The other day, I got an email from a man whose company recently promoted him to the position of manager.
He’d been towing for quite a while, but now that he was given the opportunity to lead, he wanted to know if there was “any help or guidance I could give him.”
So that he could do his job better.
I’m always happy to help, so I referred him to my website and the books I’d written.
I then suggested that if he needed further help, he could schedule one-on-one coaching with me.
Without knowing areas where he believes he needs work- it’s difficult to have a productive conversation.
Especially over email.
All the same, I didn’t want to leave him hanging. So, for general guidance I told him this.
A towing business is one thing first and foremost– A Service Business.
Which means that you as the owner or the manager are in service to other people.
But it’s more than that.
And this is what separates the successful from the mediocre.
Successful people know that they’re not only in service to their customers, law enforcement, and property owners, but the folks who work alongside them as well.
Their dispatchers, salespeople, tow truck operators and other support staff.
You’re in service to the people who provide service to your customers.
And you’re charged with ensuring your people are treated properly.
Now, don’t get me wrong…I understand it’s hard.
There are unique challenges in properly serving underinsured, irate and sometimes litigious motorists.
And…sometimes it can be hard to know if your people are telling the truth…right?
Well, if you agree with that last sentence…there’s likely a breakdown in communication somewhere.
Trust has been broken.
Maybe a driver doesn’t want to admit to a mistake because he believes you’re a hot head.
And he’s seen how you react to seemingly small infractions.
Perhaps a dispatcher has an attitude because she feels you didn’t provide adequate positive feedback when warranted. And gets cross with a customer, creating a complaint avalanche that’s bound to cross your path.
Sure, there are two sides to every story.
But refusing to accept your role in helping to create these scenarios is a mistake.
When you give up your authority and play the blame game, you’re no longer serving your people.
On the other hand, When you stand up for your employees and acknowledge their accomplishments while protecting them from unjust criticism, you foster loyalty and trust.
Of course, you’re going to encounter hard cases who attempt to manipulate and cause trouble.
But with your ego out of the way and a clear understanding of your role (to serve,) it’s much easier to identify these folks quickly. And make adjustments.
Having the ability to successfully manage isn’t something that happens in an instant.
It takes time and patience, and you’ve got to learn to forgive yourself when you make mistakes.
And I know, some of you are going to throw up a lot of objections to what I’m saying here.
Because there are so many situations where your’e not going to know how to react.
Such is life.
Just remember it’s not about you…it’s about serving your people well.
Don Archer
P.O. Box 104432
Jefferson City, MO 65110
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