Editor’s note: We’re moving from our digital magazine to website-first content. Enjoy more frequent updates and easier access to our articles and stories you want to see. Thanks for growing with us!
Before we go any further, let me ask for your permission to have a hard conversation. These discussions are often uncomfortable, but they’re necessary—not just in life, but also in our service departments.
Hard conversations seem to be increasingly rare. We know they need to happen, but it’s often easier to push them off. Unfortunately, this mindset is far too common in our service departments. Picture this: A technician finally completes a multi-point inspection form, and it’s a thing of beauty. The tech has done their due diligence, carefully examining the vehicle and listing all the services the customer needs. But then, the advisor hesitates to relay everything to the customer, fearing they might upset them.
To avoid appearing too aggressive, the advisor trims down the inspection results. As a result, the customer only receives partial information—and often from someone who didn’t perform the inspection. This lack of communication leaves the vehicle vulnerable to potential mechanical failures. Avoiding the truth, however, only leads to bigger problems and more costly repairs in the long run.
Why It Matters
Think about it: when a vehicle is already inoperable, advisors have no choice but to deliver the bad news. All of the pressure is off of them, and they just have to tell what the customer already knows. But what if they had the courage to share all the necessary information upfront? What if they clearly explained the importance of preventive maintenance, helping customers avoid breakdowns altogether? Yes, vehicle maintenance costs are higher than ever, but repairs caused by neglect are far more expensive.
The pressure to keep ownership costs low—both from manufacturers and customers—has created a culture of ‘soft advising.’ Advisors are hesitant to deliver honest, comprehensive assessments because they fear backlash. But this hesitation ultimately hurts both the customer and your dealership’s credibility.
Mastering the Multi-Point Inspection Process
Surely, it can’t be that simple, right? I hear this question all the time from the advisors I train: “Is it really just about going over the multi-point inspection with a customer?” Well, it really is that simple. We must educate our customers on what they’re driving. Many of our customers don’t realize the advancements the automotive industry has made. They need to understand that today’s vehicles, and the components that make them up, are more complex than ever before.
This initial step is often the most natural for advisors. It gives them an opportunity to showcase their knowledge and expertise. Once we’ve educated the customer, the next step is for advisors to offer the services the customer is due for—or possibly overdue for. At this stage, the advisor presents the solutions to address current issues or prevent future problems the vehicle may encounter if maintenance is not performed.
This step, however, can be challenging for many advisors because it sets them up for the next critical step: the ask. After educating the customer about their vehicle and offering the solutions, the advisor must ask for the sale— “landing the plane,” if you will. This is by far the weakest part of most advisors’ approach. It’s where they are most vulnerable, and many shy away from it at all costs.
Training Day
Recently, I was conducting on-the-drive training with a dealership. I stood with one of the advisors as a customer came in with over 95,000 miles on their vehicle. When the multi-point inspection came back, the advisor didn’t even glance at it. Instead, he set it aside. I asked him what the multi-point inspection recommended, and he admitted he didn’t know, saying the customer had just come in for an oil change.
Oh, brother. I told him that although the customer came in for an oil change, it was still our responsibility to inform them about the services they were due for. The advisor became defensive, giving me all the reasons why he didn’t think we needed to say anything to the customer. None of his reasons were valid.
I explained to him that all he had to do was follow the process: educate the customer about their vehicle and any areas of concern, offer the services or solutions to address those concerns, and ask for the sale. It really is that simple. The advisor eventually relented and went to have the conversation with the customer.
Customer Interaction
I wish I could say the customer purchased everything recommended by the advisor and gave him a heartfelt thank-you, but that’s not what happened. Here’s what did happen: the customer listened to what the advisor explained and then said, “I’ll do it next time.” The advisor was left feeling a sense of defeat.
As my friend Charlie Polston would say, “Sometimes you eat the bear, and sometimes the bear eats you.” This time, we were the ones gobbled up. Even though the outcome wasn’t what we hoped for, I was able to discuss with the advisor that the customer didn’t react negatively. They didn’t get upset or say anything rude or demeaning—they simply said, “Not at this time.” They still left the door open to doing the recommended services next time.
This small victory was something we could build on for the next customer. This process takes time. We have to retrain our customers on what it looks like to visit our dealership. If we can make the necessary changes to our behavior and stay consistent with that change, over time, they will begin to change their behavior as well.
A Personal Story
This issue isn’t unique to the automotive industry. It reminds me of an experience I had with my dog. Let me share what happened.
One day, I came home to find my dog had gotten into the trash. The next morning, he had a whistle in his breathing. Concerned, I took him to his vet, let’s call him Dr. Vet, who had been treating our dog for eight years. Dr. Vet prescribed some pills, but after a week, the problem only got worse. His breathing became so labored that one night I had to rush him to an emergency vet.
The costs began to add up—an oxygen chamber, tests, and emergency care. The emergency vet suspected cancer but needed a history of bloodwork to confirm. When I called Dr. Vet to get this information, I was shocked to learn he didn’t have it.
When I asked why, Dr. Vet explained that the annual bloodwork would have cost an extra $100 each year, so he didn’t offer it. I was devastated. We ultimately had to put our good boy down. I’m not saying we definitely would have opted for the extra tests, but I wish we’d had the choice. At least then, it would have been our decision to make.
A Turning Point: Embracing Change
Here is the good news: the problem has been caught in time. You still have the opportunity to make the necessary changes in your dealership. As we begin this new year, there is a chance to implement meaningful change—not just in how we interact with our people but also in how we serve our customers.
What I am proposing is not easy. Some customers may not want to hear it, and others might take it the wrong way. However, I firmly believe that many are desperate for this honesty. They need to be told that their vehicle is overdue for maintenance services. By having these hard conversations, we empower customers to make informed decisions and help them avoid more significant problems in the future.
So, I ask you: Are you giving your customers all the information they need to make informed decisions about their vehicles? Or are you, like Dr. Veta, sparing their feelings or avoiding uncomfortable conversations at the expense of their long-term well-being?
The Call to Action
As fixed ops leaders, it’s our responsibility to foster a culture of transparency and honesty. Train your advisors to present customers with all the facts—good, bad, and ugly—about their vehicles. Yes, some conversations will be uncomfortable, but they’ll also build trust and protect your customers from costly repairs down the road.
Hard conversations aren’t easy, but they’re necessary. Are you ready to have them?
