Roger of Bigger’s Auto Group described how better coaching, clearer performance visibility, and more intentional employee development can help service and parts teams improve. His approach begins with having a dependable team, then giving employees the tools and training they need to grow.
Employees may believe they are performing at a high level without having enough information to evaluate themselves accurately.
For service advisors, that can mean overlooking weaknesses in presenting recommendations, communicating value, or converting opportunities. Managers may recognize the problem, but informal feedback alone can feel subjective and create difficult conversations.
When employees can review objective results, coaching becomes more specific.
Managers can reinforce successful behaviors while identifying the exact areas that require additional training. The purpose should not be to catch employees making mistakes. It should be to give them a clearer path toward improvement.
“They really need to see what they’re great at and where we need to improve.”
Roger
Customers who already know the dealership require less introduction to the business. The dealership may already have their contact information, vehicle history, and previous repair records.
Keeping those customers still requires consistent execution. A customer may be satisfied with the repair itself but leave with a negative impression because communication was unclear or inconsistent.
Roger referenced a figure presented at the summit indicating that 48% of negative service surveys were linked to a lack of status updates. The transcript does not provide the original research source for that figure, but it illustrates the operational concern that stood out to him.
Customers are accustomed to receiving updates throughout other transactions. When a vehicle is in the dealership’s care, silence creates uncertainty and allows customers to imagine the worst.
Roger explained that his team is placing greater emphasis on sales training for parts counter employees. The goal is to help them identify the complete job rather than simply supplying the first part requested.
For example, a customer ordering a water pump may also need coolant. A cylinder head repair may require gaskets and other related components.
Failing to ask the right questions can lead to incomplete orders, repeat calls, repair delays, and a poor impression of the dealership.
A well-trained counter employee protects both the customer experience and the department’s sales opportunity.
Roger’s ability to attend a summit depended on having a team he trusted to maintain store processes while he was away.
Managers cannot focus on strategy, education, and employee development when every operational decision depends on them personally.
Building a capable team allows leaders to step back from daily emergencies and identify opportunities that can improve the entire operation.
The information leaders gain should then return to the dealership through practical action. That may include advisor coaching, parts sales training, better accountability, or new communication processes.
Professional development produces value when it strengthens the people who remained at the store, not only the person who attended the event.
Better fixed ops performance begins with helping employees understand how their work affects customers and profitability.
A stronger retention strategy can reduce dependence on constant customer acquisition. Parts sales training can help counter employees provide complete solutions instead of isolated components.
When leaders invest in their own development and bring those lessons back to their teams, improvement becomes part of the dealership’s operating culture rather than a one-time initiative.