When your service department feels chaotic, unmotivated, or full of drama, it’s not a mystery — it’s a culture problem.
In this episode of Service Drive Revolution, Chris Collins and Christian Lafferty break down the top culture killers in dealership service departments — and how to fix them before they destroy your shop’s performance and morale.
1. No Clear Vision or Intention
Most service departments operate without a true scoreboard. There’s no measurable goal, no vision, and no clarity on what “winning” looks like.
Without clear intention, chaos breeds. MANAGERS end up putting out fires all day instead of creating systems that prevent them.
If your team doesn’t know the mission, they’ll make up their own — and that’s where standards start slipping.
👉 Related: Top Fixed Ops Performers: What Car Dealership Service Managers and Advisors Do Differently
2. No Standards or Measurement
Culture isn’t built on good intentions — it’s built on law and order. When expectations are just “suggestions,” consistency disappears.
SERVICE MANAGERS often say, “I can’t post numbers in the shop — it’ll hurt feelings.” But guess what? This is a production facility. Without performance tracking, you’re flying blind.
As Christian puts it, “Employees perform to the level of our tolerance.”
If your team doesn’t have minimum performance requirements — clear CSI goals, RO targets, and productivity standards — you’re not leading; you’re babysitting.
3. Toxic Performers
Every dealership has one: the top producer who breaks all the rules, disrespects coworkers, and poisons the team dynamic.
It’s easy to justify keeping them — “They’re our best tech!” or “She sells the most hours!” — but toxic performers destroy morale and trust.
Here’s the irony: when you finally fire them, your numbers usually go up.
Letting go of the wrong people is one of the most powerful leadership moves you can make.
4. Low Performers
Just as toxic performers ruin culture from the top, low performers erode it from the bottom.
If you tolerate laziness, indifference, or “just getting by,” your high performers will either quit or stop trying.
Culture is contagious — and the lowest common denominator always spreads the fastest.
5. No Creativity or Innovation
Dealerships stuck in “the way we’ve always done it” mode are dying a slow death.
The best SERVICE MANAGERS are intentional about being great — and that requires creativity.
Take CSI, for example. Most dealerships brag about being “above district average.” But why stop there?
Chris always asks: “Why aren’t you number one in the country?”
The difference between average and elite isn’t effort — it’s mindset.
👉 Related: Boosting Service Drive Revenue: Proven Strategies for Service Advisors and Managers
6. Chasing Symptoms Instead of Fixing Problems
When customers complain, most MANAGERS just fix the car and move on.
But that’s a symptom, not a solution. If comebacks keep happening, you’re not learning from your mistakes — you’re repeating them.
Chris calls comebacks “gold nuggets of crap” — because while they’re unpleasant, they’re also full of valuable information about what’s broken in your process.
Handle them right, and you can turn angry customers into lifelong advocates.
7. Playing Not to Lose
The most dangerous killer of all? Playing it safe.
Many service departments are run by MANAGERS just trying not to get in trouble. They don’t want to take risks or stand out — they just want to survive.
But great cultures are built by leaders who play to win. They turn obstacles into opportunities and challenges into creativity.
Because in Fixed Ops, culture isn’t optional — it’s your competitive edge.
🔥 Final Thought:
A winning culture doesn’t happen by accident — it’s built with intention, accountability, and leadership. When you fix your culture, you fix everything else.
Full Video Transcript
Welcome to the big show today. We’re going to talk about service department culture killers: what murders your culture more than anything else? We have a pretty good list. It’s a lot of fun, and we go down memory lane, tell some behind-the-scenes stories, and much, much more, coming up on this edition of Service Drive Revolution.
With Top Dog coming up, I always think about this thing that happens every time. And for anybody who doesn’t know, Top Dog is our annual event here in Los Angeles at the library, where our coaching clients and Elite members come, and we hang out for a couple days. It’s actually a week of stuff for us because our coaches come in, and then they have clients come in, so it’s a whole week of not sleeping, basically.
We don’t get a lot of sleep, but it’s really fun. But every year, invariably, what happens is, overwhelmingly, people say this was the best Top Dog ever. People that have been at four or five will keep saying it. So, I feel like it’s good data. And so, my question to you is, who has been your favorite speakers or favorite experiences at Top Dogs? Just go down memory lane really quick.
Oh my gosh, there’s a bunch. And also, you attended as a client and as a coach. So let’s start there. My favorite experience was probably as a client for a multitude of reasons. That was at Caesars Palace in Las Vegas. There were some good speakers there for sure. I think you get a really good, profound thing.
We had some really great workshops, but the reason that I really liked it the best is that was the year that we took all of the best advisors, and one of my advisors, Doug, who you know, came, and they were required to do a scavenger hunt where they were running around the hotel, basically all around the strip, trying to do the scavenger hunt. And I’m sitting in a room going through a workshop on marketing, and I look over to my right, and I think Doug’s wearing a woman’s shirt.
There was just this craziness. I think one of the things is he had to get so many of the opposite sex to switch shirts with them. Something like that, right? If you met Doug, he’s all business for the most part. He was a really high performing advisor. He did a great job with his customers, built relationships, petting dogs, all those things. And then to see him get out of his shell a little bit and not take himself so seriously. And a bunch of other people that were just high performers, and that they were so comfortable that they did that. No one was forced to do it; they did it voluntarily. That to me was one of the most impactful things. I’ll never forget the way that I felt with that. So that was probably my favorite experience as far as that goes.
I’ve got a couple other ones where I would say that, and I hope that you agree with this too, but I thought the way that Andrew Bustamante when he spoke a couple of years ago, I’ve never seen a man make our clients feel the way that he did. Have you been listening to his book? I haven’t started it yet, but I’ve got it. Pretty great. It’s called, I think it’s called Shadow Cell. Just go to Amazon and do Andrew Bustamante, Shadow, it’ll come up. But he hit New York Times and everything like that. So the way that he was when he was here, I thought that was amazing.
Probably the biggest shocker to me. Hold on one second. Most charismatic person besides Bill Clinton. Amazing. His charisma. And he’s kind of proof that you can learn charisma. A lot of it is from practice. And yet, even though it’s a learned trait, it doesn’t feel calculated. No, and he’s always on. Always on. One thing I love about Busta and Chase, they practice what they preach. I think that’s great. One of our surprising speakers that was not quite as good as Busta, but definitely had an impact on our clients: Dog the Bounty Hunter.
Yeah, he was interesting. And he was super curious about people. He asked a lot of questions.
He stayed at the very end, taking pictures and signing stuff. He really cared about people, he knows his audience. Had to hire bodyguards for him. That was the year we were in a movie theater. And there was this huge line of people to take pictures with him, and he didn’t quit until it was done. I thought that was really cool. And he also really liked you.
And you guys definitely saw eye to eye on a lot of things. He pulled out some funny stuff. It’s always funny to me when people think that I agree with their point of view. Will you sneakily stay in the middle? Well, because I’m more curious why people think the way they do. And if you said, “Oh, that’s bad,” “crazy,” then they won’t tell you why they think the way they do.
But I think that because your curiosity allows them to put their beliefs onto you because you’re not exuding any beliefs. You’re not sharing your own beliefs. You’re just trying to learn about theirs. So they assume that because you keep letting them talk that you agree. Isn’t that funny? It’s fascinating. And also, just a little insight into the world we live in today is people expect you to flat out disagree and fight with them if you don’t share the same point of view. They’re assuming you agree with them because you haven’t disagreed with them, which is kind of a funny thing. And they never ask me.
They never ask me what my point of view is, which I think is funny too. They put it on you, they assume. Dog’s not the only one I’ve seen do that. It happens all the time. Yeah, it’s pretty cool. So I really thought I was impressed with him. He exceeded my expectations.
I’ve seen him talk a couple of times at Top Dog, Uncle Dave Anderson, always is really impactful. He was one of those people where he would say these things that you probably knew that you should be doing, but I was like, “Oh yeah, there’s really no excuse, that’s pretty dumb.” One of my kind of all-time heroes with books, Cialdini. It was neat to hear him called Bob, right? Because I think of him as Dr. Robert Cialdini, who wrote the book, Principles of Influence. So I thought he was good. That was an intriguing speaker because he doesn’t really speak.
It didn’t look like speaking in front of a group was his strong suit, but it was that much cooler to hear him talk and tell some stories and everything like that. But yeah, I liked him a lot. Another sweet person. I thought Will Godera was just—when he was, I think I probably liked him as much when he was on our podcast, where I thought that was a really good, cool, genuine conversation. And then I kind of already liked him by the time he got in. So that was neat. Very genuine guy. And talented. Do you have anybody that didn’t meet the expectations you thought would put on a really good show?
People are gonna hear this, Christian. Yeah, so maybe you don’t have to do that. I guess, but the Bar Rescue guy, forget his name, John Taffer. Yeah, that was an interesting experience. I think the problem—I don’t think people, I think people in the audience loved it. It’s weird from my perspective, but I don’t know, so like we might say something, but the audience had a different experience than we did. Like, for example, the guy that was a speaker at our event that kind of cornered Will Godera and was like, “Give me your phone number,” which has changed how we do the green room for speakers.
We don’t really intermix them, because if they’re a big name, you don’t want them attacked by somebody. And you don’t want to put them in a position where they need to say no or anything like that. I hate that when I get cornered and the people are like, “Give me your number, we’re gonna do this together, we’re gonna partner,” and you’re like, “Whoa, hold on.” They also don’t mean it. Those people never follow up when you get cornered by those people.
Well, no, but it is, I think it’s our responsibility. I mean, we would have never thought about that until it happened. Yeah, so I’m kind of glad that it happened. And nobody in the audience knew that.
Nobody knew.
Nobody knew we were dealing with.
Nobody knows some of the stuff we deal with behind the scenes, because it’s not their problem. That’s backstage, that’s right. They’re here to learn. But yeah, I think the thing that Taffer’s a really good example, like the crowd was engaged. I think the only thing that was different was our expectation, right? He just kind of, he came in, he went, he did what he was supposed to do, and that was it. But you’re right, the crowd had a different thing than we did.
I find one thing very interesting—Andrew Bustamante was talking to me about this on Books That Changed My Life the other day. And what’s funny is when you do some of these podcasts or you have people speak or whatever, how different people are when they’re their character versus who they are really. Andrew brought that up, and we were both talking about the same person where certain people are so much of a character, and it’s so different from who they really are. They have to be that character, but in being that character, you can’t talk about anything else but the 12 chapters in their book.
And their voice changes, their posture changes, it’s like a weird thing where you’re like, “Oh, it’s…” I don’t know, to me it’s so off-putting because I don’t play a character. I’m just who I am, good or bad. And so when somebody is playing a character, and they’re really successful too, like the person Busta was talking about is somebody who’s very well known.
So I had an experience with that person where we were talking, and I thought we were having like a real human conversation, and then when the cameras turned on, the voice changed, everything changed, and you could only talk about this little area of what his book was about. That was it. And it’s kind of weird. Yeah, it feels disingenuine. Very much. But I think like when people say “fake it until you make it,” there genuinely are people that create a character, and they’re faking it until they make it. But the problem is, is if you make a character famous, you’re stuck. That’s how I would feel. Maybe they feel like, “Oh, I can turn it on and off, so I don’t have to take it with me.”
I don’t know. It’s an odd way of doing things. I think that’s one of the things that people are surprised about when they come here is just how we’re just dudes. Like when we have dinner with them, and we have the conversations and stuff like that. They’re almost disappointed how normal we are. Maybe. At least you have funny jokes.
I do.
I don’t even have that. I’m just like, they can pet my beard, and that’s about it. Yeah.
I’ve witnessed where people asked, and you definitely say no to pet your beard. Oh, do I? Yeah, you told me once, you’re like, “I’m really uncomfortable that people would even ask.” Because the funny thing is that I asked you that because I was about to ask. Yeah, I’ve never touched your beard before. We know each other for a decade. I’ve never touched your beard. Oh, what’s the most common thing that a pig uses in the shower? I don’t know. Hog wash. That’s funny. But yeah, so those are your favorites so far. Those are my favorites. And I think the list keeps growing. There’s never one where I think Chris Voss will do—I’ve seen Chris Voss speak a bunch. Yeah, so he’s another guy that I anticipate. And I don’t know, I’ve never met him before. I anticipate that he practices what he preaches.
Oh, yeah, super genuine. I think that the connection’s a big part of what he does. And just some of his theories, and the way that he makes things that normally we would be emotional about scientific, he’s right up my alley. I could ask him a bunch of questions about sales. I’d love to pick his brain. Super fun. Well, this Top Dog is going to be one of those where everybody’s gonna walk away going, “That’s the best one ever.”
Well, maybe by the time this airs, there’s been a bunch of preregistrations. Like when there was a month to go still before Top Dog, we had a bunch of people registered, and we get more every day, but you want to get your ticket as soon as you can come on out here. It’s gonna get capped. Last year people got turned away. Yeah, it’s first come, first serve.
Service Department Culture Killers
Okay, let’s talk about service department culture killers. I love this subject. I love talking about culture because most of the time people have culture wrong. They don’t understand what culture is. Hugs and hold hands? Yeah, maybe explain to everybody what culture is before we go through the culture killers. What is culture, Christian? And it’s not a pig in the shower. Yes, culture is law and order. Unpack that. So the—my favorite example that you give is you’ll ask, “Why is America the best country in the world to live in?”
Everyone will say—growing up in Mexico, I had a different experience. I was a missionary’s kid in Mexico, that’s right. And people will say things. “Well, we’ve got freedom here, we can vote, we can talk about whatever we want.” But the real reason that this is one of the best countries in the world to live in is because we can walk down the street and, for the most part, be really comfortable that no one’s going to walk up to us and shoot us in the face. So there’s repercussions for our behaviors in this country.
That’s what makes it so wonderful is the fact that there’s a level of protection because we have rules that everyone has to abide by. And if you don’t abide by the rules, there’s consequences. And then, to your point, where you grow up and you see things at five years old in Mexico that no human should ever have to see, you talked about how someone would be dead on the street, and they would sit there for five days. It just was a thing that happened because there wasn’t law and order. The preference is that they had to stay there, right? So, there has to be law and order. There have to be rules, and you have to have what we call a murder line.
There has to be some point of, “Okay, this doesn’t work anymore.” Yeah, and it’s completely non-negotiable. You can call it boundaries, you can call it whatever you want, but there has to be a murder line. And so when we talk about things that kill the culture, when I ask people like, “Hey, what is culture?” they usually get it wrong, and then I say, “Well, it’s the opposite of culture,” and then they usually kind of get it right. And that’s chaos, right? So the opposite of culture is chaos. So what sort of things throw a service department into chaos is another way to approach this, right? Yeah, it’s almost easier to connect that dot. It’s like, what causes chaos in a service department as opposed to the culture killers, but they’re the same exact answers.
And so the first one I have here, the number one killer of culture in your service department, is a guy that tells dad jokes all the time. Yeah, that will confuse everyone. I mean, only 32% of people that receive dad jokes get them. So that’s a huge problem. Now we’re doing science on this, where you’re standing out there asking people on the street. Did you get that? So funny. The first one is no clear vision or intention. A lot of times there’s no clear intention to be great. There’s no clear intention to be good. There’s no measurables, there’s no scoreboard.
We’re just existing, right? And chaos breeds wildly. If you don’t have intention, what happens is then you end up following the chaos all the time, and you never know if you won or lost because there’s no winning or losing. You’re just putting out fires all day long, and then you make it a habit to be a fireman. Never thinking that you should fix the cause, you’re just treating the symptom all the time, right? You actually would go as far to have pride in the identity of being a fireman.
Whatever burns, I can go attack it. I’ll give you an example of this, right? We would talk about posting the numbers in the shop for the techs. So like, how many hours are we flagging? What’s the efficiency? And invariably, the service manager will say, “Well, I can’t put the numbers up in the shop, that might hurt somebody’s feelings.” It’s really only hurts a couple of people. It’s a production facility, and you don’t want to track production.
You have no intention or vision whatsoever. It’s not logical. And so that’s the kind of person where techs are quitting. There’s always heat, there’s always fire, and then they’re just putting out fires all the time, and the culture is broken. It’s just chaos there if you don’t have a scoreboard and you don’t have a vision of, “Hey, to be a tech here, we want to be the best.” And to be the best, we’re constantly looking for those edges. You see this in football all the time.
There’s just certain teams that never win and never will win. And it starts at the top, it’s usually the ownership. And there’s no clear, like the ones that want to win a Super Bowl, if the coach isn’t winning, they fire the coach. That’s right. You know, one of my favorite things about football is from a parity standpoint. And this is where it makes me feel like the things like the culture and the rules and the expectations matter the most, is that I don’t believe that being a major market for a football team has anything to do with winning. It’s one of the few sports like that, right?
You wouldn’t expect that Kansas City is not New York. It’s not Chicago, it’s not LA, but Kansas City’s won a lot of Super Bowls. I think it’s very interesting that that is actually all about culture. And I think too, like a part of that with the NFL is the salary cap, the way they split everything, like the basic fundamentals of that business are the reason why it does so well.
Success is basically attributed to leadership. And execution. And I love it. I love that part. Whereas with baseball, I mean, and my favorite team is just as guilty of this as anybody, is that they can just buy a championship if they want to. Yeah, and you could be a great leader, but if you don’t have the payroll, you’ll overperform from where the team would have been, but you’re probably not winning a World Series. That’s right. So the no clear vision and intention, and then no standards or measurement. I like that.
Kind of along the lines of law and order, I call them like where they’re suggestions, not rules. We’re talking about a constant murder line of performance, and in most places when we go in, it depends on the month or the mood whether or not we hold people to the rules that we have in place. And I always think that’s so interesting.
The example that I’ll give, and I do this sometimes with the client, so you’re hearing this again, but I always think it’s so interesting that if I go up to an advisor, and I basically say like, “What’s the road to the sale?” or whatever you would want to call it from an advisor standpoint, like, “What are the steps of taking care of a customer when they come in?” they can tell me. Then I’ll watch them walk out and not do any of the stuff that they just told me.
These people can make so much money. And then I’ll be talking to a manager about this, ’cause he’s like, “Oh, I can’t get my people to do walk-arounds,” for instance. And then I’ll be like, “Okay, but if you and I go to Chick-fil-A right now, and I say thank you to the person that’s taken my order, and they don’t say ‘my pleasure,’ what happens?” The manager’s like, “Oh, they’re getting big trouble.” I’m like, “Exactly, for 14 bucks an hour.” They can’t be suggestions. It’s not just that, “If you would please do this thing.” It’s like, “No, this is the way that we conduct business.”
The level of commitment that you have to have to excellence is a price that people don’t want to pay to be amazing. Then it starts with the management and the leadership. You show me a manager that shows up late for work, all those people show up late for work. It’s just how it is. Yeah, another thing that kind of pops into my head too is like, if you’re really trying to gauge where you’re at with that, is that I’ve got a little saying is that employees perform to the level of our tolerance. I love that.
Let me do another one. So another one, this is kind of along the same lines, but I do consider it a little bit different because it’s a fear tolerance almost. And I call that your toxic performers. The people that get you really good numbers, but they do it by breaking all of the rules that you have, setting terrible examples for your team. I think the person—this happened to me in my shop.
And you’re a part of this whole thing way, way back when, but I had a guy that was just, he would book 60 or 70 hours a week, and he was constant, always doing good things, but there was just something—like his moral compass didn’t point directly north. I remember we caught him like he fudged brake measurements on a used car. And the conversation that we had internally was like, “Well, if he’s done this on this, how many other things has he done?”
So we’re like, we’re pretty resolute that there was no other option. And the first thing that I think we got asked was, “Well, what are we going to do to replace this production if we let him go?” And I don’t see where that has a vote. But sometimes you make excuses because you’re afraid of what’s going to happen with somebody producing, if it’s a tech that produces a lot or an advisor that produces a lot.
So the funny punchline to that joke is what happens every time we let go of our toxic performer? Usually the numbers go up. It’s so weird, isn’t it? We’ve got—I remember many times firing the top advisor and the top tech, and the numbers went up. Didn’t Vicky do that a couple of times? For being late, she fired him. Yeah, if you’re allowing toxic performers in your business, you’re relinquishing control.
It’s leading more towards that chaos. Then I think with that is low performers. If you tolerate low performance and you don’t have measurements, that ruins your culture too, because if it’s okay to be indifferent and just be a Charlie Brown, just kind of get through the day, if it’s okay not to care about customers and be passionate about what you do, then that’s contagious because that will set the marker. You’re only as strong as your weakest link in a lot of ways.
I agree with that, but also how often do you find it where you almost always find this in a shop where you’ve got a toxic performer and a habitual lower performer? Like they cancel each other out to be even, and you tolerate both because you have the other. You need the toxic performer because you have a low performer that can’t produce, and then, you know. It just makes sense that those two things kind of go hand-in-hand.
Another thing I’ve got down here is there’s no creativity. We’re not trying to do things different or better. I would say the intentionality drives creativity. If you’re intentional about being great, then you’re forced to be creative, right? Because to get there, you have to try different things and think of things in a different way. Yeah, a really good example that you use all the time is when you’re talking to people about CSI.
So, my favorite thing is when Chris is talking to somebody, and they’re talking about their CSI, and they usually give him—let’s say that the district average is 91—they’ll be like, “Oh, I’m 0.2 over the district average.” And then Chris will ask this question that just kind of like they’ve never thought of that before. And he says, “Well, why aren’t you number one in the country?” How much more effort does it take to be number one versus number one in your market? It’s so amazing. It’s not that much.
You know, it’s the same. So that’s my favorite kind of thing about CSI is that all of the scores, like averages, whatever, and it depends on the brand, but average is 91, and the best in the world is 99. You’re only eight points away. You’ve done 91 of the 99 points. It’s just intentionality. Intentionality, but you never thought about it from the other side that you could be. That the only thing that’s missing is that you have to manufacture and make sure that you’re creating an experience where everybody’s giving you a hundred.
We have coach James that works for us, and famously, I remember, I think it might have been on a podcast, but he’s like, “Yeah, I don’t remember the last time that advisor didn’t get a hundred in a month.” It had been years since he had one of his advisors have a non-perfect survey. He was number one in the country many times. Yeah, he just kept—we got a lot of sponsors back, and they’re always—they would go back and forth in the group.
The other thing I think that is a killer of culture is as the leader is chasing symptoms. Give me an example. Yeah, so an example of that would be is you get a phone call from an angry customer, and let’s say that they had their car in for service, and we didn’t fix it right. And they would actually bring the car back in and pay another technician to do the job and never figure out what was missed in the first place.
All they do is focus on how fast can I get it fixed and back to the customer, which is important, but they’re never figuring out what happened in the first place that we didn’t fix the car right out of the gate. Yeah, they’re not tracking comebacks. They’re not addressing it. They’re allowing that to happen. Yeah, it’s just that they consider that like a normal part of business.
Cost of doing business. Yeah, the truth of the matter is a comeback to me is I call them gold nuggets of crap. That’s a terrible name, but go ahead. But I think the comeback to me, if there was ever a screw up that was a gift, that’s it. Because what I can do is I can one, fix the problem, and two, there’s a world where we have a comeback and a customer leaves, and they’ll never go anywhere else for service. All you need is that second chance. I’m good normally, but when something happens and needs to get addressed, we’re the best of the best.
Yeah, some of the best customers, it’s still to this day, will reach out to me. I became close to you because there was a problem. There’s no doubt. And how we handle the problem is a big deal. It’s a way to endear people. Forgive if you dramatically overreact, make a big deal, listen to him the second that you know that they know that you care. And then one of my favorite ones on here is they’re just trying not to get in trouble versus trying to get ahead. That kills your culture. Playing not to lose instead of playing to win.
The other one that I had is blame. Blame will kill your culture. If you’re blaming the market, if you’re making excuses and not using any sort of hardship as a reason to get better, you’re using it as an excuse to justify underperformance. That externalization of control, that blame game, is cancer. And it ruins your culture quicker than anything. If you want to fix this tomorrow, you would take a piece of paper and write down every disadvantage you guys have in your marketplace, in your dealership, with your team, with your customers.
Write down every disadvantage that you’ve got and force yourself to turn that into advantages. That’s the way to start thinking about it the other way. And, you know, you’ve talked a lot about closed loop systems. So many of our service managers that work in the industry today, they just don’t want to get noticed. They’re on that little hamster wheel spinning around, hoping that nothing changes, which then kind of leads into creativity. And, you know, I think that’s just the thing is that it’s not that we’re trying to win or lose, it’s that winning is never even on the table. Good stuff. I like that. Fun combo.
Well, thanks everybody. We’ll see you at Top Dog. Look out for your drumsticks in the mail too. We’ll see you next time on Service Drive Revolution.
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. That’s offers.chriscollinsinc.com. I’m Chris Collins, and I’ll see you in the next video.
🔗 Related Resources:
- Top Fixed Ops Performers: What Car Dealership Service Managers and Advisors Do Differently
- Boosting Service Drive Revenue: Proven Strategies for Service Advisors and Managers
- The 9 Reasons Why Service Managers Fail (And How to Avoid Them)
- The Future of Automotive: Culture, Leadership & Service Drive Excellence with Glenn Lundy
- Boosting Service Department Profitability: A Quick Guide for Fixed Ops
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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Book a 15-minute strategy session with our team. We’ll explore how to unlock your dealership’s real value.
