{"version":"1.0.0","episode":{"title":"Your Crew Isn’t the Problem - You Are [E256]","url":"http://getcarcurious.com/episodes/your-crew-isn-t-the-problem-you-are-e256","audioUrl":"https://episodes.captivate.fm/episode/d390e493-a096-42c6-854f-2124823a4ef3.mp3","description":"In this episode, Coach Chris Cotton breaks down the hard truth most shop owners avoid: your team’s performance is a direct reflection of your leadership.Using the Toyota/GM production story as a foundation, Chris explains why the same employees can produce drastically different results under different leadership environments—and what that means for your shop.You’ll learn:Why blaming your team keeps you stuckHow leadership systems drive shop performanceThe real reason culture feels brokenWhat to fix immediately to improve productivity and accountability​​Think your team is the problem? Think again.In this episode, we dive into a powerful real-world example that proves performance is driven by leadership—not personnel. If your shop is struggling with low productivity, weak culture, or inconsistent results, this episode will challenge everything you believe about your team.This is a direct, no-excuses conversation about ownership, accountability, and what it really takes to build a high-performing shop.​​PULL QUOTES“Your crew is a mirror of your leadership—whether you like it or not.”“Same people, different leader, completely different results.”“You don’t have a people problem—you have a leadership ceiling.”“A-players don’t stay in B-level environments.”“More cars into a broken system just creates more chaos.”“What you tolerate becomes your culture.”“Your shop performs exactly how it’s led.”“Comfortable leaders build struggling shops.”The Weekly Blitz is brought to you by our friends over at Shop Marketing Pros. If you want to take your shop to the next level, you need great marketing. Shop Marketing Pros does top-tier marketing for top-tier shops.Click here to learn more about Top Tier Marketing by Shop Marketing Pros and schedule a demo: https://shopmarketingpros.com/chris/Check out their podcast here: https://autorepairmarketing.captivate.fm/If you would like to join their private Facebook Group, go here: https://www.facebook.com/groups/autorepairmarketingmastermindConnect with Chris:AutoFix-Auto Shop Coachingwww.autoshopcoaching.comhttps://automotiverepairpodcastnetwork.comGet our listening APP HERE.940-400-1008Facebook: https://www.facebook.com/AutoFixAutoShopCoachingYouTube: https://bit.ly/3ClX0aeEmail Chris: chris@autofixsos.comThe Automotive Repair Podcast Network: https://automotiverepairpodcastnetwork.com/Remarkable Results Radio Podcast with Carm Capriotto: Advancing the Aftermarket by Facilitating Wisdom Through Story Telling and Open DiscussionDiagnosing the Aftermarket A to Z with Matt Fanslow: From Diagnostics to Metallica and Mental Health, Matt Fanslow is Lifting the Hood on Life.The Auto Repair Marketing Podcast with Kim and Brian Walker: Marketing Experts Brian & Kim Walker Work with Shop Owners to Take it to the Next Level.The Weekly Blitz with Chris Cotton: Weekly Inspiration with Business Coach Chris Cotton from AutoFix - Auto Shop Coaching.Business by the Numbers with Hunt Demarest: Understand the Numbers of Your Business with CPA Hunt Demarest.Speak Up! Effective Communication with Craig O'Neill: Develop Interpersonal and Professional Communication Skills when Speaking to Audiences of Any Size."},"annotations":[{"startTime":112.32,"endTime":196.14,"type":"company","title":"Toyota","url":"/glossary/toyota","quote":"Toyota wanted to see if they could do that... We have Toyota, they step in, they send several of the workers to Japan.","canonicalId":"company:toyota","priority":0.25,"confidence":0.95,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"Toyota is the automaker being discussed as the company that took over or influenced a struggling GM plant. The segment credits Toyota’s approach to worker involvement and process control.","simplifiedExplanation":"Toyota is a car company. In this story, they’re presented as improving factory performance by changing how workers and the production line operate."}},{"startTime":114.4,"endTime":196.14,"type":"company","title":"GM","url":"/glossary/gm","quote":"Some genius at GM said, let's give them the worst plant that we have... If you were working at a GM plant in the 70s or 80s, the GM's plan was stand at a line and turn a screw all day.","canonicalId":"company:gm","priority":0.25,"confidence":0.9,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"GM refers to General Motors, a major automaker. In this segment, it’s used to describe how GM ran a plant and assembly work in the 1970s/80s.","simplifiedExplanation":"GM is short for General Motors, one of the big car companies. Here, the hosts are comparing how GM ran factory work versus how Toyota ran it."}},{"startTime":134.4,"endTime":179.4,"type":"concept","title":"assembly line","url":"/glossary/assembly-line","quote":"And then sometimes GM couldn't even start the assembly line in the mornings... Like they would rather stop the assembly line, fix the issue, and go on instead of having 40 issues or whatever to resolve later.","canonicalId":"concept:assembly-line","priority":0.85,"confidence":0.9,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"An assembly line is a production system where a car (or parts) moves through a sequence of stations, and workers perform specific tasks at each station. The segment contrasts GM’s “turn a screw all day” approach with Toyota’s emphasis on stopping the line when problems are spotted.","simplifiedExplanation":"An assembly line is how factories build cars step-by-step. The car moves along while workers do one job at a time, and the big idea here is that you can stop the line if something’s wrong."}},{"startTime":171.0,"endTime":177.1,"type":"term","title":"cord","url":"/glossary/cord","quote":"every worker's position has a cord where you can pull and stop the assembly line if you spot an issue.","canonicalId":"term:cord","priority":0.7,"confidence":0.8,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"The “cord” is a physical pull-cord at a worker’s station used to trigger an immediate production stop. It’s a tangible example of giving operators authority to interrupt the process for quality.","simplifiedExplanation":"The “cord” is a pull switch at a worker’s station. If someone sees a problem, pulling it stops the line so the issue can be fixed right away."}},{"startTime":190.3,"endTime":196.14,"type":"concept","title":"40-hour build time","url":"/glossary/40-hour-build-time","quote":"But really, at the time, Toyota took a 40-hour build time that GM had,","canonicalId":"concept:40-hour-build-time","priority":0.6,"confidence":0.7,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"“40-hour build time” refers to the total time required to build a vehicle or complete a production process. The segment uses it to highlight how Toyota’s methods could reduce the time compared with GM’s baseline.","simplifiedExplanation":"“40-hour build time” is how long it takes to build a car (or complete the production work). The point being made is that Toyota’s process could shorten that time versus GM’s approach."}},{"startTime":237.8,"endTime":246.8,"type":"concept","title":"leadership systems and expectations drive behavior","url":"/glossary/leadership-systems-and-expectations-drive-behavior","quote":"because what Toyota proved wasn't that their workers were better, they proved that leadership systems and expectations drive behavior. And now I want you to bring that into your shop.","canonicalId":"concept:leadership-systems-and-expectations-drive-behavior","priority":0.55,"confidence":0.72,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"The host is arguing that how leaders set rules, goals, and accountability shapes what people do on the job. In other words, culture and performance aren’t just “who the workers are,” but how the organization is run.","simplifiedExplanation":"This is basically saying: if you set the rules and expectations a certain way, people will act that way. So problems at work can come from the system you created, not just the people."}},{"startTime":275.5,"endTime":279.3,"type":"concept","title":"weak accountability","url":"/glossary/weak-accountability","quote":"If your shop has low productivity, poor communication, weak accountability in consistent average pair order, text dragging their feet.","canonicalId":"concept:weak-accountability","priority":0.25,"confidence":0.8,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"In a shop setting, “accountability” means people are responsible for completing tasks on time and to the expected standard. Weak accountability leads to delays and inconsistent output, which the speaker ties to low productivity.","simplifiedExplanation":"“Accountability” means making sure people follow through and do what they’re supposed to do. If it’s weak, work slips and the shop falls behind."}},{"startTime":275.5,"endTime":279.3,"type":"concept","title":"pair order","quote":"If your shop has low productivity, poor communication, weak accountability in consistent average pair order, text dragging their feet.","canonicalId":"concept:pair-order","priority":0.2,"confidence":0.45,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"“Pair order” appears to refer to a workflow where jobs are handled in matched sets (for example, pairing related tasks or roles). The speaker uses it as a metric for consistency, implying that inconsistent pairing correlates with delays and lower productivity.","simplifiedExplanation":"“Pair order” sounds like a way the shop organizes work in matched sets. The speaker is saying that when that system isn’t consistent, the whole operation slows down."}},{"startTime":308.4,"endTime":311.4,"type":"concept","title":"A players","url":"/glossary/a-players","quote":"Here's the truth that most owners don't want to hear. A players don't stay in B level environments. They leave.","canonicalId":"concept:a-players","priority":0.35,"confidence":0.9,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"“A players” is a business term for top-performing employees. In the shop context, it suggests that high-skill people won’t stick around in environments that don’t support them, so performance issues persist because the best talent leaves.","simplifiedExplanation":"“A players” just means the best workers—people who consistently perform at a high level. The point here is that if the shop isn’t run well, those top people won’t want to stay."}},{"startTime":308.4,"endTime":311.4,"type":"concept","title":"B level environments","url":"/glossary/b-level-environments","quote":"Here's the truth that most owners don't want to hear. A players don't stay in B level environments. They leave.","canonicalId":"concept:b-level-environments","priority":0.3,"confidence":0.85,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"“B level environments” refers to workplaces that are only average—often with weak processes, unclear expectations, or poor leadership. The speaker uses it to argue that subpar shop culture drives away top talent, leaving behind the problems owners complain about.","simplifiedExplanation":"“B level environments” means a workplace that’s not great—maybe it’s disorganized or doesn’t set people up to succeed. The claim is that top workers leave places like that."}},{"startTime":353.1,"endTime":356.7,"type":"concept","title":"service advisor workflow","url":"/glossary/service-advisor-workflow","quote":"that's not a customer problem. [353.1s] That's a process problem in your service advisor workflow.","canonicalId":"concept:service-advisor-workflow","priority":0.4,"confidence":0.72,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"The service advisor workflow is the sequence of steps advisors follow to take in vehicles, communicate with customers, write up estimates, and coordinate approvals. Bottlenecks here can slow down throughput and reduce how many jobs the shop can complete per week.","simplifiedExplanation":"This is the process the front-desk service advisor uses to handle customer cars—taking the car in, writing up the job, and coordinating approvals. If that process is slow or messy, it can hold up the whole shop."}},{"startTime":356.7,"endTime":359.9,"type":"concept","title":"gross profits under 50%","url":"/glossary/gross-profits-under-50","quote":"If your gross profits under 50%, that's not the market. [359.9s] That's your pricing, discipline, and management.","canonicalId":"concept:gross-profits-under-50","priority":0.45,"confidence":0.7,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"Gross profit is the money left after subtracting the direct costs of providing the service (like parts and direct labor costs). When someone says “gross profits under 50%,” they’re pointing to a profitability target that’s being missed due to pricing, cost control, or management decisions.","simplifiedExplanation":"Gross profit is what the shop keeps after paying the direct costs to do the job. If it’s “under 50%,” it usually means the shop isn’t charging enough or isn’t controlling costs well."}},{"startTime":374.3,"endTime":380.3,"type":"concept","title":"50 plus hours","url":"/glossary/50-plus-hours","quote":"The same tech you're ready to fire. [376.0s] He goes down the street. [377.3s] Suddenly they're hitting 50 plus hours.","canonicalId":"concept:50-plus-hours","priority":0.5,"confidence":0.74,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"“50 plus hours” refers to technician productivity measured in billable hours per week (or a similar time-based metric). Higher billable hours generally means the shop is keeping technicians busy with jobs that can be billed to customers.","simplifiedExplanation":"“50 plus hours” is a way to measure how much work a technician is getting paid for in a week. If they’re hitting 50+ billable hours, the shop is keeping them busy with billable jobs."}},{"startTime":418.3,"endTime":432.5,"type":"topic","title":"shop marketing pros","url":"/glossary/shop-marketing-pros","quote":"These guys don't just throw ads at your business and hope something sticks. They build long-term brand positioning, high converting websites, SEO strategies that actually bring in the right customers. And here's the key. If your internal operation is broken,","canonicalId":"topic:shop-marketing-pros","priority":0.55,"confidence":0.86,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"The host is talking about specialized marketing professionals for automotive service shops. The focus is on building a repeatable marketing system (not just running ads) to attract customers who match the shop’s strengths.","simplifiedExplanation":"They’re saying you should use marketing people who understand how car shops work. Instead of just posting ads and hoping for the best, they help set up a plan that brings in the right kind of customers over time."}},{"startTime":424.1,"endTime":431.4,"type":"concept","title":"high converting websites","url":"/glossary/high-converting-websites","quote":"They build long-term brand positioning, high converting websites, SEO strategies that actually bring in the right customers. And here's the key. If your internal operation is broken,","canonicalId":"concept:high-converting-websites","priority":0.3,"confidence":0.8,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"A “high converting” website is designed to turn visitors into leads—typically by making it easy to request quotes, book appointments, or call the shop. In automotive marketing, conversion-focused pages matter because most customers start with online research.","simplifiedExplanation":"A high-converting website is one that gets visitors to take action, like calling or booking. For a car shop, that usually means clear service info and simple ways to contact you."}},{"startTime":424.1,"endTime":426.6,"type":"term","title":"brand positioning","url":"/glossary/brand-positioning","quote":"They build long-term brand positioning, high converting websites, SEO strategies that actually bring in the right customers. And here's the key. If your internal operation is broken,","canonicalId":"term:brand-positioning","priority":0.25,"confidence":0.78,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"Brand positioning is how a business defines what it stands for and why customers should choose it over alternatives. In a shop context, it often means clarifying the shop’s niche (for example, performance work vs. general maintenance) and communicating that consistently.","simplifiedExplanation":"Brand positioning is basically your shop’s “why us” story. It’s how you explain what you’re known for and what kind of customers you’re best at serving."}},{"startTime":426.6,"endTime":431.4,"type":"term","title":"SEO","url":"/glossary/seo","quote":"They build long-term brand positioning, high converting websites, SEO strategies that actually bring in the right customers. And here's the key. If your internal operation is broken,","canonicalId":"term:seo","priority":0.35,"confidence":0.9,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"SEO (Search Engine Optimization) is the process of improving a website so it shows up higher in search results. For car shops, good SEO helps local customers find the shop when they search for services like “oil change near me” or “brake repair.”","simplifiedExplanation":"SEO means making your website easier for Google to find. If it’s done well, people searching for car services nearby are more likely to land on your shop’s website."}},{"startTime":463.9,"endTime":466.4,"type":"concept","title":"technician shortage","url":"/glossary/technician-shortage","quote":"You need to stop blaming the technician shortage. My God, if I hear that term one more time, I'm going to choke somebody.","canonicalId":"concept:technician-shortage","priority":0.35,"confidence":0.78,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"A technician shortage means there aren’t enough trained automotive technicians available to handle the volume of work shops need to perform. In practice, it can drive longer wait times and force shops to prioritize certain jobs over others.","simplifiedExplanation":"It means shops can’t find enough trained mechanics to keep up with the work. The host is saying that blaming this alone doesn’t explain why other shops are still doing well."}},{"startTime":477.8,"endTime":480.0,"type":"concept","title":"production targets","url":"/glossary/production-targets","quote":"Second, you have to build structure. You need clear production targets, daily tracking, defined advisor processes,","canonicalId":"concept:production-targets","priority":0.3,"confidence":0.72,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"Production targets are specific goals for how much work a shop should complete in a given time period. They’re used to align staffing, scheduling, and workflow so the shop can hit measurable throughput.","simplifiedExplanation":"These are the numbers a shop sets for how much work it wants to get done. The idea is to manage the shop with clear goals instead of guessing."}},{"startTime":480.0,"endTime":485.5,"type":"concept","title":"advisor processes","url":"/glossary/advisor-processes","quote":"You need clear production targets, daily tracking, defined advisor processes, non-negotiable standards.","canonicalId":"concept:advisor-processes","priority":0.3,"confidence":0.74,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"Advisor processes refer to the repeatable steps service advisors follow when interacting with customers and managing service work. This typically includes intake, estimating, approvals, updates, and closing the job.","simplifiedExplanation":"Service advisors are the people who talk to customers about repairs. “Advisor processes” means the shop has a consistent way of handling those conversations and keeping the job moving."}},{"startTime":480.0,"endTime":485.5,"type":"concept","title":"daily tracking","url":"/glossary/daily-tracking","quote":"You need clear production targets, daily tracking, defined advisor processes, non-negotiable standards.","canonicalId":"concept:daily-tracking","priority":0.28,"confidence":0.7,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"Daily tracking is the routine measurement of key shop metrics day-to-day to see whether operations are on pace. It helps identify bottlenecks early, rather than discovering problems at the end of the month.","simplifiedExplanation":"It means checking progress every day using simple numbers. The goal is to catch issues early so the shop can adjust quickly."}},{"startTime":485.5,"endTime":487.3,"type":"concept","title":"non-negotiable standards","url":"/glossary/non-negotiable-standards","quote":"defined advisor processes, non-negotiable standards. The standard is the standard.","canonicalId":"concept:non-negotiable-standards","priority":0.32,"confidence":0.7,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"Non-negotiable standards are rules the shop commits to regardless of circumstances or individual preferences. In an automotive context, these can include quality expectations, documentation requirements, and workflow rules that protect consistency.","simplifiedExplanation":"These are rules the shop follows no matter what. The host is arguing that consistency matters more than making exceptions to avoid conflict."}},{"startTime":496.8,"endTime":501.6,"type":"concept","title":"high-performance shop","quote":"You cannot lead from a place of comfort. You have to make it uncomfortable. You cannot build a high-performance shop while protecting feelings over results.","canonicalId":"concept:high-performance-shop","priority":0.33,"confidence":0.68,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"A high-performance shop is one that consistently delivers strong results—typically faster throughput, better customer experience, and more predictable quality. The host frames it as requiring accountability and results-focused leadership.","simplifiedExplanation":"It’s a shop that runs efficiently and gets good outcomes consistently. The point here is that you can’t run it by avoiding hard conversations or protecting feelings over results."}},{"startTime":516.7,"endTime":519.9,"type":"term","title":"KPIs","url":"/glossary/kpis","quote":"[516.7s] I need you to pull your numbers, whatever your KPIs are.\n[519.9s] Maybe it's tech hours produced.","canonicalId":"term:kpis","priority":0.35,"confidence":0.9,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"KPIs (key performance indicators) are measurable targets a shop uses to track how well it’s operating. In an auto context, they might include things like repair volume, average repair order, or gross profit percentage.","simplifiedExplanation":"KPIs are the numbers a business watches to see if it’s doing well. In a car shop, they could be things like how many jobs you complete or how much profit you make per job."}},{"startTime":522.7,"endTime":524.8,"type":"term","title":"gross profit percentage","url":"/glossary/gross-profit-percentage","quote":"[521.4s] Maybe it's average repair order.\n[522.7s] Maybe it's gross profit percentage.\n[524.8s] I need you to identify one tolerance.","canonicalId":"term:gross-profit-percentage","priority":0.4,"confidence":0.85,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"Gross profit percentage measures how much profit a shop keeps from revenue after direct costs (like parts and direct labor), before overhead. Auto shops track it to understand whether their pricing and job mix are actually profitable.","simplifiedExplanation":"Gross profit percentage tells you how much of each dollar earned turns into profit after the direct costs. It helps you see if your shop is making money on the jobs you’re doing."}},{"startTime":524.8,"endTime":527.1,"type":"term","title":"tolerance","url":"/glossary/tolerance","quote":"[524.8s] I need you to identify one tolerance.\n[527.1s] What are you letting something slide?\n[530.0s] Where are you letting something slide?","canonicalId":"term:tolerance","priority":0.25,"confidence":0.6,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"In this shop-operations context, a tolerance is an allowed range of variation for a process or standard (for example, how much deviation is acceptable before work must be corrected). It’s used to define what “good enough” looks like and where quality control should kick in.","simplifiedExplanation":"Here, tolerance means the acceptable wiggle room in how something is done. If you’re letting too much slide, you’re effectively raising the tolerance and lowering quality."}},{"startTime":558.9,"endTime":561.5,"type":"topic","title":"audit your processes","url":"/glossary/audit-your-processes","quote":"[553.7s] Like, what are you willing to hold people accountable to today to start this process?\n[558.9s] And then I need you to audit your processes.\n[561.5s] Where is performance optional?","canonicalId":"topic:audit-your-processes","priority":0.2,"confidence":0.7,"source":"hybrid-fuzzy+gpt-5.4-nano","data":{"explanation":"This is a management topic about reviewing how the shop runs day-to-day—looking for steps that aren’t being followed or that allow inconsistent results. In auto service, process audits often target quality, documentation, and workflow bottlenecks.","simplifiedExplanation":"This means taking a close look at how the shop is doing things. The goal is to find where the rules aren’t being followed or where work is slipping."}}],"speakers":[{"id":"s1","name":"Chris Cotton","role":"host"}],"transcripts":[{"url":"http://getcarcurious.com/episodes/your-crew-isn-t-the-problem-you-are-e256/transcript.vtt","type":"text/vtt"}]}