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Customers Trust You. Can They Trust Your Team? | The Operator’s Edge Ep. 3 — Transcript

by Ryan Boccaccio | The Operator’s Edge · 2,040 words · 391 segments · language en · Watch on YouTube

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0:01The Operator's Edge, episode three.
0:04They're not coming back to the shop,
0:06they're coming back to you.
0:08You can buy the equipment, you can buy
0:10the lifts, you can take over the lease,
0:12the phone number,
0:13and the building, the name on the
0:15building,
0:17but
0:18that doesn't automatically mean you got
0:20the relationships
0:22with
0:24all of that.
0:26If you can build a business where people
0:27trust you so much,
0:29they'll drive an hour to see you.
0:31That's pretty special. That's pretty
0:32powerful.
0:34That's the ultimate goal.
0:37But if the trust can't move beyond you,
0:38you got a problem.
0:41Waiting for the day you're not there.
0:43Day off, vacation,
0:46or you're getting ready to
0:47hang it up or try something new.
0:49Today I want to talk about a couple of
0:50people that
0:52helped shape how I think about this
0:54situation.
0:56One's my uncle.
0:58The other's a guy named Big Joe.
1:00Two different situations, one lesson.
1:03It matters anybody try to build an
1:05operation that lasts.
1:07So when they move on,
1:09it'll still thrive.
1:11Be the reason they come back, and build
1:13the operation so you no longer have to
1:15be the only reason.
1:17My uncle's story, you know, what
1:19actually transfers when you buy a
1:20business?
1:21I was a kid, I'd spend a lot of time in
1:23my uncle's shop.
1:25He worked on a couple of my buddies'
1:26cars,
1:28whatever location he was at. East
1:31Denver, West Denver, South Denver, it
1:32didn't matter.
1:34But he ended up in South Littleton,
1:36a shop off Highway 85 and C470, like 45
1:38minutes to an hour, sometimes an hour
1:40and a half from where we lived.
1:42But we'd go down there and see him
1:43anyway because
1:45obviously we knew it was my uncle, and
1:46he'd treat us well, and
1:48we trusted him obviously, and we'd
1:49listen to him and his other
1:51customers, and it was just a good
1:53environment to be in a shop.
1:56And
1:57the last shop that he he was he was at
2:00that that location, he ended up
2:02purchasing the business.
2:05And seemed like a pretty good deal.
2:07I knew the owner from being down there a
2:09couple times and
2:10he and my uncle had a great
2:11relationship. They had a lot in common.
2:14Not only just the cars thing, but much
2:15of other stuff and
2:17I used to remember the time they went to
2:19Don Frisco's to celebrate
2:22the the selling and the buying of the
2:23business, the transfer dinner, which was
2:25awesome.
2:27And
2:28I just remember how
2:30excited and pumped everybody was.
2:33Everybody was taking the next step and
2:36it was a good deal for everybody.
2:39So, we just continued to
2:40go down there and see
2:42my uncle and his technician.
2:45He's also a good dude.
2:48And we drive an hour and a half drive
2:49sometimes
2:51once or twice a month
2:53depending on how we rotated. You know,
2:55cuz we drove a lot downtown school as
2:58well.
2:59Just to see my uncle because we knew
3:01that we were going to get good service
3:02just in not just because my uncle.
3:05My buddies trusted him.
3:07His customers trusted him.
3:09His customers drove from all the way
3:11East Denver all the way out to see him.
3:14Then the business has slowed down.
3:17And I really couldn't figure out why
3:20cuz it was rapid.
3:23Long story short, I was watching my
3:25uncle
3:26sell cars to
3:28pay the bills and things like that, flip
3:30cars, which is a pretty good business.
3:33I just understand why he couldn't do
3:35normal
3:36repair work.
3:38And the long story short is that the
3:40gentleman who he purchased the
3:42shop from
3:45opened up a
3:47a classic car restoration
3:50shop few doors down.
3:53And then he ended up taking some of his
3:54old customers away and
3:56not really knowing what was all said,
4:00it just seemed really weird that that
4:01was going on and there was a lot of
4:03tension
4:04in the shop, which I'd never felt
4:05before.
4:07See that that the former owner was three
4:10doors down.
4:12I understood the frustration and the
4:14discouragement
4:15and ultimately I wish there was more
4:16that I could do.
4:19But
4:20we didn't know that was going to happen.
4:23He didn't know that certain things
4:26were going to happen after the fact
4:27based upon the relationship.
4:30And ultimately
4:32it's just something that happens.
4:34You got to fight through
4:36but I did really struggle for a few
4:37years but he got on top and
4:40looking back
4:41I just wish that I had
4:43more knowledge and experience that could
4:45have helped us back in the day to
4:46maybe secure some more
4:49cars coming in so sales and stuff but
4:52I got a learning experience out of it
4:53and it helped me understand a lot of
4:56different aspects of not only the
4:58automotive business but
4:59just business in general.
5:01It changed some of the questions that I
5:02ask today for sure.
5:05Like when a business changes hands,
5:06what's actually transferring?
5:09Is it just the equipment? Is it just the
5:11location?
5:13Is it just a name?
5:15Or the trust that makes somebody pick up
5:16the phone and come back?
5:18Those are completely different things.
5:21We got Big Joe.
5:23The store manager
5:25is the whole operation.
5:27He did a lot.
5:28With a low car count
5:31he made every ticket count.
5:33He sure did.
5:35He would sell everything and then fix it
5:37all and then
5:39move on to the next one.
5:41Uses junior technicians to just help him
5:43out and service advisor, which he very
5:45rarely had one or two extras.
5:48It was just usually just him and one
5:49other.
5:51And he did it with heart passion that
5:54most people don't have.
5:55Cuz he just wanted to win,
5:57provide for his family, and his
5:59teammates.
6:01And that's what it was all about for Big
6:02Joe.
6:04I remember the first time we met,
6:07he was so proud of the million bucks.
6:08And I said, "You can do so much more if
6:10you just
6:12branch out a little bit.
6:14Start teaching some other people take
6:16the reins to some others and show them
6:19what you know, Big Joe."
6:21But that was very difficult for him.
6:24Some of the things that he grew up
6:26doing, he just needed to do by himself.
6:28And
6:29that's all right, I get it.
6:31It's hard to
6:32let go and teach and coach. It's a very
6:34difficult thing to do.
6:36But ultimately,
6:39he started to pick up on some stuff.
6:41He bought in.
6:43We taught him a lot.
6:46He learned a lot. He was coachable.
6:48He's very coachable and I remember this
6:50one time
6:53I was hanging out in the shop with him
6:54and we did this
6:56brake sale together and
6:58we're going back and forth and just
7:00talking.
7:01And that transferred communication
7:03between each other in the moment
7:05watching the customer just light up,
7:08having some fun with the technicians.
7:10After we sold the job, he looked at me
7:12and says,
7:13"That was awesome."
7:15I can't believe I just did that with
7:17you. I was like, "Dude, that was cool."
7:20And that's when I knew that we had a
7:21good relationship and
7:22special relationship that
7:25he was going to go somewhere from my
7:26teaching. He was going to go somewhere
7:28as he wanted to and he had every
7:31intention to be the best.
7:33What you do what you do
7:36so that you can move on or you can exit
7:39and the store will keep running in the
7:42direction that it should
7:44because you have people underneath you
7:45that are growing.
7:47Cuz ultimately that's what it's about.
7:49That's what it's That's the difficult
7:51part.
7:53And here's where the two stories meet.
7:55While the question is whether the
7:56relationships
7:58transfer with the business.
8:02And with Joe, the question is whether
8:04the relationships can extend beyond the
8:06person who built them.
8:08In both cases, you just can't assume
8:10that it happens.
8:12You've got to plan for it.
8:14You have to do the work.
8:16You have to start with the person.
8:19You have to build the trust. You have to
8:21earn the loyalty.
8:23And you got to teach the team the
8:24behaviors
8:25that earned it.
8:27That's where the difficult part comes
8:29into play.
8:31Those behaviors have to be a part of
8:33everything that you do every single day.
8:35You have to
8:36speak the why every single day and the
8:39how. Teach the how.
8:42That's how you give yourself a chance
8:45to exit the right way with somebody
8:48taking
8:49the reins and going to the next level
8:51in your place.
8:53If you're an owner or manager,
8:56we're going to do a little exercise and
8:57I know we're starting with three things.
8:59First, identifying
9:01customer experience that
9:03still depends on you.
9:06Who gets asked for by name? Who handles
9:08the difficult conversation?
9:10Who gets called when the customer
9:11doesn't understand the recommendation?
9:16Pay attention to those moments
9:18cuz that's where the trust lives.
9:20Second,
9:22make the way you handle those moments
9:24teachable.
9:26Bring somebody with you.
9:28Let them listen.
9:30Let them hear how you talk to them.
9:32Walk them through with the why
9:34you asked the question.
9:36Show them how you respond to the
9:37customer when they're frustrated.
9:39Every little step matters in this.
9:43Don't just give me the answer. That
9:44doesn't do anything.
9:46Help them understand the judgment behind
9:47it.
9:49Third,
9:50introduce the team
9:53before you disappear from the
9:54relationship. During the coaching
9:56moment, during the
9:58day off exit, during the vacation exit,
10:00or
10:01during the exit.
10:03Let the customer hear you express the
10:04confidence that the person that's going
10:06to be taking over for you is the person
10:07to take care of them
10:10for the next
10:11however long.
10:13Because you have to be the bridge of
10:15trust.
10:17And your team needs more responsibility
10:19and they need to understand
10:21that you trust them and you believe in
10:22them
10:23and that will make them follow through.
10:26So, try one hand off this week.
10:28Here's something practical that you can
10:29do.
10:31Take one customer interaction that
10:32normally comes straight to you.
10:34One. Just don't try to rebuild the whole
10:36business.
10:37One.
10:39Have a team member
10:40watch you handle it.
10:43Explain what you did.
10:45Why you did it.
10:47The reasoning behind it.
10:50Then have them handle the next one
10:52while you're right next to them.
10:55And then talk about it.
10:57What went well?
10:59Where did they hesitate?
11:01Where did they need more confidence or
11:02knowledge
11:03or assertiveness
11:05or awareness?
11:07The conversation matters because if
11:09every handoff
11:10ends with you jumping back in and and
11:13taking over, well, you haven't done your
11:15job.
11:17Just start small. It takes time.
11:20Be honest with your your teammate.
11:23You're learning just as much as they
11:24are. And when you go at it like that,
11:25then
11:26that's really special because they know
11:28that you're just trying the best that
11:29you can. They They understand that you
11:32you believe in them and they're trying
11:33the best that they can.
11:35The goal is to grow someone who can take
11:37care of the
11:38customer and make a sound decision when
11:40you're busy, out of the building,
11:42or working on something so that you can
11:43take your time.
11:45That's what it's about.
11:47Taking your time is very important.
11:49Being able to
11:51reflect
11:53is extremely important.
11:56In closing, I think about my alcohol and
11:57I think about Joe
11:59and the stories behind each of these
12:01businesses and what they went through.
12:05The years that they put into them, the
12:06energy, the relationships, and the hope
12:09that the work is building something.
12:11And I want that every time a better
12:12chance of lasting, so that means paying
12:14attention to
12:15what actually makes people come back.
12:18If it's you that own that, be proud.
12:20Be proud of the trust that you've
12:21earned.
12:23Then develop the people
12:25who you work with
12:27who can carry with you
12:29and to the next level without you.
12:32Be the reason they come back.
12:35Then build the operation so that
12:37you're no longer the only reason.
12:39This is the operator's edge.
12:41This page is thinking of an owner or
12:42manager who carries everything. Send it
12:44to them.
12:46And tell me this, what's one thing in
12:47your operation that you still can't
12:49leave,
12:51take your hands off of,
12:53or can't happen without you?

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