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Shop Talk Her Way is where former shop owner and coach JeanAnn Saint Grace opens up the books on what it really takes to run a profitable, sustainable, and well-balanced auto repair business.
With decades of experience in bookkeeping, operations, and leadership, JeanAnn brings an honest, no-fluff approach to shop management — all from a woman’s perspective. From financial systems and staffing to communication and culture, she shares insights that help shop owners (and especially women in the industry) take control, build better businesses, and enjoy the ride.
Whether you’re turning wrenches, balancing the books, or scaling to your next location, you’ll find encouragement, strategy, and a healthy dose of “you’ve got this” in every episode.
Shop Talk Her Way is an AutoFix Auto Shop Coaching production — helping shops thrive, her way.
Thanks to WorldPac and the WorldPac Training Institute (WTI) for sponsoring Shop Talk Her Way. Visit worldpac.com for the latest in auto parts distribution and wtitraining.com to explore training programs that can take your career to the next level.
JeanAnn SaintGrace [00:00:00]:
There is a lot of art to it. And like I said, there's a lot of gray area. Right. In a lot of ways, being a service advisor is like being a general on a battlefield. The battle plan is only good until the first shot is fired and then everybody's going to plan B through F. Right. This is Shop Talk Her Way with JeanAnn SaintGrace.
JeanAnn SaintGrace [00:00:26]:
Have you ever thought that you have an artist in your shop? Someone who knows how to blend the technical with the personal, Someone who's bridging the gap for you and your customers every single day? Hi, this is JeanAnn SaintGrace with shop Talk Her Way. And I'm here today to talk to you about your service advisors. And this really is for everybody from shop owners to advisors to technicians. I want to really talk about the, the role that your service advisor plays in the shop. There's a lot of finger pointing, for lack of a better term, across the industry of, you know, whose job is it, whose fault is it, the front against the back, the conflict, this, the that. And as you well know, I'm, I'm out here beating the drum that we really need to remove that conflict. There's really no room for that. We should all in the shop be on the same team, wanting the same things, trying to pull in the same directions to achieve the shop's goals and to serve the customers.
JeanAnn SaintGrace [00:01:33]:
And I've often talked about, like, the science of being a service advisor and that's having the technical knowledge, knowing what parts do what so that they can explain that to the, the customer. But there's also an art to it. There's an art to how they talk, how their tone is, the words that they use, the, the metaphors that they have. The knowing the difference between customer A and customer B and customer C and customer D, you know, all the personalities that, that they cross paths with. And while, like I said, there are rules, there are even laws, you know, we talk about buying personality and how to identify that. We talk about, you know, technical writing. How do they write out a work order so that it's understandable and the client can, under the customer can understand it. And the challenge there is that, you know, the advisor's working with a lot more personalities from the public facing side than in the shop side.
JeanAnn SaintGrace [00:02:42]:
So from the shop side, do they need to know their techs? Yes. Do they need to know their strengths and weaknesses? Yes. And there's an art to that. Right. But that's a finite group of people. That's three, four, maybe more. But if you have more Than four techs, you should probably have more than one service advisor. You know, how much traffic can one service advisor handle and still do a good job and still take the time with the customers that you need them to.
JeanAnn SaintGrace [00:03:10]:
To make every customer have a personal experience. So there's a lot going on, right? They need to know the internal personalities of their team, and then they need to know the personalities of the customer. And I have said this before, and I will always say it, that a lot of times the people approaching us from the other side of the counter are in some kind of crisis. It's not their best day. Chances are, if their car's broken down, then, you know, they're late for something, their plan got trashed for the day, whatever that looks like. And we can very easily put ourselves in their shoes and be like, yeah, I can see how you're having a bad day. And in that space, the art of the service advisor is to be that advisor to maybe help them handle logistics, to make sure they have a ride to work, or is there somebody that they can call or have we called a tow truck for them to make sure that the car gets towed in? You know, all the things that we do at a level of hospitality to help not only add value to the experience of the customer, but also know that we're holding them, that we're taking care of them, that that's really like the next level of making the customer feel super comfortable. That even though we know they're in crisis, we're that solid energy that.
JeanAnn SaintGrace [00:04:41]:
That center of the storm for them where they can walk in and. And step out of the swirl of life and. And be in this space with us as an advisor where we can help them get through this and that they can trust us to do that. Any service advisor has had the customer come in who immediately doesn't trust us, right? They're like, every shop is crooked. You're all just trying to screw the public. I'm here, you know, I've got me at the barrel of a gun. I'm at your mercy. Just take my wa.
JeanAnn SaintGrace [00:05:11]:
It. You know, we've all. If anybody, you know, everybody who's been on the counter has had that experience. And so it's important that the advisor learn how to not take that energy on. To understand this person is probably in a stress situation. They may have had bad experiences before. And it is. It's important that as an advisor, they hold their ground, keep their cool, not get baited into those situations or let their energy shift or change.
JeanAnn SaintGrace [00:05:47]:
Because this person is coming at them kind of in chaos. And I really want, if you've never been on the counter, like, give the advisor some grace. This is not the easiest job in the world. And honestly, we can make our jobs as hard as we want to, but as a whole, there's outside forces making our jobs hard enough. So we should try to make our jobs as easy as possible, not make them harder. And sometimes the harder comes internally. Sometimes there's expectations that are honestly too high or there's too much, or they're not playing to the strengths of their people. And sometimes that's taking an emotional toll.
JeanAnn SaintGrace [00:06:43]:
You know, we talk about people getting jaded. We talk about people kind of losing the passion for what they do. And I'm going to tell you that life is too short not to be passionate about what you do, because either the thing you do is your passion or the thing you do fuels the passion through your paycheck. Right? So we have to find this place of passion and excitement because a lot of times life in a shop can be wash, rinse, repeat, and feel like, you know, it's, it's groundhog day or it's same site up every day. And so we have to find freshness. We have to find ways to make it easier because life and the outside forces on us are going to make it harder. So I want to really think about, like, what does the advisor do after that moment where they've got the customer understanding, I have your back. I'm here to help.
JeanAnn SaintGrace [00:07:43]:
Now what do I. Now what do they do? Well, of course they're going to take in information. They're going to perform their take in process. They're going to write down the customer's concern, try to get as much information as they possibly can that is pertinent to the situation. Maybe some side notes that maybe aren't specifically related but might come come in handy later. Organizing their thoughts, helping to translate from the customer to the technician, what do we need to do to this vehicle? And there's a lot of detail work in that, right? The catalogs are weird. The labor guides are funky. As much as we'd like to say, a lot of this is black and white, I honestly believe that an advisor's in gray area a lot of the time.
JeanAnn SaintGrace [00:08:30]:
And so that in itself creates stress. So now we're kind of seeing like the layers of stress that are coming towards an advisor and the there's there. They really get it from all sides, like, depending on how you look at it. The way I see it, your technicians are getting pressure to, to do the right thing the first time, to get things diagnosed quickly, to get jobs done thoroughly, completely and not have any comeback. That's one layer of pressure, right? And then on the owner side their pressure comes from need to pay the bills, need to keep the, the shop running, need to have the right people in place. That's another level of pressure. But where the pressure really coalesces is around the Advisor. The advisor's getting pressure from the, the production side, from the, the tech team to you know, take all the information that they're gleaning from these vehicles and put it into language, share with customer detailed data, the whole thing, right? Everything from what is the charging system readout to explaining how they've tested a check engine light.
JeanAnn SaintGrace [00:09:47]:
And then they've got this pressure from the owner because they're the nexus of the shop. So what's coming from the text flows to the advisor, flows to the customer and then there's an owner over here with expectations, goals, KPIs, whatever you want to call those. And then there's pressure from the customer side, you know, needing information, wanting information, feeling the minutes tick as their cus, as their car sits in the shop, right? There's, there's a lot of pressure and there's a lot of moving parts and it's, it's a lot, right? If any, if anybody out there has done this job, it's a lot of work. And you know, there were times when I would run around the shop, you know, starting 7:50, 8:00 clock in the morning, up until 5:30, 6:00 clock at night, just, just circling back. What's on my next clipboard? What's on my next clipboard? Print out paperwork, call a customer, circle around, pick up paperwork, talk to the tech. You know, there's, there's really never a dull moment and in some ways that's very rewarding because you're moving and you're flexing and you've got all these things done. But at the end of the day the only thing you really have to show for all the effort that you made is a stack of papers and maybe some kind customers, a nice Google review. You know, there's other ways that you get feedback, but on a day in, day out basis.
JeanAnn SaintGrace [00:11:09]:
The only thing we have to judge is how many cars did we get in and how many cars should we get out. And that's represented by a stack of paperwork. So where, where does the art come in? The art comes in and how does the advisor handle this? I've been lucky to get to work with a handful of advisors over the last several months and train in, you know, train them up. They already had good skills. We're just honing their skills and really getting them to the top of their game. And there is a lot of art to it. And like I said, there's a lot of gray area right? In. In a lot of ways, being a service advisor is like being a general on a battlefield.
JeanAnn SaintGrace [00:11:53]:
The battle plan is only good until the first shot is fired, and then everybody's going to plan B through F, right? So as much as we try to prepare as advisors to have a conversation, we know that we're going to get thrown a pitch that we didn't expect. And so we have to be nimble on our feet, nimble in our minds to not just deliver the information that we plan to share, but oftentimes to on our feet, improvise the information that the customer needs in addition. So the art of it is, is that movement, is that nimbleness. It's. It's the curiosity in the mind to say, well, you know, is what I'm getting from the tech the whole story? Are there any holes in this? Do I need more information? Have I got everything that I need in order to present this? Have I done my estimates correctly? Have I looked up the best parts that I can get? Have I also, you know, made that the gross profit margin is correct? Is everything like ready, set, go, before I pick up the phone and call the customer or talk to the customer over the counter? So we really need to. This is a game plan. This is motion, right? And the art of this is that we have rules. I'm telling my advisors all the time, these are the rules.
JeanAnn SaintGrace [00:13:28]:
And for as many rules as we have, there's exceptions, right? Because it could go this way, it could go that way. And we have to kind of be prepared for as many of those side trips as we can be. And this is, you know, automotive repair is not a precise science. Sometimes we fix one thing, and it cascades into another problem. I had a customer or a client a couple weeks ago. You know, they're looking for a coolant leak. They find a coolant leak at one place, they tighten that coolant leak up by replacing some gaskets, and then there's another coolant leak somewhere else that was stronger than the weak one. And now we've got a leak over here.
JeanAnn SaintGrace [00:14:08]:
And it created a lot of tumult in the shop because the. The tech's like, you know, I didn't See that one coming. Although you know, if you start to gameplay challenges like maybe we could have seen it coming. Regardless of that, he did his best in the moment to diagnose it, get the repair done and then revisit it. The advisor was upset because he felt like he got caught flat footed of we fixed one thing and caused another caused. And then another problem arose. Not that they caused the other gasket to fail. They had no way of knowing, you know, no way of harming that gasket, but sealing up one side caused a leak somewhere else or showed a leak somewhere else.
JeanAnn SaintGrace [00:14:54]:
And then the customer's upset because they put a fair amount of money into this car that maybe wasn't worth it, but worth it to them. But now they're looking at additional cost because the shop didn't do anything wrong. There might be room for some goodwill discounting. But realistically, the shop did everything right and it was a bad outcome. And the advisor has to know how to approach this with the customer. They, they're gonna probably get a barrage of I spent so many thousand dollars with you last week and now you're telling me I need however many more thousands. And you know, hair's on fire, budgets are melting down and the advisor is receiving that on blast. And the advisor has to really stand there and kind of have their, their guard up to, to some degree and just let the blast roll past them.
JeanAnn SaintGrace [00:15:54]:
They've got to really like knock that stuff off their shoulders and just wait for that person to stop being on blast to where they can talk to them. Interrupt. That blast is just going to make it worse. The customer is going to feel unheard. They're going to feel like you're trying to shut them up, whatever that looks like. You know, there, there may be a reasonable amount of ranting. Is it ever okay for a customer to be disrespectful? No. But as long as they're just venting their, their anger or their frustration at the situation, more so than at the advisor.
JeanAnn SaintGrace [00:16:31]:
The advisor's got to be patient enough and calm enough to receive that blast. And then they have to know when the blast has subsided. And now we can have a reasonable conversation. That's definitely one of the art moments, right? Knowing the art of when is that person exhausted their anger and frustration and now they're ready to really hear and listen to what you have to say. That's an art moment. The other art moment is when you're presenting a number of estimates. You're talking about the condition of the vehicle and what it needs and how much that's going to cost. And letting the customer soak with that.
JeanAnn SaintGrace [00:17:12]:
Letting the customer have silence after you've presented them with all the things that you have to say and just letting them soak with it. The challenge with that is most of us are not comfortable with silence. Most of us in a conversation, if something goes silent, we interpret that as anger, like discomfort. It's something. Something's wrong. There's some reason why we have this pause. The reality of the pause is, is that the customer's mental computer is doing calculations, and they're usually calculating either, how am I going to pay for this? How am I going to be. Get along without my vehicle for however long that looks like, and is the car worth it? Is this something I should do? Do I need a second opinion? Man, I don't know about this.
JeanAnn SaintGrace [00:18:07]:
Like, you can, you could. You've been there, right? You're like, you know, all the, all the mental computer things that are going on in those, in those moments where they're calculating and what I caution my advisors on is to not talk until the customer asks the next question. Because we might interrupt that mental computing process. They might be running through, well, if I do this, then I do that, and I do this and I do that, then, then this is going to be okay. And I've got the money and now I've got the time. And they've in their, in their brain, figured all their questions out. But if the advisor is the first one to talk, they might interrupt that process, and then the answer is no, right? No, because you interrupted the process. But if you can calmly.
JeanAnn SaintGrace [00:18:54]:
And it has to be calm, it can't be like, oh, man, I got another call to make. It's time for my lunch. There can't be any, like, any indication that they're in a hurry. They just have to sit and let the customer do their mental computations and then answer the question that the client or the customer asks next. When will it be done? Do I have to do it all today? How soon can you get it done? Where are the parts? Whatever the questions they're asking, those are the questions that we answer. We don't jump in with, I could get you right, or we have a loaner car, or it's going to take a couple days. We let the customer ask the question and we actively listen to then answer exactly the questions that they have. And it has to be done with patience, it has to be done with grace.
JeanAnn SaintGrace [00:19:47]:
Because we might have just given them bad news. We know that it's not uncommon to see a car that needs literally thousands of dollars worth of work, and not everybody's sitting on cash or enough credit to do that. So letting the customer soak in their information and then come up with their next question. And I recently had an advisor with who I was listening to a call, and he did this perfectly. He just let the customer. And the customer was vocalizing it saying, man, I could do this, and I've got work on this day, and the kids have got to do this. And so he's mentally. He's verbally going through the mental computation.
JeanAnn SaintGrace [00:20:29]:
And I was so proud of my advisor because he just sat and let. Let them go through this process. And the next thing was, oh, yeah, I can. They've got this right. Customers got it figured out. And now the. The question is, you know, how does the rest of this look? When will the parts be there? When will it be done? Are there any challenges or whatever that might look like? But he handled it perfectly, and it was beautifully done. So the art of conversation, the art of understanding what's going on in the other person's mind and letting them process before we interject anything that we might be thinking, because our thought process might be totally different than the one that they're thinking.
JeanAnn SaintGrace [00:21:12]:
The other art is knowing how to prioritize a ticket to make sure that we are serving the customer best. The same service advisor who had the. The. The success of practicing the pause and the conversation, he said, we don't want to kill the sheep. We want to shear the sheep. Sheep. And as much as I don't want to talk about our customers as livestock at the same time, that is a very, very, very apt metaphor. And I'm an ad girl, so, you know, I love a good animal metaphor.
JeanAnn SaintGrace [00:21:50]:
And he's absolutely right. We. If we kill the sheep, they're not coming back, right? If we hard sell, if we fear sell, if we're pushing them too hard, they're going to. They're going to run, or we're going to take all the money they've got and they're never coming back. And we don't want to do that. We're in the business of service. We're in the business of building relationship. And so the art of the advisor is knowing how to best help the customer based on safety issues, repairs, their budget, all the things that that person might be mentally computing, the advisor has to have in their mind as well.
JeanAnn SaintGrace [00:22:34]:
So I encourage that thinking that, you know, we might. We might take a little off the top Today. But if there's more work to do, if we handle the process right, if we do the right thing for the customer, then they're going to come back. Because we're building rapport. We're building trust. We're letting them know, hey, I'm concerned about your safety. I'm concerned about your budget. I'm concerned about your investment.
JeanAnn SaintGrace [00:22:57]:
I'm concerned. The other side, and the other art to this is they need to do all that without getting emotionally involved in the process. It's easy to feel compassion. It's easy to feel the pain that the customer might be in because we can put themselves in their position. Oh, man, I can't imagine if I walked into a shop and they told me I needed to spend four or five thousand dollars on my car, how would I do that? I don't know. You know, it's. It would be easy to get caught up in that. And that's a lot of times where advisors are selling with their hearts on their sleeves.
JeanAnn SaintGrace [00:23:35]:
They're discounting. They might be trying to get cheaper parts that aren't going to last as long. We end up having more comebacks, whatever that looks like. Our advisors should be holding the line on the quality and the profit margin that we need. And. And at the same time, being compassionate and gracious with a customer who's trying to figure these things out. So that's another part of that art is how, how and where do I set my boundary so that I. I am empathetic to their situation, but not so empathetic that I give the farm away in the process.
JeanAnn SaintGrace [00:24:11]:
And I hear a lot of texts that think that, you know, and. And there's. There's probably owners out there too, that think, well, my advisor gets in a pinch and the first thing he wants to do is discount he or she, you know, the. They. They're too afraid to present a 500 ticket. So they only. They have enough parts on there. They buy cheap parts and we get to 400, and that's where their comfort zone is.
JeanAnn SaintGrace [00:24:35]:
And there's. There may be people out there like that and that. And they just need coaching. They just need training. They just need to get comfortable with how big the numbers are and how it feels to give bad, quote, unquote, bad news to inform the customer, hey, this is a hefty investment that you're going to have to make in this vehicle. And a lot of times it's like a doctor giving a diagnosis, right? And I don't know about you. And, you know, doctors are what Doctors are. And there's good ones and bad ones.
JeanAnn SaintGrace [00:25:08]:
But I've had my share of bad doctors give bad news in a really bad way. And, and that makes you, as a consumer, as a patient, you're like, I don't want to do business with this guy. This guy's nuts. Like, he doesn't know how to handle me. He doesn't care about how I feel. He's just reporting the news. And, you know, it is what it is. And so we want our advisors to really master the art of feeling enough, but not feeling too much, of being able to walk away at the end of the day knowing they did the best that they could for the people that they were there to serve.
JeanAnn SaintGrace [00:25:47]:
So there's all kinds of things. And I could pull 100 service advisors in, and they may all have, you know, challenges that they're personally dealing with. A lot of times they're having problems overcoming objections. You know, well, that's a lot of money. And one of the best pieces of advice and training that I ever saw on that one is, you're right, it is. Because it doesn't matter how much you think as an advisor, a lot of money is. It matters how much the customer thinks is a lot of money. So whether they think a lot of money is 50 or 5,000 or 50,000, whatever that looks like, you have to agree with them and say, yeah, you're right, it is a lot of money.
JeanAnn SaintGrace [00:26:31]:
However, and the however is what matters. However, you know, look at the investment that you're making in the vehicle. We went over the dvi and there's so many good things that, that your. That your car going for it, that if we make this investment, then it holds its value or it increases in value, or, you know, we're going to get you five more years out of it or whatever that might look like. You know, overcoming that objection, why should I service my transmission? Well, you know, we can service the transmission for X amount versus waiting for the transmission just to fail because we never serviced it. And spending 10 times on a repair that we would have spent on a service or 20 times, whatever those that number works out to be, you know, overcoming that objection. And pretty much on the fly in that moment, you know, you might have five seconds to come up with an objection that that will apply to this person, that this person can receive. You know, like I said, I'm an ag person.
JeanAnn SaintGrace [00:27:35]:
I have a lot of agricultural metaphors, but I also had a lot of clients that were in ag. So it worked. You know, finding and latching onto some kind of an explanation that makes sense to them and then, and then talking it out. There's an art to that. And, and I'm not going to say. Well, I'm also going to say that our advisors need technical training too. They need to know what the latest technology looks like. Even if they don't have to know how to fix it, they need to understand it.
JeanAnn SaintGrace [00:28:07]:
They need to know what they're up against. And I always encourage advisors to go and look at the cars, to talk to the technicians, see what they're trying to inform the customers about. Because for a lot of people, if you see it, then you can explain it, or you have a better understanding and you can paint a picture back to the art. You can paint a picture with words, or if you've got a picture in front of you, explain to them what this item does and why we need to invest in it. But the most important thing about all of this is that we stand up for our people, that we support them when they're challenged, that we understand that everybody's got good days and bad days. And some days your advisor might need a little extra help building a culture within the shop where everybody's on the same team and it's not the front against the back or the advisors against the text. Really helps to, to make those highs and lows kind of even out. And I have heard, you know, a lot of criticism, and sometimes the criticism is necessary and sometimes it's just not true.
JeanAnn SaintGrace [00:29:26]:
So encouraging a place where your team can express their concerns, preferably probably in private, and then as an owner slash manager, figuring out which ones are legit, which ones need your attention, which ones need to be fixed, and which ones just need to be let go. But technical training, I think, is as important for your advisor as it is for your technicians. And, you know, I've been a client of a coaching company, and as you know, that was one of the most transformative part times of my life when we owned a business and we had a business coach and we were lucky we had the right coach. But one of the places that I really ran up against was hiring an advisor. And we tried everything from hiring an advisor with 10 to 15 years of experience on down to hiring someone who had no experience but was excellent with people and had good customer service skills and had no success. Partly because I'm a control freak, my husband's a control freak, but also because we were under the impression that you could just take someone in and plug them into your system. And I honestly, with 10 years of perspective from the time that we sold our shop. I think that's a fallacy.
JeanAnn SaintGrace [00:31:00]:
I think you can choose the right person, the right personality, but you can choose the most experienced advisor. But until they learn to care for your people the way you want them cared for, it's going to take a while. It's going to take six to 12 months to plug them into your system, for them to take on your culture, to take on your, your languaging, to get them tuned to the, to the frequency that you want them tuned to and learning processes and procedures. Especially if you're a shop with very high standards and they're coming from maybe somewhere that didn't have as high standards, you know, we have to support them in their successes and also point out where they didn't do as well as they should so that they continue to learn. And we have to do that in a way that's supportive and you know, hey, maybe next time we can do this a little different. What do you think? But hiring somebody who, with no automotive experience, that is a bit trickier because you're starting, yes, with a blank canvas, but also with a blank canvas. And now we are trying to get them to drink from a fire hose of information and deal with customers and do this and do the other thing. So in a lot of ways, I think my preference is that if you have a seasoned advisor and you have room to bring on a junior advisor or customer service rep who starts out doing, you know, being the first one to answer the phone, being the one to set the scheduling, the one to field the phone calls that are like, you know, no, the owner's not here.
JeanAnn SaintGrace [00:32:43]:
Let me take a message on up, you know, to. Yes, they need to talk to the advisor and here they are, you know, so they get to experience the shop, they get to be in the shop, they're learning from their environment as much as they're learning from individual one on one training. But I personally think unless they're a very special person, pulling them in with no experience and expecting them to be full charge Service, advising in six to 12 months is a tall order. And also one of the big challenges in our industry is trust with the customer. And everybody knows somebody who's got a nightmare story about how they went to this shop or that shop and this thing or that thing happened and it cost a bajillion dollars and the car still wasn't fixed. We've all either been there or know somebody who has. And when our vehicles are getting so technical and there's so many moving parts and there's so many things to learn and know. Helping someone who's fresh into the industry learn in bite sized chunks rather than trying to eat the whole elephant all at once is definitely a service to them and a service to you.
JeanAnn SaintGrace [00:33:58]:
And I think one of the really necessary things is they've got to be curious, they have to be interested to learn, they have to be willing to absorb as much training as we can possibly give to them, both technical and sales training. So there's an art to that as well. And I mean I, I was a service advisor. I was on the counter in our shop for you know, a total of a little 15 years and it was a challenge. It was a challenge. It was rewarding, it was absolutely rewarding, but it was a challenge. So you know, try to give each other some grace in the shop. Try to understand that sometimes people just have bad days and they need a support than they, than they did before.
JeanAnn SaintGrace [00:34:45]:
But this open form of conflict that a lot of times develop in a shop really doesn't have a place there and it hurts the business and it hurts the customer and it's no good for anybody. So demystifying the roles is definitely important and understanding how much pressure that advisor role really holds because they're really the hub of the wheel and they are in the spin and they're taking the load from all sides. And that means too as advisors we need to be courteous, we need to be kind, we need to be understanding, we need to understand our team's strengths and weaknesses. And you know, we don't, we can't get mad at somebody because something's not their strong suit. We have to understand how to work with them or dispatch to other people or whatever that might look like. So please remember that there's both art and science going on at the counter and how important a role that is. And one way that you can support your advisors technical and business training is with WorldPAC and the WorldPAC Training Institute. They do have classes for techs and they have classes for owners and they have classes for service advisors.
JeanAnn SaintGrace [00:36:05]:
So there's every week there's two classes available, both a business class and a technical class that you know, I encourage our advisors to learn the business, you know, and learn the numbers but also like I said, they need to know the technical side. So those are always free. Then there is a whole host of classes that are pay to play with WorldPAC Training Institute and all levels. So I encourage you to look at those. Get your team in there, get yourself in there and get some training and they get top notch trainers. There's some, some really, really great people and they're teaching those classes. So please, thank you to WorldPAC and the WorldPAC Training Institute. But please reach out and, and see what kind of resources they have to share with you.
JeanAnn SaintGrace [00:36:55]:
So all in, all done. I think everybody in the shop is important, but we need to understand the level of expertise that your advisor needs to have or advisors. You might have a team and that's a team of very special people. And not to say that anybody is more special than anybody else, but it's a lot of work. It's very rewarding, but it's a challenge. So don't forget to thank your advisors for the work that they do. Thank all your team. But don't forget that everybody needs a pat on the back and needs some recognition for a job well done.
JeanAnn SaintGrace [00:37:38]:
So don't let your team live in the gray areas or let them live in the gray areas, but also give them the support that they need. And all in all, I want you all to have your shop your way. So take every ounce of this that works for you and leave the rest on the table. If there's one thing that, that helps improve life in your shop, then I've done my job. So as always I am here to answer any questions, to read your comments, to receive your feedback. If you know somebody or would like to be a guest yourself on the show, please don't hesitate to reach out. I'm also here actively taking clients. So if you need coaching, whether it's a special project or long term coaching, we're here to help.
JeanAnn SaintGrace [00:38:27]:
So please don't hesitate to use the information in the show notes to reach out. I would much rather you reach out than not. If there's anything I can do to help, I'm here to do that and I'm happy to do it as well. So once again, thank you for being here for this episode of Shop Talk her way. I'm JeanAnn SaintGrace. Please don't forget to like share and subscribe. Have a wonderful day.