If you’re a new Service Manager or thinking about stepping into that role, we need to talk. Many talented folks get chewed up and spit out by this job, and it’s not because they lack skills or work ethic. It’s because they’re focusing on the wrong things. So, let’s break down what really matters and how you can set yourself up for success. 

The Two Things That Really Matter 

Here’s the deal – there are only two things you need to worry about as a Service Manager: profitability and customer experience. Everything else is just noise. Now, I know what you’re thinking. “But Chris, what about CSI scores? What about technician efficiency? What about parts inventory?” Here’s the thing – if you’re nailing profitability and customer experience, all that other stuff will fall into place. 

Profitability isn’t just about making money. It’s about creating a sustainable business that can invest in its people and technology. And customer experience? That’s what keeps people coming back and telling their friends about you. Get these two things right, and you’re golden. 

Playing Offense, Not Defense 

One of the biggest traps new Service Managers fall into is playing defense all day. You’re constantly putting out fires, reacting to problems, and never getting ahead. Sound familiar? It’s time to flip the script and start playing offense. 

This means having systems and processes in place that prevent problems before they happen. It means being proactive about customer communication, not just responding when they’re upset. It means training your team to anticipate issues and solve them before they become crises. 

Systems First, People Second 

Now, here’s a controversial opinion – systems are more important than people. Don’t get me wrong, having great people is crucial. But if you put great people into a broken system, they’ll burn out and leave. On the flip side, if you have solid systems in place, even average performers can excel. 

Think about it like this – if your Service Department is chaos, no amount of talent can fix that. But if you have clear processes, accountability, and measurable outcomes, you create an environment where people can thrive. That’s when you’ll see your rock stars really shine. 

The Devil’s in the Details 

As a Service Manager, you’ve got to embrace complexity. Every little detail matters – how you answer the phone, how you greet customers in the Service Drive, how your Technicians fill out inspection sheets. These aren’t just minor tasks; they’re the building blocks of your customer experience and your profitability. 

The key is to make these details non-negotiable. It’s not up to each Advisor whether they do a walk-around or not. It’s not optional for Techs to fill out inspection sheets. These are the standards that define your department, and they need to be consistent across the board. 

Building a Culture of Accountability 

Here’s where a lot of new Managers stumble – they want to be liked. They’re afraid to hold people accountable because they don’t want to be the “bad guy.” But here’s the truth – your team wants structure. They want to know what’s expected of them and how they can succeed. 

Creating a culture of accountability doesn’t mean being a tyrant. It means setting clear expectations, providing the tools and training to meet those expectations, and then following through consistently. When you do this, you’re not just making your department more efficient – you’re giving your team the gift of clarity and purpose. 

Understanding the Financials 

I can’t tell you how many Service Managers I’ve met who don’t really understand their financial statements. They know the basic numbers, but they don’t know how to use that information to drive decisions. This is a huge missed opportunity. 

Take the time to really dig into your financials. Understand what each number means and how it impacts your overall performance. This knowledge is power – it allows you to make informed decisions about staffing, pricing, inventory, and more. 

Aiming for Full Potential 

Here’s the thing that always amazes me – whether you’re running a mediocre department or a top-performing one, you’re going to work hard. You’re going to make sacrifices. You’re going to put in long hours. So why not aim for greatness? 

Too often, I see Managers settling for “good enough.” They hit their targets and think that’s all there is. But what if you could double your profitability while also improving customer satisfaction? What if you could create a department that’s the envy of your brand? That’s the kind of thinking that separates the good Managers from the great ones. 

Wrapping It Up 

Being a new Service Manager is tough. There’s a lot to learn, a lot of pressure, and a lot of competing priorities. But if you focus on profitability and customer experience, build solid systems, embrace accountability, and aim for your full potential, you’ll be amazed at what you can achieve. 

If you’re ready to take your Service Department to the next level, I’d love to help. Book a 15-minute strategy session with the team, and we’ll show you how to implement these strategies and more in your Dealership.