Most struggling service departments say the same thing:

“If we just had better people, we’d be fine.”

However, after working with thousands of dealerships, one truth becomes clear:

Systems in Fixed Ops matter more than individual personalities.

In SDR #348, the discussion centers on why most coaching candidates get rejected — and what truly separates high-performing leaders from everyone else.

The answer is simple but uncomfortable.

It’s not about charisma, popularity, or effort.

It’s about systems.

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The Difference Between “Fixers” and Managers

When interviewing coaching candidates, one question reveals everything:

“What’s your recipe for fixing a department?”

The wrong answer?
“The people.”

Strong leaders understand that fixing a department is about designing and enforcing structure. Weak leaders rely on personalities.

There is a major difference.

A “fixer” can explain:

• The order of operations
  
• The key metrics that drive profitability
  
• The predictable bottlenecks
  
• The system breakdown points
  
• The step-by-step correction process

If someone cannot clearly describe the recipe, they likely never fixed anything at scale.

And that lesson applies directly to SERVICE MANAGERS.

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Why Most Service Departments Lose Money

Many departments operate emotionally.

When performance drops, leaders say:

• “We need better advisors.”
  
• “We need better techs.”
  
• “We need more traffic.”

However, without strong systems in Fixed Ops, even great employees fail.

Bad processes create:

• Lost keys
  
• Unanswered phones
  
• Inconsistent repair order averages
  
• Technician frustration
  
• Customer dissatisfaction

Over time, strong employees either adapt to the chaos or leave.

This is why high performers often exit weak environments. Good people do not thrive in broken systems.

If you want to understand how metrics expose these weaknesses, you may also find value in our related post on Net Promoter Score in Fixed Ops: What Service Managers Need to Know. Customer satisfaction is often a reflection of internal structure.

Leadership Is Rare — Management Is Common

Another powerful point from SDR #348:

True leadership is rare.

Most leadership training focuses on motivation or communication. Very little focuses on system design and enforcement.

Real leadership requires:

• Understanding human behavior
  
• Removing personal bias
  
• Designing intentional processes
  
• Holding consistent standards
  
• Accepting short-term discomfort for long-term gain

Many managers want approval.
Strong leaders prioritize structure.

And that difference determines profitability.

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The Situation Always Wins

There is a concept discussed called “The Person and the Situation.”

Humans naturally believe the person is the most important factor. In reality, the situation — or system — usually determines outcomes.

Consider this:

A talented first-round quarterback drafted into a dysfunctional franchise often struggles.

The same talent placed into a disciplined system succeeds.

The difference is structure.

This principle applies directly to dealership service departments.

When systems in Fixed Ops are weak, performance is inconsistent — no matter how talented the staff.

If you want a deeper dive into accountability and standards, you may also find insight in our related article: 9 Reasons Service Managers Fail in Fixed Ops (And How to Avoid Them). Many of those failures stem directly from weak systems.

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Why “We Tried That Already” Is a Warning Sign

Struggling departments often say:

“We tried that already.”

However, trying is not doing.

Trying is temporary.
Doing is structured and sustained.

Effective systems require:

• Continuous reinforcement
  
• Clear measurement
  
• Ongoing adjustment
  
• Non-negotiable standards

Without reinforcement, every new initiative becomes a “flavor of the month.”

Strong leaders understand that consistency builds momentum.

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The Bias Problem in Fixed Ops

Humans crave validation and approval. Because of this, leaders often avoid structures that make people uncomfortable.

However, when managers prioritize being liked over being effective, the department slowly declines.

Structure creates:

• Clarity
  
• Accountability
  
• Confidence
  
• Profitability

When standards are clear, even tough leadership earns respect.

Ironically, many employees later describe their toughest boss as their best boss — because structure helped them grow.

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Can Great People Save a Broken System?

Short answer: rarely.

You can survive mediocre people with strong systems.
You cannot survive strong people inside broken systems.

Over time:

• Good employees burn out.
  
• Frustration spreads.
  
• Profitability erodes.

This is why systems in Fixed Ops hold the true leverage.

Structure protects culture, protects profit, protects performance.

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What SERVICE MANAGERS Should Do Next

If you lead a service department, ask yourself:

• Are standards written and enforced?
  
• Is production measured daily?
  
• Are bottlenecks predictable or chaotic?
  
• Is accountability consistent?
  
• Can you clearly explain your department’s operating recipe?

If you cannot describe the system clearly, the system likely controls you — not the other way around.

High-performing SERVICE MANAGERS do not rely on hope.
They rely on structure.

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Final Thoughts

People matter.

But systems determine results.

The strongest SERVICE MANAGERS understand that leadership is not about being popular. It is about building environments where performance becomes predictable.

If your department is struggling, do not start with personalities.

Start with structure.

Because in Fixed Ops, systems win.

Frequently Asked Questions (FAQs)

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FULL VIDEO TRANSCRIPT

The Miracle on Ice and Olympic Storylines

Welcome everybody to the big show. We have an exciting conversation for you today. I’m Chris. That’s Hogy. Adam, we’re all here. And we’re going to talk about—I don’t know how to say this—we’re going to talk about why I never approve any new people in the company. Coaches specifically. Why I decline, and Adam and Hogy put up a bet that’s going to be pretty interesting because I’m going to have to get ice in order for this bet to pay off. Need something. And we talk about the American hockey team and gold medal and much, much more coming up right now on Service Drive.

Do you guys watch any of the Olympics? Did you watch the closing ceremony? I did not watch. Where were the Olympics this time? Milan, I think. At least you know. No, nobody’s watching downhill skiing. A little bit of tobogganing, I think. Or was that a Disney movie? But I did catch what we should be talking about, which we haven’t been talking about, is the USA winning the gold in hockey since 1980. We haven’t won. So, that’s huge. Crazy. The women’s hockey team, right? They won the men’s, man. Come on. Like, have you ever seen the Disney movie The Miracle on Ice? Or it was a thing, The Miracle on Ice? No, I’ve never seen that. Oh, man.

The Miracle on Ice and the Kosh Patel Controversy

Dude, what does that have to do with women’s hockey? You’re killing me. Come on. Men’s. Did you see Kosh Patel partying with the American hockey team? Oh, so you got that? He was getting what? Some slack on that. I don’t understand why he was getting slack on it. I mean it’s a big deal. Especially to beat that Canadian team—that’s in overtime, dude. Yeah, overtime. That’s nuts. I did not expect about that one soon also.

Like there was a whole storyline; they not only were they the underdog, but one of the main guys on their team died just a year or two ago in a bicycle accident, right? And his family wasn’t going to come and then they ended up coming anyway and they took his kids on the ice for the team photo after. Like there’s a million storylines in that one story. Pretty cool deal.

NBC and the Art of Storytelling

You know what that tells me, Hogy? What? That you were watching the Olympics on NBC because that’s all NBC does is tell the story of the story of the story.

It’s not about hockey. It’s about the guy who died and it’s just—they’re so good at that, but that’s all they do. Like the whole thing, when we had that guy talk at Top Dog that does the Super Bowl and all that, he was just saying it’s just the story because how do you get somebody interested in downhill skiing? Nobody cares about downhill skiing.

You got to tell the story behind the person and how hard it was for them to get there and make them interesting to the audience and then they root for the sport. But most people don’t care about 90% of the sports that are in the Olympics. And so you got to tell the story behind it. It’s the same with American Idol or any of those shows. But it sounds like you were watching because I didn’t know any of that.

Pond Hockey and Country Living

Well, no, actually we were watching Hogy. Remember we had a boot camp a few weeks ago and we were watching curling. What is—dude? Yeah. Have you ever done curling, Chris? I can answer that. There’s no way he’s done curling. No, I have. I have. I’ve actually played hockey, too. When I was a kid in Washington, the ponds would freeze over in the winter, and you would do that stuff. Like, we would play hockey and all that. And then every once in a while, somebody would fall in the lake and die. But yeah, our ponds would freeze over.

I fell several times. Bruised my knees. Definitely wasn’t going to try to put on skates. I’ve been ice fishing, Hogy. It’s such—I’m such a city boy that nobody thinks that I’ve ever done any of that country stuff. I know how to ride a horse. I’ve fed the animals before. We’re going to have to do like an SDR Oklahoma so we can ride a horse and fish. No. Hey, the true test audience wants to see Chris on a horse and 25 feet up in the air in a tree and sitting still shaking because it’s so cold.

Family History and Hunting Safety

I’ve never really been deer hunting because I grew up in a family where my grandparents’ best friend’s son was shot on a trip and it was very present in everybody’s—everybody was very traumatized by it. He was like 12 or 13. He was best friends with my uncle and his sister was best friends with my mom and they were the same age. I’ve always been afraid of it because of that and I can see that he had on the orange. I would say that’s one thing that didn’t happen when I was growing up. I’ve been bear hunting oddly, but I’ve never been deer hunting. The bear hunting was with dogs, too, by the way.

From what I’ve recalled, it definitely is. I’ve never been bear hunting, but I think turkey hunting—public land scares the crap out of me. Anyone that watches this is probably like calls me a primadonna for hunting. I’m lucky to go on some private land, but that’s where I think most accidents happen is on public land.

Turkey Hunting and the Importance of Safety

And turkey—how does Brooke feel about the fact that you married her for her parents? How does Brooke feel about that? For the ability to hunt?. Honey, I love you, but I’ll be at your dad’s. I think she knows better because I never grew up hunting as a kid. So, that was definitely not the draw, but it is a draw because it’s fun. Maybe it’s an excuse to get me out of the house.

I’ll tell you, it’s a big hit at the Super Bowl party: the meat sticks and the jerky. I ate a ton of the jerky. I did, too. People love the meat sticks more. This year’s is good. This usually is really good. So, we’re eating what you kill. That’s what it’s all about. Back to turkey: what’s very bad is it’s red and blue on the neck of a turkey signals where a lot of people—don’t wear red and blue when you go hunting.

So, that’s where a lot of accidents happen. And there’s so much more excitement in my opinion when it comes to turkey hunting that there’s more accidents because as soon as you see them because they’re very sight-driven and seeing you. So that’s where I think that’s more scary besides the deer. But definitely hunting safety is crucial.

The Quest for New Coaches

Okay. Well, it was a big deal that America won the gold in hockey. Pretty fun. We should be running around with the American flag on our backs just like they did after they won and scored that overtime goal. At least go back and check that out. I probably watched the clip of them winning and jumping on the ice and everybody going crazy like 10 times. Good. Pretty funny. That’s all you need. Full disclosure, that’s where I watched most of the highlights and everything was not on NBC but on Instagram. I’ve watched all those clips over and over and over again and keep learning more about the story.

I don’t know. There’s just a lot there that I was thinking about going through. I’ll tell you one other thing: I’m going to celebrate like that whenever—we’ve been interviewing a lot of coaches and we have some coaching openings—I’m going to celebrate like that. I’m going to run around on the ice with the American flag whenever we get Chris to say yes to one of these coaching candidates. I agree with you.

I’m actually going to have a trophy where we drink out of like the cup, like a Stanley Cup winning if we’re talking about that. I thought for sure we had it with, we’ll call him Mr. X as our in-house code name. You mean Mr. Why Not? Yeah. I thought we had it with that one, but I—what do you mean that with that one? It’s been three or four maybe. Four. Yeah. I thought it was like three strikes throughout, but we’re going.

The Traits of a Fixer

It’s funny. So, for the audience out there listening, we’re hiring coaches. And for us, it’s really hard to train a coach. Like, let’s just talk about that for a second. We interview and we get to this point, but the talent that it takes to do it, the sacrifices you make, the travel—it’s not an easy gig to do. And so, there’s just certain things that you look for, but the one main thing is that you have to be addicted to fixing stuff. People that are addicted to fixing stuff have certain characteristics. And I will even say those characteristics because you can’t fake them. There’s no way to fake it.

So if you’re addicted to fixing stuff, you will have a long track record of stories of how you fix stuff, right?. So, if I ask somebody like, “Okay, well, tell me about the things that you fixed,” they will have a bunch. And then if I ask them to tell me the recipe for how you fix something—and mostly we’re talking about service or parts departments—what is the recipe for how you fix them?. There’s a certain answer or a style of answer that will tell you that they actually know what they’re doing or they know how to fix something. One telltale sign there too is that they see it as a system.

The BMW Decentralized Electronics Nightmare

Hogy, I think you and I have talked about this before and this might be abstract for some of our listeners but you’ll understand. In 2002 or 2003 BMW switched the operating systems in their cars. Is that how you would explain it? Yeah. I don’t know that anybody cares about the technical term, but they went to something called decentralized body electronics. So, it was an absolute nightmare. And I was running a BMW store as a general manager at the time, and we had techs that just literally packed up and left. They were just like, “I’m never working on one of these cars again”.

But BMW for a long time tried to pretend like the cars weren’t what they were. And so they weren’t paying techs to do the work. They weren’t paying our techs to figure out what they didn’t know yet. These techs had spent two days on something and they would pay them an hour. It was just really frustrating. And so like if I asked you on a 7 series, your approach to replacing the wire harness—the wire harness on these cars went through the whole car, right? And I don’t know, what did it pay, 22 hours?. It started out at something and then like most of that stuff, went from like 40 hours to like six.

The Mindset of a Master Technician

But being a technician like you would be able to explain to me your approach. It’s a big job. It’s a hard job. You would explain your approach, the order of things, and then eventually what happened is some of the technicians figured out that you can solder and fix the harness without removing it, right? But you would be able to talk about the steps and the process in order to make time. And then I would say, “So, how long can you do on it?” And you would go, “Oh, I could probably do it in about seven hours and it paid 22 hours or whatever it was”. Like, you would know how to make time on it because you’re a fixer.

Even though you probably didn’t want to get a wire harness, if you can do it in seven and it pays 22, you weren’t going to say no to that job. And you were probably one of what, three techs in the shop that could do it because everybody couldn’t do it. And so you would be able to tell me your approach and your thought process and why things work and why other things don’t work. You’d also be able to tell me mistakes you’d made along the way because the mistakes along the way were a learning process. They weren’t an indictment, right? You weren’t afraid to make mistakes because it was all lost anyways. It was a disaster for everybody the way that those cars were launched and how they were in the beginning.

The Process of a Hunter

I guess I could probably ask Adam what the steps are to catching a deer. He’s going to say, “Well, you wear these certain clothes and you don’t want to smell like breakfast burritos”. You’re not going to douse yourself in Old Spice cologne when you go hunting, right?. You know what you’re going to douse yourself in? What? Not that I have. Well, it’s not going to be coyote piss, right? No, it’s doe urine. So, but not coyote because coyote would—they would avoid that, right?.

So, your coyote urine cologne would not be what you were using that day. That would be for something else. Hopefully when you and Hogy are running around on this ice with American flags when we hire a coach, you can wear it for that. But you would understand the process, right? You’d be able to talk about the steps to be able to catch deer. You’d be really quiet up in the blind, right? Am I correct or incorrect, Adam? Yeah. A process. You’d be able to talk about a process.

System vs. People Bias

And so then if I’m interviewing somebody to be a coach and they aren’t addicted to fixing stuff, they aren’t going to be very good at what we do. They aren’t going to want to learn because we’re going to teach them a lot of stuff and we need somebody who wants to learn and get better and improve. But they also don’t think of things in a recipe. They’re more emotional about it. And most of the time, the people that aren’t good at fixing stuff are more worried about appearing successful versus actually having a track record of turning stuff around.

When they get to me, that’s the thing that I’m looking for—they can break down a recipe, how to fix something, and then there’s certain things inside of that recipe that tell me they know what they’re doing. And I’ll tell you the number one thing that isn’t the answer when I say, “What’s the recipe to fixing a department?” The people. If they say “the people,” they’re usually not fixers. It’s kind of funny.

Our interviewing with some of our clients, it’s the first thing that they’ll go to, too—or any other sort of business. It’s about the people. When I first started doing this, I was 24, right? So, I was really trying really hard to be good at what I was doing. And I just came to this realization by the time I was like 26 and I’d read a lot of books and I was learning and I had gone out and spent time with people that turn businesses around not in automotive like in other industries—turnaround types. And one of the things that I figured out pretty early that it was the system that holds all of the leverage.

The Leverage of the System

I would tell people that because I was so excited, right? I’m 26. And dealers would ask me like, “How do you do what you do? How are you getting these incredible results?” And I would be like, “Oh, it’s the system.” And they’d go, “No, it’s the people”. And I would be like, “No, no, I’m telling you, it’s not the people. It’s the system”. And they would be like, “You cold-hearted—how could it not be the people? We’re people. We want it to be us.” The most biased thing for people is people because you’re people, right?

I get it. I get that you’re biased for people. But if you really want to know the truth, it’s not the people. The people are the second ingredient. And honestly, if you have really good systems, you can survive with mediocre people. You don’t want to, but you can. The flip side of that is if you have really good people and bad systems, you’ll run them out. Like good people don’t want to be in bad systems. They don’t want to do things three times. They don’t want to get caught in a trap.

Just think about the departments we’ve gone in where the advisor’s not at their desk, they’re washing a car. They’re looking for lost keys. And then the phone’s just ringing off the hook and they’re like, “Oh, no, Chris. What we need is more traffic.” You’re like, you’re averaging .7 a ticket. I don’t think you need more traffic. I think what we need to do is fix the average before we talk about more traffic. More traffic will just make more lost keys.

The Red Flag of the “Likable” Manager

It is funny how the more stores I’ve been into and I did this job for a couple of years before I started catching on to this thing. When you go to a store for the first time, it’s interesting. One thing that makes me very nervous when I get to a store for the first time is if everybody is just in total love with the manager. Like, “Oh, the manager is the best thing since sliced bread.” Often times why that makes me so nervous is everybody’s allowed to do what they want.

When there’s great leadership, you get to a store and if I ask about the manager, they’ll be like, “Man, he’s tough.” Like he’s super tough. But I left here two years ago and I came right back because we got a good team and people are attracted to structure and a good leader provides that structure.

Leadership, Structure, and Managing “Disgruntled Teenagers”

The unfortunate thing with that is when somebody says it’s the people and they don’t understand that leadership is about providing structure. Jordan Peterson says it the best: “People are bad managers of themselves.” And so when you’re leading a group of people, most of us as adults—really truly—we’re still disgruntled teenagers as employees.

From a leadership standpoint, you got to realize like you got a bunch of disgruntled teenagers. There has to be structure and discipline and there’s no way to lead them outside of that. It is an interesting thing when you get to the store like you’re kind of judging the book by its cover a little bit. But a lot of times it’s pretty spot-on like if they’re like, “Hey, the guy’s tough but fair”. A lot of times it’s a great indicator of good leadership and then if they’re like, “Oh, we love him,” it’s usually because they can do what they want. Usually in that situation, they’re not making money.

When they’re losing money, you either have they love the manager and they’re losing money, or the manager is just a ghost. Like, he has no presence. He’s there, but he has no presence whatsoever, he’s just reacting all the time, he’s not intentional about making anything happen, he’s just surviving.

Recognizing Great Leadership in Hindsight

I was talking to a general manager about this same thing one time and he had just got the opportunity to come back to the group that he was at. We were talking about that very thing because it happened to him and he’s like, “I’m really grateful to be back in this opportunity.” They were letting him buy in for ownership. And he said most people—”I fell into the same group of people that when they’re under good leadership a lot of times they don’t know it until they’ve left”.

It made me think like you hear that a lot out of people too where they’re like, “Oh man, I didn’t know it until years later, but that guy was the best boss I ever had”. He knew he had left great leadership and he was just grateful he got to come back to it because a lot of times if you’re under somebody that’s putting the pressure on you to get better, that doesn’t always feel good, right?.

The High Bar of Real Leadership

It’s funny that you say that because for the longest time I wanted to write that leadership book because of this exact subject because most of the time the leadership training out there is bad management training.

I’ve yet to be in a leadership training workshop or book that tells you how real leadership works and I was just always frustrated about that—that nobody wanted to really talk about leadership at a high level. Real leadership is a completely different thing. Leaders are one in a million. I tried to count how many people we’ve worked with that I thought were real leaders. And it’s less than 10 for sure. It’s very rare that you run into a real leader that understands human behavior and marketing and sociology and is a good orator. It’s a high bar to be a true leader.

Results-Oriented Leadership and Detail

Most of the training you can go to, people give that answer that the biggest key to fixing something or even what’s the key to leadership is “the people” because of all the bad training and books out there. It’s just like a canned response that is in that world. But it is interesting if you’re looking it through a results-oriented lens—what does the business look like? What does the customer experience look like? What do the facilities look like?.

Just all the attention to detail. When there’s great attention to all of that detail, the answers you get from the employees about the manager and about the process—if there’s so much clarity around the system and structure and process, the other employees end up being the guardrails for the process. There are all those little things that you notice and when you know what you’re looking for, what I didn’t realize before is that that was leadership. There was somebody pulling those strings somewhere and somebody at the control of that machine.

Addressing Causes vs. Symptoms

The bias is an interesting thing and everybody’s experienced that, but I experienced this recently with somebody in my family where they need to lose weight and they go to a doctor and then the doctor doesn’t talk to them about eating better and exercising. The doctor wants to do lap band surgery and treat the symptom, not the cause. To the man with the hammer, the world is a nail. Of course the best solution for this problem is the thing that that doctor gets paid to do. He doesn’t get paid for somebody to change their diet, work out, have better habits. What pays is to get the surgery.

Well, as humans, that’s us. We’re biased. At the core of every human being, what we’re looking for is validation and approval. We want to feel like we belong, that we matter. It’s the reason why Adam got dressed and he’s not walking around without clothes on. It’s the reason why he combed his hair. We want to fit in and we want to be liked. And so as humans, that’s our bias. We want to think that humans are the most important thing. There’s that book, The Person and the Situation. It talks about how we as humans think that the person is the most important thing, but it’s always the situation, which is the system or the process.

The Cleveland Browns Illustration

They use the analogy of a first-round quarterback getting drafted to the Cleveland Browns. Those teams are notoriously—the Bears think, “Oh, one more time we’ll draft a quarterback in the first round and that’s going to win it for us”. And it ends up getting a better coach and not having a great quarterback got them two games away from the Super Bowl, right?. They did better last year than they’ve ever done. And the difference is the coach. Same thing with the Patriots last year. The difference is Vrabel. It’s the same players pretty much.

So, we’re biased and that’s a part of leadership—understanding that our biases are affecting everything that we do. When you step into a situation and you’re going to lead, you got to put your biases aside and analyze the situation and the potential for what it is and then design an intention. And it’s always interesting when you go into a service department that’s losing money and the manager isn’t like, “Hey, Hogy, I know you fixed a lot of departments. How can I make this thing make money?”. They’re telling you all the reasons why change won’t work, even though the only way to get a different outcome is to change.

The Difference Between “Try” and “Do”

We’re not going to try it. We’re going to do it and it’s going to work because it just does. Maybe you tried it, but you didn’t do it. Try isn’t in our vocabulary. Do is in our vocabulary. I don’t think anyone can actually have tangible results of them actually trying certain things. A lot of things that I’ve come across through the years is, “Oh, we’ve tried that already.” Okay, can you tell me more about it? Because there’s something in that process that they actually maybe did try to execute that didn’t effectively try to execute or was a flavor of the day.

Flavor of the week or flavor of the month. I think there’s a lot of things that continuous improvement—set it, tweak it, keep going and then tweaking it as we go to improve on that. In my experience, bad systems can make good people turn sour, too. I’ve seen that happen multiple times and that’s the worst. Is there a way of turning back if you did get a good system? Everyone likes change, but they love their own rate of change. I like change, but at my way of how I want to change. But if you can put that aside and be somewhat open-minded and actually doing it, I think that’s a huge difference.

The Rate of Change and Finding the Right “Fixer”

I wrote that down: “They love their own rate of change.” It’s so true. I guess we would love to see you guys both run around in speedos on the ice with an American flag. No, no, no. I don’t want to see that. I have high hopes. It’s funny you bring up The Person and the Situation. Adam and I interviewed a guy today and he talked about the person in the situation because you recommended the book to him a couple years ago. He worked with Southeast Toyota and a couple of their dealers.

He’s worked on the dealer side and the corporate side. So he knows you from that relationship. That’s how he brought up the person in the situation. If you’re listening to this and you don’t work for a current client of ours and you like fixing stuff and you have a track record, apply so I can prove these guys. We’ll record the interview so everybody can see what it looks like when you can explain how to replace a wire harness on a 2003 7 series in a speedo with an American flag running around America.

The Situation vs. The People

Did you guys really interview somebody today or is that a joke? No, that’s a true story. And he brought up the person in the situation. It was a great interview. I thought that was really interesting. But that is the thing—it’s the situation. It’s not the people. The Cleveland Browns illustration just resonates with me on a high level. Not the Chicago Bears analogy. Do you know they’re moving to Indiana?. Don’t get Adam started on that. Serve me up somebody fun that knows how to fix stuff. Working on it. Evidently, there’s one in the hopper that’ll show up on my calendar. High hopes.

Okay, everybody. We will 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

• Net Promoter Score in Fixed Ops: What Service Managers Need to Know
• 9 Reasons Service Managers Fail in Fixed Ops (And How to Avoid Them)
• Shop Foreman in Fixed Ops: How to Drive Production and Culture

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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