00:00
This is the Automotive Repair Podcast Network.
00:06
Hey everybody, Carm Capriotto,
00:08
remarkable results radio.
00:09
So glad to see you 10 years going strong.
00:13
In fact, I think in March of 2026,
00:16
we'll be at 11 years.
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So excited to have been doing this for
00:19
years and bringing this great content to the industry.
00:24
We're going to see you at Vision of course this year,
00:26
Studio and I'm teaching a class there and so is my daughter Tracy.
00:31
So it's going to be great to be at Vision this year.
00:34
Please, please sign up for Vision.
00:36
And we're going to also be at the TST Big Event,
00:38
March 28 in Tarleton, New York 2026.
00:41
Andrew Fisher, Ken Zanders, Adam Roberts are going to be there.
00:44
Go to tstseminar.org and the keynoter there will be Tracy.
00:49
And if you're watching on YouTube,
00:52
which you can right inside of our own app,
00:56
And I have to tell you, man, I love our new app.
01:00
It's for your smartphone,
01:01
the ultimate professional automotive repair playlist.
01:05
Automotive repair podcastnetwork.com forward slash app.
01:10
You can download it,
01:10
all kinds of links to get that thing up on your smartphone.
01:14
Hey look, thank you so much to our great,
01:16
great partners of the last couple of years.
01:20
Are you looking to take your shop to the next level?
01:23
With Napa AutoCare,
01:24
you can deliver unbeatable customer confidence
01:26
through the peace of mind warranty.
01:28
Learn how to upgrade your service and grow your business.
01:31
Connect with your local Napa rep today.
01:34
Hey, let's face it,
01:34
your shop management system is the most critical tool in your shop.
01:38
And Napa Tracks will move your shop into the SMS Fastlane
01:42
with on-site training,
01:44
six days a week support, and local representation.
01:47
Find Napa Tracks on the web at napatracs.com.
01:54
Okay, let's get started.
01:58
Lola Schmidt from Schmitz AutoCare.
02:01
She's the chief operating officer.
02:03
You must have made Eric, your husband, the CEO somehow.
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Yeah, it's what you get when you're the brainchild
02:09
and the moneyhander over, right?
02:13
Wait a minute, that's an official time,
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the moneyhander over.
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Springboro, Ohio under the same kind of threat
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of great snow and all this cold that we have up here.
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In the Buffalo area.
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Look at, you guys are a four day a week business.
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How long's it been?
02:30
Oh, this will be year six.
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We started in May of 2020.
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Fantastic move for us.
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Does the entire staff work that?
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Well, that's not true.
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My in-house content creator, she does it nine to five,
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And then our financial officer,
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she works remotely and independently.
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So she does what she wants.
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So Lola has done some episodes with me in the past.
02:57
One of them with David Boyce at Town Hall Academy 458.
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Way back when I had the Aftermarket Weekly podcast
03:05
episode out there, you did a shop tour with us, you and Eric.
03:08
That was back in February of 23.
03:11
Oh, I was trying to remember when that was, actually.
03:15
You can't get that on the app,
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but we're working on adding it to the app as an archived show.
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But if you want to go to the website,
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AW146, Aftermarket Weekly 146C inside of Lola Shop.
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Look, we're here to talk about some really cool things.
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Systems inside of hiring.
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This thing is going to get them up the people, the HR side.
03:35
We're going to talk about onboarding,
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creating a strong employee handbook.
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I'm sure everyone has one of those.
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And if we have an issue, we have to have a proper HR write-up.
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You know what, please do me a favor.
03:54
Don't slide left or whatever it is that you do
03:56
to quit listening to a podcast
03:58
that could very possibly teach you at least just one thing
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that you'd say, you know what,
04:04
I can implement, I can do that, or I can fix that.
04:07
So that's sort of our whole objective here.
04:09
Lola's out all over the country writing articles, speaking,
04:12
and so gotten to know her and she does a great job.
04:16
You ever get a chance to listen to Lola,
04:18
especially on that whole marketing and branding side,
04:21
which you're really, really good at.
04:23
We may talk about that in another episode.
04:25
But look, systems inside of hiring, there really are, really?
04:30
Yeah, it seems like you should just be able to bring somebody in
04:33
and talk to them and hire them,
04:34
but it helps when there's a process or a system in place.
04:41
Let's get beyond placing the ads
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and you've found someone that comes in.
04:45
There's got to be some items that would spark conversation
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that would really help you dig inside.
04:54
And again, I think it's so important to have a cultural fit.
04:58
Yes, our first two-ish interviews that we do
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is really more about who they are as a person
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than what they can do.
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Before I ever have you in my shop, like physically in,
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I'm going to give you a phone call
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and we're going to have like a five to just 10-minute conversation.
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I just want to see how you are interpersonally
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as a person on the phone that I haven't met.
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Can you answer questions?
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Can you talk about yourself in a positive way?
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You know, I just want that general conversation.
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And I hate to say if it's a vibe, we'll move forward,
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You know quickly kind of in the first 10 minutes
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of whether that's a person you want to move
05:39
and spend another hour with
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or whether you just want to move on.
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And so that's really our first interview
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is of quick phone chat.
05:46
And I'm only looking for your attitude at that time.
05:50
It's an attitude review, if you will.
05:54
I love that as considering interview one.
05:56
But let me stop you for a moment and ask your opinion
05:59
on something that I continue to hear from recruiters
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and everybody in the industry who's looking to hire people.
06:06
They say it's awfully tough to get to the third interview
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with the shortage of really good talent that we have.
06:12
And some people are on a dime hiring on first interview.
06:16
And I have in my whole life never thought
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that that was a wise move.
06:20
No, you'll regret it every time.
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You have to do your due diligence with people.
06:27
I get that your back is against the wall sometimes.
06:30
I have had my back against the wall.
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That's why we now have this annoying hiring process.
06:35
Because we've made bad hires and this was our adjustments
06:41
And this has worked.
06:43
Every single person that I ever just hired
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on a knee-jerk reaction or because I felt it in my soul
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or whatever it might have been, I have let them go
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or they have let themselves go.
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There is a reason that corporate America
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takes forever to hire people.
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They're doing their due diligence to not waste their time
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We should adopt that same mentality, I think,
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in our businesses, in our shops.
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You bring up such a great point, Lola.
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Oh my God, I had to ultimately adjust my hiring practices
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to find the right individual, adjust to fit.
07:19
I think you actually said it just doesn't take you
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more than one or two of these that you look back and say,
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total waste of my time, total waste of my effort.
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Why wasn't I more cautious?
07:31
Why didn't I slow down a bit?
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Why didn't I stop to really think and look and listen
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and hear the things that I was hearing
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instead of saying, can you fog a mirror?
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Fog on a mirror just means you got to wipe a lot of stuff
07:45
That is a mentality shift that you will just have to make
07:48
inside of a shop because I know there's a ton of people
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who are like, I have to have a tech right now.
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This tech says they can do this.
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But you actually have no verification process if they can.
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Or if you're hiring the front of your house to service,
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this is for anybody that goes into your shop.
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Don't be swift with that hire.
08:07
Slow and steady wins the race, right?
08:09
So it's like, do these practices.
08:12
So whatever it works for you, this is just what works for us.
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That short interview, five minutes, 10 minutes on the phone.
08:18
Also, if they can't give you five or 10 minutes on the phone,
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I've had the people, the techs seem to do it worse
08:24
than service people.
08:25
They'll be like, I don't have any time to talk.
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Just text me or email me.
08:29
Or I'll just come to the shop.
08:30
Like if you can't carve out five to 10 minutes
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for a new employer as well, that's usually a red flag for me too.
08:37
So I'm looking to make sure that they can accommodate
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just as I can accommodate.
08:41
So for us, that's that first kind of piece.
08:44
So a five minute phone call is all you really care.
08:46
What are you getting out of that?
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I can hear one if they're going to make the phone call on time.
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Are you picking up when I call?
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Are you picking up period?
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Are you competent to have a quick conversation?
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Can you communicate?
08:58
Because you have to be able to communicate inside of our shop.
09:01
I'm looking for language as well.
09:04
Like if you are literally just f-bombing me the whole time
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in the five minutes, you're just not my fit.
09:10
And that's nothing personal.
09:11
That's just our shop's culture.
09:14
We, none of us want it.
09:15
Do you get a lot of that?
09:16
Yes, there's been two phone calls I've ended before five minutes.
09:20
Just on blatant, what is it?
09:23
Conversational respect, I guess.
09:25
Yeah, you know what this reminds me of?
09:27
And I was discussing, who's I discussing this with?
09:29
Oh, Tom Hamm about this whole soft skills, social skills thing
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that a lot of our people today, and I'm not saying young or old,
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it just doesn't matter.
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They just don't get it and respect it.
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There's a level of professionalism that we're looking for in our shop.
09:44
That conversation lets me sort of see where you are
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in your professionalism level.
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And it has nothing to do with what you can or can't do
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in a bay or behind a sales counter.
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That's just who you are as a person.
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So, you know, if I like that, then you can come in for an interview.
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And we're going to sit down and talk.
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A real live interview.
10:06
Do you prepare questions as my curiosity?
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Yes, we have questions.
10:10
We have questions for every different interview.
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I've got tech questions, tech one.
10:14
I have tech two questions.
10:15
I've got service advisor questions.
10:17
Everybody has their own questions.
10:20
But our first interviews, the only things that we're looking for out of it are,
10:25
who are you as a person?
10:28
For why you're in our shop?
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And are we aligning?
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Like in that first interview, that first hour is usually what I have carve out,
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and I invite them to an hour interview.
10:40
We're usually wrapped up in about 45 minutes.
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I do try to be respectful of their time.
10:45
But if the conversation is going well, I will ask, hey,
10:48
can we talk a little bit longer?
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Are you cool to spend like 15 more minutes with me?
10:52
Whatever it might be, I don't want them to feel like they have to rush out the door
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for having good conversation.
10:58
But I'm not asking a lot of hard technical questions at the time.
11:02
It's very, why do you want to work with us?
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What would make you valuable to our team?
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What are your greatest achievements in life?
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Some of those types of questions.
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My second interview, or my longer one, is when I'm going to get technical with you.
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And I'm not going to do that interview.
11:18
At that point, you're talking to my managers.
11:21
That's what I was curious.
11:22
When do you bring in your people?
11:24
After we've decided during the first interview, if you're a good
11:27
culture and attitude fit, then we'll go to talk about aptitude.
11:31
So phone call, then X amount of time, doesn't matter as long as you're feeling and learning
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the who, the why, or the alignment with this individual.
11:41
I just can't help but think of this ghosting thing that's going on
11:45
big time in the industry.
11:46
So then the last year, how many times have you been ghosted?
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So I have been fully staffed.
11:52
So I did not have to do much interviewing last year.
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The people who I brought in last year all came to their interview and all of them came through.
12:01
So the year before that, when I was trying to get the house in order, a lot.
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Like one month, I had like 37 no shows.
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And I had like 60 some interviews scheduled and at 37 of those were no shows out of that
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month, I wanted to jump off a bridge that month.
12:19
Thank God you had a lifeline in Eric.
12:22
He probably didn't want to be my lifeline at that point.
12:26
What I'm hearing from you is, yes, ghosting happens to the best of us,
12:31
but if you had that five minute, eight minute pre phone call, if you will,
12:36
you still got ghosted after you felt right about this individual.
12:41
Maybe they didn't feel right about you.
12:44
The phone calls were the ghosts.
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That was my main ghosts is and that's why it's so important.
12:51
Lord, if they can't show up to a phone call in your right,
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you're designing your entire day around this individual walking in the door and they ghost
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you, it's better that they ghost you on for the initial phone call than it is for all the other
13:03
heavy lift that you're going to do in face to face.
13:06
Yeah, I work remotely like 99% of the time.
13:11
So if I have to go into the shop to do a sit down interview and you don't show up,
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I am going to find your address.
13:17
I'm coming to your house.
13:18
You've done wasted my whole time.
13:21
So I'm going to have the, that phone interview is also for me too,
13:25
to just be able to like not waste time with anybody.
13:28
Like I can take a phone call from anywhere that I am in the whole world.
13:31
So I'm ready for your interview.
13:33
Are you ready for your phone call?
13:35
You'd have a really good gut to determine a person could be right for interview too.
13:41
Your intuition, I guess, is your intuition like, oh my God, Lola,
13:45
my intuition just, I know.
13:47
I think I've had to talk to so many people now.
13:50
There's like things I listened for and things that I just automatically I'm like,
13:53
I don't, I don't want this.
13:55
And you find a way to end the call.
13:57
You know, respectfully, professionally, thank you so much.
14:00
And we try to be very honest.
14:01
Like if it's not a fit, like I'll let you know, like right then,
14:04
like we're going to let you know, I'm not just going, I hate when employers just like,
14:09
you never know if you got the job.
14:10
You know, like I don't do that.
14:12
I will immediately be like, hey, this is not a good fit for us.
14:15
Thank you so much for coming in.
14:17
You bring such a great point up because we talk about ghosting people coming in for an interview.
14:23
But if someone doesn't follow up and say you didn't get it, then the
14:28
candidate believes that they got ghosted.
14:30
And so that's why they have no problem, you know, having a
14:35
ghost you attitude, right?
14:38
I understand why there's jaded employees out there because they've been also treated poorly on the
14:44
hiring process side of things or in the day to day workflow side of things.
14:49
We have to give what we expect, right?
14:52
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16:44
Hey, let's face it.
16:45
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17:55
Okay, so you made them an offer.
17:56
They accept the offer.
17:59
After you accept the offer, the offer is a big deal for us.
18:01
Like, that's like a whole other town we're going to meet.
18:03
I'm probably going to take you to lunch.
18:05
If we're doing it like cyber-wise, like a gift is going to medically appear at your house,
18:09
like right after you accept.
18:10
It's a big deal for us because you're coming to be on our team.
18:13
So we make it a big deal.
18:15
We immediately start to send over employee handbooks,
18:19
hiring paperwork for you to have filled out.
18:21
I want that brought back to me filled out.
18:24
You can email it back to me.
18:25
You can bring it back to me on day one.
18:27
But that's my first set of instructions for you.
18:30
Can you fill out your hiring paperwork and then have it back on my desk for day one?
18:34
So they're doing that.
18:35
And then everything looks the same.
18:37
Everybody's onboarded the same way at my shop.
18:39
And you know exactly what your onboarding is coming in,
18:42
because I've sent you that packet ahead of time as well.
18:45
It's about two weeks of onboarding with us,
18:48
whether you're a tech or a service advisor.
18:50
Service advisor is actually a little bit longer.
18:53
But you go through, everybody in our team has a specialty.
18:57
So you go through the specialty's channels to learn.
19:00
They train you in the different aspect that they're strong in to train you in
19:05
from literally how to open our garage doors and turn on our lights
19:08
to closing up the shop to how to lift up properly in the way we like it.
19:13
I don't care how you did things at your old shop.
19:15
At this shop, we're all going to do things the same way.
19:18
So there's no questions in care.
19:21
It's a definite onboarding.
19:23
You're going to take turns.
19:23
We're going to take you to lunch.
19:24
Different people are going to take you to lunch over the next two weeks.
19:27
You're going to learn the town.
19:28
We're going to go on all the test drives together so you can learn the paths.
19:33
Service starts to go through a 90-day service onboarding
19:37
because we have many different things set up that we work through in blocks with service.
19:42
So that's a little different than technicians.
19:44
And then the marketing has their own layout path as well.
19:49
So it just depends on what role you come in for.
19:51
But it is all very laid out.
19:54
And everybody at this point, because we have hired in several people,
19:57
everybody is very, very good and apt at their role.
20:00
And they're excited about their role.
20:01
They got to pick what they wanted to train on.
20:03
They're good at it.
20:05
They're excited to bring somebody new in.
20:07
So it just embeds these people so nicely
20:09
because you're not coming into a cold, stale shop.
20:12
It's warm. It's welcoming.
20:14
We are a team for real.
20:16
Like, I'm a small shop.
20:17
I only have 10 people on staff.
20:20
So you should get to know all 10 people.
20:22
That's not a small shop.
20:23
But I know you're humble.
20:25
How many bays do you have?
20:27
I think we have like 12.
20:29
Four days a week, domestic, Japanese, diesel, Tesla and EVs, huh?
20:34
When did you add that?
20:36
So we actually had our ADAS machine came in January of 2020.
20:40
We were ahead of the curb.
20:42
And we had no idea how to use it.
20:44
We spent a lot of money on a piece of machine.
20:46
We never actually have gotten our return out of it.
20:49
Because now, like, we went in with all these valiant efforts.
20:53
We were like, we're going to get with the body shocks.
20:54
And we're going to get with, like, everybody.
20:56
And then COVID came and we got to be with nobody.
20:59
And then we, like, we should not have bought that piece of equipment at that time.
21:03
And then, like, you're in survival mode for so long.
21:06
And then we had one thing after the other happened.
21:09
So ADAS just kind of, we pushed it into the corner.
21:12
But actually starting to be used now.
21:15
So it's come out several times over the last few weeks, actually.
21:18
Just glad to hear it.
21:19
What I just heard you say at the last five minutes was
21:21
a comprehensive integration plan for every new employee that comes in.
21:28
And I love the idea, love the idea.
21:32
Hey, put your toolbox here.
21:36
And that happens way too often in our industry,
21:40
where there's no training, no integration, no camaraderie, no lunches.
21:45
And oh, by the way, I had this other crazy thought.
21:47
You said, we'll send them a gift to their house.
21:50
Like, what do you send, a fruit basket or something?
21:52
I've sent a little bit of everything.
21:54
So I have two people on my team that love to deep dive
21:57
in whoever's coming on board.
21:59
So they'll find out, like, all the goods on you.
22:02
Like, I knew that we had a guy that liked fishing.
22:05
So we sent him a big fishing kit with a big stuff fish in, you know,
22:09
like, whatever you're into.
22:10
It's almost the insurance that you're putting on
22:13
that individual that doesn't get an offer from the place that they're currently at.
22:17
And they decide to stay.
22:18
After you've planned that two week, come on in.
22:22
So I actually did have that one time where, like, the dealer,
22:26
I think it was a dealer, or the shop just came back
22:28
and offered them some obscene amount of money
22:30
after they had, like, accepted the job and were, like, heading off the door.
22:36
That was, like, two years ago.
22:38
So that sucked because you did plan and the team was excited
22:41
and you had spent time with them.
22:43
I'm also not going to play counteroffer with the dealer.
22:47
So I can give you a lot of value here.
22:50
I'm not going back and forth.
22:52
Where does the employee handbook start fitting in here?
22:57
Oh, the employee handbook starts the moment.
22:59
Actually, I'll give you an employee handbook before I offer you the job
23:02
so you can start reading through to even see if, like,
23:06
like, around the second interview, I'll give that to you and be like,
23:09
hey, start looking through this, read through this.
23:11
That's also part of your homework because if you come back and let me know
23:14
that you've really not looked at the handbook or you don't know some basic things,
23:18
I'm going to assume you're not that interested in the job.
23:20
I want them to know what's going on in the shop.
23:23
That's not a secret.
23:23
What I have going on in my shop, if anything, that handbook is a huge benefit
23:28
because I've had so many texts.
23:31
Probably, like, 95% of my texts have said,
23:33
I've never even seen a handbook at a shop before.
23:36
And that's some of them coming from, like, a dealer who I would think
23:40
would have a handbook, like, corporately.
23:43
Apparently, I'm the only one with a handbook.
23:45
And you're still doing it all right because it ends up being at the end of the day
23:50
if there's ever an HR issue, right?
23:56
So the handbook is another indication
23:59
if they're willing to come in and live in your disciplines and in your culture.
24:03
If it's very clear-cut, you know who we are.
24:05
If you're reading, you can read the first paragraph,
24:08
which is just an opening welcome paragraph,
24:10
and be very clear about what we want out of our shop
24:13
and what we're expecting and what we're willing to come to the table with as well.
24:17
I love the idea that you're passing it out ahead of time.
24:20
Before they even commit, maybe in the second interview,
24:23
and you really got a good feel here,
24:25
will you sometimes not give a handbook out
24:28
or will you always give a handbook out?
24:30
If I'm not giving it out, it's literally just on my own negligence of just not giving it out.
24:35
If I feel like I'm going to maybe invite you in, I'm going to hand it out.
24:39
You're going to hand it out.
24:41
No, no gatekeeping on what you're doing.
24:45
This person's going to commit time to you and talents to you.
24:49
I feel like we owe them that.
24:52
They've got to understand your structure, your disciplines,
24:55
your cultures, your methods, your protocols.
24:58
They've got to understand all of that,
24:59
because that's what they're coming into.
25:01
They're coming into an employee handbook, if you will,
25:04
that's got all the guides of how you have a lovely life here working for Schmitz.
25:10
I try to remove all the questions, all the stuff that I said on a lot of forums,
25:15
and I laugh all the time, because people are like,
25:17
I don't know how to get a vacation.
25:20
I don't know when my owner pays me a vacation or when I can take a day off.
25:23
I don't know when I'm off.
25:25
Nobody ever knows what holidays they're off.
25:27
I'm so confused all the time on why people would want to work in facilities
25:31
where they don't know what they get with their job or how to access things.
25:36
It's interesting to me.
25:38
How do you really feel when you see that?
25:41
I'm somewhere between enraged and sad, honestly.
25:45
Wow, I love that, enraged or sad.
25:48
But that was such an honest answer, Lola.
25:52
I feel like we can do better.
25:54
Like, as owners, you take a big responsibility to people when you become an owner.
25:59
It's not just open a bay and turn a wrench, especially if you're going to hire people.
26:04
You need to be prepared to hire people.
26:06
Okay, we have an issue.
26:08
We have to do an HR write-up.
26:10
Give me your high level, how to properly write,
26:14
that will actually ultimately help you in an unemployment case, if that's an issue.
26:19
Okay, these are very important.
26:21
It's not a sun subject.
26:22
Nobody likes to talk about it.
26:24
But if you are going up against unemployment,
26:27
they're going to be looking for accurate detail and information,
26:32
not your feelings on the subject.
26:35
Dates, times, if this has been a conversation, is that conversation documented?
26:41
Is the accident documented?
26:43
Is whatever it may be, is there past documentation that was verbal?
26:49
Is there writing in place?
26:51
They do not want to see words like,
26:53
I feel like the employee didn't do X, Y, Z.
26:58
They want to see, does your employee handbook,
27:01
or does your wage and benefits,
27:03
or does your whatever you promised them align with what's gone on?
27:07
What rule did they break?
27:09
You can't just make up rules in the middle of the workday.
27:11
For us, it would be very detailed.
27:14
The paperwork looks the same.
27:16
Date, time, occurrence, facts that support it, that are not...
27:21
Like if going into a case of law, facts, that's it.
27:27
No feelings, just facts.
27:29
No feelings, just your facts.
27:31
And as long as you have things lined up, all of that should be very clear.
27:36
It's got to be in the manual.
27:37
It's got to be in the handbook.
27:39
It's got to be somewhere, whatever you want to call it.
27:41
It could be a documented policy.
27:43
It could be a process that was ultimately broke
27:47
that created a very grievous thing,
27:50
to your point about the handbook or the policy,
27:53
the protocol's manual for the business.
27:56
It's got to be written down,
27:57
and there's got to be a signature that says,
27:59
I know it, I get it, I understand it.
28:01
Because while I thought they knew,
28:04
you can't go into a, if you will, a challenge to an HR issue
28:09
or unemployment without your total ducks in order.
28:14
In the past, I've had that issue in my own businesses in the past,
28:17
and you win some and sometimes you lose them,
28:20
and then you learn it's this major learning curve
28:23
that I never documented that thing that caused this issue
28:27
and caused me money.
28:30
Yeah, there's been several times we've had to edit the handbook
28:33
because I've gone, thought I had the language buttoned up really well.
28:37
And then when I go to the case,
28:40
because I will peel it until we get to the phone call case, if I have to.
28:44
And when I present my evidence,
28:46
I've literally had the lawyer on the other side be like blah, blah, blah, blah, blah,
28:50
and it would just be because a word was just not used correctly or whatnot.
28:56
So the nuances matter, which is also why I tell everybody,
28:59
if you're going to do an employee handbook,
29:00
you need to make sure a lawyer looks over it
29:03
because you can't just be making up rules in your business.
29:07
They have to be legal rules. Do the due diligence there as well.
29:11
But so many payroll companies today can help you with all of that.
29:14
Oh yeah, there are a lot.
29:17
We use Patriot Parole software and they've just launched this huge back-end HR software.
29:23
If I was just starting, it would be like amazing to be able to use.
29:28
Now, I limped along with all that at the beginning.
29:33
All the majors, they can get you kicked off. That's how I look at it.
29:39
Listen, here's the skeleton of we've interviewed you.
29:41
We've understood what you have.
29:43
We know what kind of business we have other clients like you.
29:45
Let us get this, if you will, version one of your handbook created.
29:50
Now, you've got to still lift your eyes, lift your mind,
29:53
lift your pen and work this document in every step of the way,
29:58
knowing that this is a legal thing that you could be challenged on.
30:03
So sometimes I always look at things that,
30:05
well, I'm getting too granular. Well, maybe not.
30:08
You have to weigh that out to your point
30:11
about having a lawyer ultimately at the end of the day review it.
30:15
Somebody with different eyes than you.
30:19
That's a great point.
30:21
That's not really attached to your business,
30:23
because if other people in your business are reading it,
30:25
they're like, oh yeah, that's great. Maybe it's not.
30:28
You're 100% right. Yeah.
30:29
A different perspective, someone who doesn't really live the day to day and could say,
30:35
well, that's not that important. That'll never happen to us.
30:40
And again, I think you're right about having it.
30:42
It needs to be an attorney because that attorney,
30:45
every time that attorney reads something little,
30:47
they're going to think of how would I defend this
30:49
or how would I persecute this while they're reading it.
30:52
The same one that would go to any of our court cases if we had any.
30:57
They're the same one that's dealt with anything legal with us
31:00
is the same one that looks over it for sure.
31:01
Have you been lucky and not had any big issues?
31:04
Yeah, we've not really had any tremendous issues through time.
31:08
We've been very lucky, very blessed.
31:11
So you still have a strong manual, both processes and HR,
31:17
because you're protecting yourself, not only on the legal side,
31:22
but just through the great workings of your business.
31:26
You work really hard to build something, right?
31:28
Like you want to protect it.
31:30
It takes a long time to realize that this really protects both people.
31:33
It protects your employees, but it also protects your business.
31:38
You said a mouthful.
31:39
I think the ultimate feel for this episode is you do everything
31:45
in your power to protect your business.
31:48
And that is recruiting and terminations or it's first offense,
31:54
whatever you have to do.
31:55
And then in between, the processes that are going on,
31:58
the protocols inside the shop are not only for your own safety issues,
32:02
but for a great client experience.
32:06
All of it's for the guests at the end of the day, right?
32:08
Yeah. There's a lot here.
32:10
Here's the objective.
32:11
Lola didn't come on to say she's an expert or to make you an expert.
32:15
She's here saying, and I love to say, pay attention.
32:22
Reflect what you're passionate about in your business and document it for your people.
32:29
Another great title of this episode.
32:31
Lola Schmidt, thank you so much.
32:33
Schmidt's AutoCare Springboro, Ohio, along with husband Eric,
32:38
and their great four day a week business.
32:41
Thanks for being here.
32:43
Thanks for being on board to listen and learn
32:46
from the Premier Automotive Repair Business Podcast,
32:48
Remarkable Results Radio.
32:50
Get your episodic education on the ARPN listening app
32:54
at automotiverepairpodcastnetwork.com.
32:57
Also, enjoy the podcast on our Carm Capri Auto YouTube channel.
33:01
Carm is all for advancing the professional automotive service industry.
