pay Structures and Perks

Environment matters a lot. The next one is hourly pay. This is something that I think I learned over time. In a lot of scenarios to try to promote performance, we would have all these crazy bonus plans. But over and over again, we would have technicians leave because even though their effective pay was really high, in their head they were still making a lower hourly rate. Over the years, we’ve learned to pack the hourly rate because we literally lost technicians that were going to take a job making less because they didn’t understand their effective hourly rate.

Let’s say they’re making $27, but their effective is $35 with all the bonuses. They would take a job for $30 thinking they were making more money, which is odd. It doesn’t make any logical sense, but it’s reality. When a technician is putting their head down on the pillow at night, often that hourly rate that they actually are making per hour, less bonuses, is the number they think they’re getting paid. You want to really pay attention to that and have less bonuses.

Bonuses and Perks Beyond the Paycheck

Which then brings me into the next one—having bonuses and perks that aren’t always about money. Sometimes you can bonus technicians by just having a parking spot and getting free car washes. A lot of times a dealer has a house at a ski resort or a condo in Vegas and giving your top performers access to that for a week, or being able to take their family for a 4-day weekend, goes a long way. The condo is sitting there either way. Maybe it costs the cleaner or whatever, but it’s a low-cost thing for a huge perk.

Concert tickets. It’s funny how much in a dealership the executives and the salespeople in the front end get invited to baseball games and football games and concerts, and the technicians don’t. I would encourage everybody to really think about your top five or ten techs in the shop. They should get invited to stuff like that. You should be giving them tickets to different stuff and making them feel like they’re important and get to share in the rewards as well.

Three-day weekends at the ski house, concert tickets, getting access to the box if you have a box somewhere. It’s so funny to me how much technicians get overlooked for that sort of stuff. Baseball games are awesome for that because there’s a lot of cheap seats, especially if you’re a White Sox fan. I think they’ve gotten it down to like 12 bucks a seat. They’re just hoping you buy that. Technically, it is a 30-dollar beer. Actually, I think they’re giving away two Miller Lattes for that.

Christmas Bonus Matching and Shop Gamification

The last one I have on the list is the Christmas bonus matching program, which is a great retention tool. Let’s say for every hour a technician flags, you contribute 25 cents or 50 cents to a Christmas bonus and then they can match it. Come the end of November, they got a pretty good chunk in there saved over 12 months. It’s a great retention tool because if they have a lot of money in there, they’re not going to quit and leave and go somewhere else during that time.

It gives them something to look forward to. The customer is paying for that bonus, so it’s just included in whatever your cost of sale is. I would cost it out as you were going and accrue for it. But it’s a big one. I’ve done the same thing successfully with salespeople, too. Having some sort of Christmas bonus like that really adds up and ends up being a really good retention tool. It also gets them thinking about hours—how many hours they flag.

I get that question a lot on the structure of a technician’s pay. Putting them together in a bullet point might be worthwhile.

• One: Aim for the hourly pay part because if so much of it is bonuses, they don’t realize it.
• Two: Their bonuses. I can’t tell you how often I’ve taken a big-screen TV, a grill, or something like that and put it under the leaderboard, and whoever wins it for the month wins it.
• Three: The Christmas bonus. Those three things as a foundation of your technician pay package together move things in the right direction.

Gamifying the Shop with Music and Competition

I like the grill. The best technician bonus I ever heard was at ParkPlace Mercedes in Dallas. There’s like 75 techs in that shop. It was a pretty big shop. They were on lateral support groups. The group that flagged the most hours every week got to pick the music that played in the shop. They got the Sirius satellite radio remote and some of these guys had a sick sense of humor.

They would play Christmas music in June. If you don’t like country music and Adam’s team wins, you’re listening to country for a week. It worked. People were trying to get that remote. It would definitely be some metal or “mad at your parents” music. Adam’s always sending me these vinyls. I put it on and think, “What happened in Adam’s childhood that he’s still listening to heavy metal like this?” It’s not compatible with the car you drive.

I think about that though. In some of the shops that I’ve been in, if they had that type of setup with lateral support and the gamifying of that. There’s one shop in particular where this guy had one of the largest toolboxes and was the most efficient technician, but he had this huge stereo set up on one of those really nice Snap-on toolboxes. He was always playing Five Finger Death Punch. If he was winning every time, that shop would never change the music. You cannot not play hours listening to Five Finger Death Punch. You’re always moving.

It makes me want to lift weights when I hear that. It was so overpowering and loud. A couple other technicians were slightly grumpy about that, but they just knew that he had it and it was fine. If they had a setup like that to change it, what would that do to the mood in the shop? I remember that’s how it started—they had too many people with their own and it was competing. They said, “We’re just going to go to one for the whole shop and you get the remote if you flag the most hours with your group”.

That’s awesome. It costs nothing. More importantly than that, you’re showing who’s important and where your priorities are by where you put your attention. A lot of times the things that we’re talking about are just an afterthought. It isn’t about the investment or the money; it’s just that we’re not paying attention to it. So that’s part two of our ways to motivate technicians. It goes without needing clarification that techs drive everything. It’s the most important part of our business.

You guys have anything in closing? I don’t think so. You’re gonna be here next week. It’s going to be fun. We’re going to do some episodes with some coaches. Party. We’ll give them some tequila and start filming them. Turn them loose. “How do you increase hours per RO?”

Thanks, everybody. We’ll see you next time on Service Drive Revolution.

Final Outro

Thanks so much for watching this episode of Service Drive Revolution. We’re uploading new stuff every day, so make sure you subscribe and click the bell icon so you don’t miss out. If you have a question you’d like us to answer on the show, call 833-ASK-SDR, and we’ll answer your question on the show. That’s 833-ASK-SDR. For special deals on our books and training, head over to offers.chriscollinsinc.com. I’m Chris Collins, and I’ll see you in the next video.

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🔗 Related Resources

• How to Motivate Technicians in Fixed Ops (Part 1)
• Service Department Menu: 6 Tips to Increase Service Profit
• Service Advisor Sales: 5 Mistakes Advisors Make After a No

Feel free to explore the linked articles above for deeper insights into each strategy. If you have any further questions or need additional resources, don’t hesitate to ask!

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