If you’re a SERVICE MANAGER or FIXED OPS DIRECTOR, you’ve probably wrestled with this question: When is a new service advisor truly ready to handle customers on their own? The answer lies in effective new service advisor training systems.
Some will tell you it’s six months. Others will say a year. The truth? There’s no one-size-fits-all answer. Success depends on the person, the systems you have in place, and how closely you’re coaching along the way.
In this episode of Service Drive Revolution, Chris Collins and Christian break down the myths around ADVISOR training—and reveal why most dealerships set new hires up to fail before they even get started.
Why “Sink or Swim” Fails New ADVISORS
Too often, stores hand a green ADVISOR 25 repair orders (ROs) a day and hope for the best. The result? Overwhelmed ADVISORS, angry customers, and eventual burnout.
Top-performing MANAGERS take the opposite approach. They start small—maybe three ROs a day—and only add more when the ADVISOR proves they can handle it.
💡 SERVICE MANAGER Tip: It’s not about how many ROs an advisor writes—it’s about whether they hit per-RO benchmarks like Hours per RO and CSI. High metrics on low volume mean they’re ready for more.
The Role of Systems in Training
Training isn’t just about teaching DMS functions or sales scripts. It’s about creating systems that prevent ADVISORS from going off track.
As Chris explains, “The system is a better trainer than any individual.” A great system:
- Caps ROs so advisors aren’t overloaded
- Tracks numbers daily (or even hourly)
- Builds accountability through feedback loops
👉 Curious how the best dealerships design systems that consistently outperform? Read Top Fixed Ops Performers: What Car Dealership Service Managers and Advisors Do Differently
The Right Way: Slow Onboarding With a Feedback Loop
Instead of overwhelming new ADVISORS, top-performing dealerships:
- Start small — 3 ROs a day, then 4, then 5.
- Watch the numbers daily, not monthly.
- Give real-time coaching, not just meeting-room pep talks.
- Measure per-RO performance and CSI before increasing volume.
This approach does two things:
- It lets the ADVISOR build confidence while learning the system.
- It helps SERVICE MANAGERS quickly identify if someone’s not a long-term fit.
As Chris says, “The system is the best trainer.” A good system won’t let an Advisor drift too far off track.
Why Systems Matter More Than Scripts
If your ADVISORS are writing 25–30 ROs a day, they don’t have time to build trust. That’s not a sales skills problem — it’s a system problem.
Top dealerships design processes where ADVISORS can:
- Greet customers immediately at the vehicle.
- Build value before price.
- Use walkarounds and inspections to create transparency.
- Deliver consistency that builds long-term trust.
This is how you stop recycling turnover and start creating careers.
The 6–12 Month Rule (With a Big Asterisk)
So, how long until an ADVISOR is “ready”? For most, six months to a year is a realistic timeframe. But it’s not about the calendar — it’s about the system and the coaching.
ADVISORS who are monitored, mentored, and supported can succeed from day one. ADVISORS who are dumped into chaos without guidance? They rarely recover.
The Real Takeaway: Build ADVISORS, Don’t Burn Them Out
The question isn’t “when is a new SERVICE ADVISOR ready?”—it’s whether you have the systems and leadership in place to make them successful.
Because in the right environment, advisors don’t just “survive onboarding.” They thrive, build trust with customers, and become the kind of employees who grow with your dealership for years.
The takeaway? Training a SERVICE ADVISOR isn’t a sprint — it’s a system. The best SERVICE MANAGERS know that investing in slow, steady onboarding creates ADVISORS who drive CSI, retention, and profitability for years.
Don’t burn out new hires. Build them up. The payoff is a stronger team, happier customers, and a healthier department.
Full Video Transcript
Welcome to the big show. Today we’re going to talk about when are new service advisors ready? When are they ready? Also, just a reminder, we have Chris Voss and a bunch of other surprises at our Top Dog event this year, October 23rd and 24th. It’s for our coaching clients and OnDemand customers, but it’s going to be an incredible event. Best Top Dog ever. And then we talk about Ford having a recall and some other stuff coming up on this edition of Service Drive Revolution.
You’re traveling in November. I think it’s always funny to talk about like how a couple of months in advance, like you’re good, you’re ready to go and then it’s like, “When is the date again?” Like there’s a thing that you do where it’s like, “When is that again? Oh, it’s a, it’s in four weeks. Oh, okay. Are you sure that we have to do it?” Like you kind of go through this whole scale. I don’t know if that’s funny to people or not, but I love it. You love my, you love watching me in pain. Not necessarily watching you in pain, but like it’s funny how when you do the thing where you agree, you don’t think about it. You just are like, “Oh, I’d love to help these people.” And like you’re overcome with your, that’s the, yeah, that’s the key. Don’t put me on the phone with them. Like I say yes to stuff I shouldn’t say yes because I, I don’t know. I’m, when I’m on with people, I like it’s about them. Yeah. But then after, I regret it. That’s right. Whose idea was that? What is that? What is that? Was it for you to be on this call? Mine? It was totally your idea. But when did you say no, you can’t be on the call? I, if I can, I will. That’s great. Just if we can. Gosh, I hope this is all being recorded so that I can, I can play it back. No, but the outcome is good. I’m so excited. I think it’s neat. It’ll be fine. Also, like that’s a quick flight and, uh, yeah, I get to go to the North Ros Chapel. That’s good. I’m glad you’re going.
Okay, so that was our band. You can do that again, though. It’s funny. Yeah, but then you can talk about, “No, no, this one I’m really, really excited about,” and they’ll say we’ll talk again. And so Christian wants to have a new rule that I’m not allowed to talk to customers and get on strategy sessions because whenever I do, what do I do, Christian? You, uh, I feel like there’s probably been two or three people that have moved into your house because, like, you’re like, “Come on, stay at the house for a couple of months.” Like you are, you’re like naturally like this super sweet and generous person, and you have a filter in most then I have to fulfill the thing that I, then you have to fulfill the thing. Yeah. So, so there’s like a thing. So Chris is, so I will get on a call and I will promise a thing and then months later Christian will be like, “Okay, so you fly into Dallas,” and I’m like, “What? I did what? I promised what? I don’t want to do that.” He has no recollection of doing the thing because I absolutely hate getting on a plane. You do. You’ve done your time. I feel like that’s the thing is you’ve just done too much and you shouldn’t have to do it anymore. But it is literally like you can kind of see the erosion of the excitement. Usually is what happens is when you when you get on with them, you’re great and it’s good. I wonder what if what I should do is do like a halftime reintroduction to the people. What do you mean? Get you amped up again. Like, “Hey, I just want you to meet with these folks that you’re going to speak with in a month and a half, maybe.” And what’ll end up happen is you give an extra two days or something. So, that’s also, oh, yeah. I’ll stay at their house. Yeah. So, great. That’s one thing you learn early on is not to ever stay at anybody’s house. Like a lot of dealers that early, didn’t you? Yeah. There’s only I can only think of one dealer from that I would stay at. Yeah. At his house all the time in New York. He was great, though. But I, he was just a friend. But most of the time, staying at somebody’s house, it’s like, I’m high maintenance. I want, I want my own stuff. I want, like you don’t want me walking around your house in the middle of the night. Like no. I just, I don’t know. I’m not, I’m not user-friendly when it comes to that. I also like, I design everything intentionally around certain things and when that’s taken away from me, I don’t do good. Yeah. I, I like that you curate your own environments like that. I think that might be part of the travel, too. Like in your world that you got here, you’ve really, how many times have I traveled and spent more on my hotel? That’s the other thing is I’ll be like, “No, I’ll pay for my own travel because there’s no way I’m going to make them pay for the hotel I’m going to stay in.” Yeah. Although these, these nice folks seem they were probably one of the, um, like the sweetest people that we’ve ever met with. I think most people would pay. I just don’t, and they would probably pay. But yeah, I feel like you, that’s the problem. I’m too, it’s not them, it’s you. I’m worried about them more than I’m worried about myself until I have to go do it. And then the reality sinks in that I’m on Spirit Air in a middle seat going to Miami or something. Just so everyone knows, that’s never happened. Would never happen. But the analogy is accurate. But this one’s kind of cool because there’s a little bit of a, there’s a little bit of a, a beautiful part of where you’re going to do this and you can go to one of your favorite places. So, I think this, this experience is going to be good for you. Yeah. No, it’ll be great. But it is funny that you know you already are anticipating me complaining about it. Yeah. September 18th is the first time that I have to be like, that’s when I’ll start complaining. That’s when you’ll start and then when is it’s like, it’s like, what will I say? Will you start with when is that thing again? And I’m like, and you can go, “Well, did you look at the calendar?” I don’t say that to you, but, but I give you the dates and you’re like, “Are you sure?” Like, you like to question me of whether or not I know if it’s, if it’s right or not. Oh, poor Christian. It’s okay. It’s so funny. That just cracks me up. Yeah, I hate it. I hate traveling.
Yeah, you, uh, you can’t do those anymore. You can’t do the strategy sessions anymore. It is so funny like to the remote places like the funny stories like dealers that own their own hotels and you’re reading the review and there’s bed bugs at the hotel and they want you to stay there and it’s like there’s been times where I’ve driven an hour like I’ve driven an hour to be at the morning meeting at 6:30 with the advisors, right? But I got like the nicest hotel is like in a city far away, and I’ll do that because I don’t want bed bugs. Yeah, that’s funny. Uh, none of us do, but um there’s a couple of them that I think the one of the worst disasters I think I remember. Um, and this probably is what caused a lot of this for you. There was an Arizona experience. Do you remember this? Where you got there and you had to drive an hour and a half to get there, and then they told you they didn’t have a reservation for you. So you end up going to a different place, and it was in the middle of the night. Like the whole It was the worst possible scenario. I feel like that’s happened a bunch of times. Yeah. I feel like it’s just been one too many and we can’t come back. Didn’t we get stranded in Dallas once? Yeah. But that was kind of fun. Yeah. But we made it fun. It wasn’t fun. But my favorite part about it was the fact that, like the was what happened in Cincinnati before we went to Dallas because you’re like, “Hey lady, like we’re not going to make the flight.” “Oh, you’ll be fine.” Oh, yeah. No. The people that work at airlines are the worst. So funny. It is funny. What’s so uh everybody set your calendar to September 12th. I will be uh complaining. It’s when it when it begins. All right. I got this fancy iPad here. You want to talk about some news? I have had some pretty, uh fun people stay at my house though. Like that guest that guest suite is Missy did a good job. Yeah. Like people are always blown away by the snacks. Well, you you two combined are also ridiculous hosts in a good way. It’s important to be a good host. I think I agree with you 100%. I’ll tell you like who uh who taught me a lot of that was Don Krevier. Like he was an incredible host. Incredible. Yeah, I feel like you’ve told me that before. I definitely think um I think your mom’s a really good host too. So you probably had that ingrained like I always felt she’s anytime I’ve been around her it’s always way more like whatever’s going on with you is the most important thing like she’s not she has no concern for herself almost to a fault. But I feel like some came from that but maybe the uh refinement came from Donnie. Yeah. I guess the the way that it feels in my head is uh the business side of it. Like there’s just so many lessons from him in that in that way. Like, also just the way that he would treat vendors. Like he would be friends with vendors, but he’d be like, “Hey, you know, Dawn, this vendor is way out of whack and there’s somebody who will do it for half.” And he would be like, “Well, tell him like, you know, he’s just like very like just be honest and like be nice about it. Don’t, you know, but like the truth is the truth sort of a thing.” He just had this really nice way of telling the truth, but still like running a good sound business and making decisions the right way and getting all the information too, like, you know. Um, but the hosting thing, like he really had an attention to detail that was on another level. Like my mom’s a great host in the sense that she makes people feel comfortable and she feeds you cookies and does all that, but Don knew how to hire caterers and not have people wait in line, and like, you know, you to scale that, right? It’s easy for my mom to have cookies on your bed when you stay over, but to scale that to an event that has a thousand people, that’s another level of attention to detail. And you know, people not waiting in line, you know, the bar and how drinks are like everything mattered. The parking like he worried about everything. Like you just want to you want to take away all resistance so people can experience the thing you’re trying to have them experience, and so it just all matters. Like everything matters, and that’s how we approach Top Dog. Yeah. Like there’s a lot there’s a lot of him in all of that. Yeah. It’s a level of anticipation that nobody understands like the way that we’re trying to foresee, uh, needs and wants and everything like that. It’s uh it’s he comes out I think in that event for sure, and he would worry like he he was always paying attention and all you know they they they kind of have that that debate right like uh there’s that leaders eat last kind of a thing and then there’s the people that go first. Don was the guy that was in the middle. He wanted to be in the middle and experience what everybody else was experiencing. Yeah. And he wanted to talk to everybody. He wanted to hear what they thought. Like he would ask like and he, you know, kind of the debriefs that we do after an event would be the conversations him and I would have like he would have a list of things and he’d be like, “Hey, uh, there was a line at this time and I don’t know that that person that waiter should be at the DMV that shouldn’t be helping people and like, you know, he just he was he was keeping notes on that sort of not in his phone like on a piece of paper but yeah there’s There’s something to that being a good host. But I’ve had some pretty fun people stay at my house. I think that you choose those guests really well. So, but that helps out. But it’s all about anticipating the needs. Want to talk about any news?
Yeah. Um, so I thought this was really an interesting one for you. Nissan, the Japanese company closing their Japan, one of their Japan plants. Um, I thought that was really fascinating. Breaks my heart. And you know, my first new car was a Nissan. It was my first dealership I worked at. I just don’t understand why they sure missed that Carlos. Yeah. Like they’ve never recovered from that. What was the deal with him? He was uh, he was doing something with money or something like that. Charging his house to his expense account or something. I don’t know. Like, he’s not the first one to do that for sure. But they tried to put him in jail. Yeah. Um, but he, you know, they haven’t had anybody with that sort of vision and the ability to uh to create products that consumers aspire to have. Yeah. I will say the dealer body though, some of our, some of our Nissan clients absolutely weathering the storm and killing it. But that’s because they’re good dealers, not because Nissan’s making it easy. Yeah. So, it just kind of lets you know that the product doesn’t clients that are doing good, but people wouldn’t believe it. Not the average one. No, they’re not the average one. Not at all. Um, this is something that’ll, uh, help you to know that I’ve stopped driving as much. Uh, fewer traffic deaths reported in 2025. You attribute that to you walking? Yeah, I have been walking a lot lately. It’s kind of fun. Let’s see. There’s so many things. Oh, there, uh, there’s been a spike in vehicle brand loyalty. That’s not me. That’s you. You’re back to back on both your cars. Same manufacturer. Yeah. I really want a Cyber Truck. I’m surprised you haven’t gotten one yet. Can’t justify it. I don’t really have anywhere to park it. Yeah. Would it even fit in your little driveway area? Not with not with Winston. Yeah. Like, I don’t want to get rid of Winston. I just want a Cyber Truck for the pending apocalypse. That’s pretty funny. Uh, and uh, Ford recalled 56,000 F-150s. If you’re a Ford dealer, that is a chance to get people back that you haven’t seen in a month. Do an inspection and make friends. Yeah, that’s uh 80% of them are going to an independent shop. You could get them back. That’s right. It’s the way. Use the recall as an excuse. Yeah. And uh, and also here at Service Driver Revolution, we like to make sure that we provide good information, and I came up I had an epiphany, uh, that happened to me a week ago. Uh, and I wanted to give this advice to our listeners and viewers, just because it just didn’t surprise me a little bit. Don’t uh don’t believe everything you read in bathroom stalls. Uh, Sharon was not ready for a good time, and it was a very awkward conversation. Don’t you miss the good old days when people wrote in bathroom stalls, right? Like nobody’s. When’s the last time you were in a bathroom stall that there was anything written? It’s been way too long. Yeah. I think I’m going to start putting like Sharpie markers out. Is that because it doesn’t happen anymore or just like where we live? I don’t know. I feel like if it was going to happen, it would happen. Well, I don’t go public. But even like when I like a while ago took a road trip in the truck stops, like and in the rest stops, there’s nobody riding in those bathrooms. Used to be like maybe nobody wants to have a good time anymore. I don’t know. Maybe. Christian, let me ask you a question. Please. How long till a new service advisor is ready? That’s a great question and multi-faceted in its answer. But, uh, when they, they’re ready when they can do the job and, uh, your customers aren’t mad at them. But is there one time? Like, can you say they’re ready in nine months or they’re ready in a year? I don’t think so. Yeah, it depends on the person. I, but it is some, do you get asked that a lot? I get asked that a lot. Like, how long does it take to train somebody? And I just think forever. Like it’s, we’re always training. But also, like the thing about the training is you’re always training with a feedback loop. Like, you give them three customers and then see how that goes. If that doesn’t go good, you don’t give them 25. Yeah. And I think that you give them two. Don’t you think that a lot of people that we’ve seen, they don’t even start at the three, they start at 25, and then, they’ll never learn what’s wrong. Yeah. No, you start at three and then give them four, and when they can do good with four, then you give them five. But you, and how many times have we had veteran advisors that are starting to struggle on CSI or something and you cut them back and limit them to eight and watch how quick it gets magically. It’s fine, right? So, you know, it has to, it has more to do with the individual and how they retain it and how close you’re watching and involved than just a blanket time table. Yeah. And some people, unfortunately, are a little smarter than others. Some people learn faster than others. What are, um, it’s kind of like potty training a dog, right? Yeah. Like, uh, you don’t know what the timetable is going to be when you potty train a bulldog most of the time. I remember, uh, my first bulldog. He like literally, because before that I’d had Shelties and other dogs and you what we would do that my family tradition or how I was raised is you would wad up a newspaper and then you would like bang the newspaper on on your hand which would scare the living daylights out of them and you’d rub their nose in it and then put them outside. Later on, I learned there’s other ways to do it where you can do crate training and but that’s kind of how I was raised, right? Okay. So, when I got my first bulldog, I did a version of crate training, but also like Rocky would like literally look at you and then lift his leg and pee on the couch corner like he and you know, you do the newspaper thing and reprimand them and rub his nose in it and put it outside and he’d come back and do it again. Like he didn’t care. And I remember this dog trainer, when we were taking him to training, was like, “Oh, that you can’t train bulldogs that way. You got to do it with treats.” And so then, you know, jump ahead a week. He comes and gets you and he’s like, “Hey, get a treat cuz I got to go outside and pee.” And then, you know, you reward them and then they start to do it. Yeah. So, it’s a day when you do it the right way, right? But they’re different than, like let’s say, uh, my mother-in-law has one of those, uh, labradoodles. Cute dog. Never needed potty trained. Like was potty trained by virtue of DNA. I don’t know. Like, just was smart. It’s, you know, the dog’s pretty smart, great dog, but never had to do any of that. Like they just were potty trained like in a sense. And so everybody’s different. And I think it’s the same thing with being an advisor. Some people struggle with the DMS. Some people struggle with the customers and the follow-up. Some people struggle with the knowledge, like it just depends. I would suggest that, uh, potty training advisor should be an early part of the process. But yeah, noted. That was, uh, I think that I wrote down a couple of things about that that was maybe more cautionary tales and like trying to answer the question, but I think the hardest thing is remembering your desperation is not more important than their future. Yeah, that’s really good. It’s probably the thing that I see the most is that good lord, we want to help the customers. We want to do this. We got to increase this or whatever it is, and we do it at the expense of this poor person. I can only imagine how many people we’ve scared off of this industry, that if they were onboarded right that they were that they’d still be here. Yeah.
Um, can you talk a little bit more about, like, what you do in terms of the feedback loop? I think that’s a really important part of trying to get people ready for their job is the feedback loop. And what are some things that you’ve done in the past when you’re onboarding people? Well, I think it starts with having some sort of deal before they’re hired, right? So, like if I’m hiring an advisor, I’m having some sort of conversation with them that goes something like, “Hey, um, I just want you to understand that if I hire you, you’re going to be held to a different standard.” Now, there’s advisors here that don’t get up and go greet the customer. There’s advisors here that don’t consistently do the walk-around. There’s like that exists, but you’re going to be held to a different standard. And don’t assume that they’ll be getting away with that for forever. But the first time you don’t do a walk around, you’re gone. Like, I just want that in their head, right? Because you know what one thing, just on a side note, is kind of the last thing you want to happen is to replace the advisors in a service drive, because when customers come in and all the faces are different, it makes them very nervous. They will tell you to. And so it’s way better if you can do a little bit of a slide of hand, and you can get some new advisors in there that are doing the thing you want, and then kind of get the other advisors to join your cult or your religion, basically in a sense, right? Uh, and also just on top of that is you might have an advisor that’s been there 10 years. They have a clientele, but they’ve just been doing it the wrong way. and what we’re asking them to do just seems counterintuitive. The social proof of other advisors coming in new that don’t have a customer base beating them in numbers fairly quickly shows them that hey, there’s actually some credibility to this because I’ve been here 10 years and now these people coming in have no customer base and they’re they’re putting up bigger numbers than me instantly. You know, that helps move them along, right? So, kind of that being said, is like sharing the clear vision of what you’re trying to do, how hard it is, and that they’re going to be held to a different standard. And then, unfortunately, you can’t just let them go. You got to talk to them constantly. You got to watch. You got like we look at numbers by the hour, by the day. Like sitting down and going through goals with them, you know, how much are we going to do every day? Having a daily goal and really controlling the input and the output. Like, not giving them too many customers. Like, and it depends on the drive too. Like if the drive has a lot of non-appointments and you only make an advisor four appointments, that’s they still might write 12, right? Because the customers aren’t conditioned yet to make appointments. And so all of those variables play into your, you know, your approach. But you want to cap them. So, like I would say like, “Hey, once you get to six, I want you to stop and then, you know, review their RROs. do missed ops.” Like you just have to look at all of those systems we have in place, do a lot of the training for you. And I would say too, like the system is a better trainer than any, that like how many people are like, “Oh, we want your advisor training,” and they think that the advisor training is what did it, and it’s not. It’s the system that did it. The system is the best trainer. That’s right. Because you have, you have no a well, how do you say this? A good system doesn’t allow them to get too far off track because it’s everything has a rhyme and a reason like. Yeah. So, that’s the way that I know that I’m doing everything right from a onboarding and training standpoint. And I used to, um, I used to think differently about this, but I don’t anymore. Like I used to have this thing where someone’s like a brand new advisor, and I’ll be like, “Oh, their numbers are just going to be bad for five months or three months until they figure stuff out or whatever the thing is.” But the fix to that is this systematic input, right? So, like the great thing that happens, you know, you’re doing it right if they’re, their numbers would be low overall, but like they’re per RO metrics or whatever. They’re great example of that is you’re you’re looking at a customer’s dashboard and they’re like traffic’s down, and then you look at hours per row, and you’re like that’s odd, because if your traffic was down, you have more time to spend with customers. So your hours per row should be twice what they are. Bingo. What we would rather see is a new advisor have high hours per all of the measurables are high with low volume, is what you’re saying. Yeah. and you know that it’s working and the time that you can add in one more RORO is when you’re really happy with the metrics on the three that they’re writing, then you go to four. Way harder to do it the other way where they’re riding 25 and they’re at 0.5 hours per hour and you’re like, “Hey, you should be at two,” and they just don’t know what to do. They’re just looking at you like, “Uh, I just want to go home and drink myself to death.” Yeah. Like you can just see it in their eyes. They’re waking up in the middle of the night, they forgot something, they like like, and that’s, you know, to your point is we’ve ruined more people than we’ve ever, you know, than we’ve ever, uh, trained in our industry. Yeah. And I think that the take rate and success rate those are good. There’s also a thing to it, kind of going the other way, where if they’re not a fit, it’s not the job for them or whatever. I think you figure it out faster and more accurately if you’re doing the slow onboarding because they just never progress. Um, so it’s good on the good side and good on the bad side. Like the whole thing just, um, I can’t think of a better way to do it than that. But, um, but yeah, I think that, uh, probably the best advice we could give would be that it’s not just about like learning the DMS and the training and everything like that. It’s the whole operation, and you let them let them behind the scenes. One thing I think you’re really good at, too, is, um, I’ve seen you like you’ll take people out to lunch or you’ll kind of pull them into your office and say, “Hey, what’s going on?” Like you’re doing these, I think they’re calculated, but like they’re like one-week or two-week check-ins with new people and stuff like that. You’re constantly kind of going back and giving them an opportunity. And I feel like you take that and then you use that to train them better and maybe train the next person better, but you’re always using that feedback loop for how to improve the system. Um, but that would be something that, like, I think the thing that is the average in our industry, service manager hires an advisor, they turn them over to their lead advisor, and they don’t talk to him for a month. Yeah. I think that’s what happens way up more often than not when you need to be talking to them at least a couple times a day in the beginning. Yeah. And looking at the numbers, and then coach like it’s way easier to start them fast and maintain them versus letting them get away slow and trying to then get them back on track. That’s right.
The other thing I would say too is, um, for some reason in our industry, we will we will decide, “Oh, we’re going to hire baristas for advisors,” and we’ll go recruit three people from Starbucks or something. I like have a rule is like I never train more than one green pea at a time. It’s so much better to surround them with talent. I’ll go steal the advisor from down the street that’s the top advisor, and put them next to a green pea. But a drive full of green peas is a lot of chaos and volatility ‘cuz like half of them aren’t going to make it. They’re not going to make it. You’re just throwing it to the wind. Yeah. I think that that’s that’s a highway to an ulcer. Yeah. But it happens all the time. Like they’re came through in this 20 group, and we’re hiring insurance agents, and you’re like one at a time. An insurance agent can make it. Sure. And so can a barista, but one at a time. That’s right. That’s how the uh like the $8,000 warranty chargebacks happen and all that other stuff that really just ruins everything. That happens when you have three. Yeah. When it’s one, you guard it so tight that it doesn’t get past you. It’s good. It was a fun topic. And so I I would I would say just in my in kind of basic like understanding of time is six months to a year, depending on the person. Yeah. But it takes like six months to kind of get the product down. You know, it goes by really quick. Six months goes by like that. Yeah. And they can be successful the whole time. They don’t have to, they don’t have to swim around in raw sewage and then get better, which is how most of us did it, right? Like two like if you think about lateral support and quick lube techs becoming you know C or B techs same thing it’s a year plus like some can do it in a year some it takes two years but once again it’s about the system like if you have them overseen by a team leader if they’re involved in the inspections if they you know if that feeds the overall group it’s a it’s an ecosystem in a way. It’s a great way to look at it. Well, thanks everybody. Hope that was good food for thought, and we’ll see you next time on Service Job Revolution.
Thanks so much for watching this episode of Service Job 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 833-3-ASK-SDR and we’ll answer your question on the show. That’s 833-3-ASK-SDR. For special deals on our books and training, head over to offers.chriscollinsinc.com. Now that’s offers.chriscollinsinc.com. I’m Chris Collins, and I’ll see you in the next video.
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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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