Statistics exist all over about happy customers. The J.D. Power Customer Service Index Study is one that provides valuable insight into areas of improvement as well as areas that have seen awesome growth. From those stats, we all know that happy customers are customers that will return for paid service, and that’s more than two thirds of customers.

But the statistics don’t get down in the trenches. They give an overview of areas that need improvement, but they provide the tools to get the job done. And of course, there’s the factor of the unknown. Unhappy customers usually don’t respond – they just leave and don’t come back.

The ticked-off customers that don’t say anything are difficult to address, simply because you don’t know they’re unhappy. But occasionally, you’ll get a CSI survey returned that expresses displeasure and “Will Return in the Future” is checked off as “definitely will NOT”. Those customers are not yet lost, but they’re an opportunity to create a loyal client.

How So?

If a customer has specifically told you they won’t be returning because they are unhappy, it’s usually because someone did something wrong, or didn’t do something they should’ve. That sounds to me like an opportunity at redemption. Take it while you can because you don’t get many chances at it, and certainly, at most, only once per customer.

If at all possible, do it verbally on the phone. It’s a level of connection that isn’t achieved in non-verbal communication. Otherwise, draft a well-written email to them.

Own the Problem

It’s the toughest thing to do in the automotive industry where most customer-facing staff are type-A personalities. Acknowledging failure doesn’t come easy, but it’s necessary.

Acknowledge the customer’s concern, summarizing the issue that has upset the customer. But it’s not enough to just acknowledge – you must apologize. You’ve allowed the customer to leave your store unhappy once. At minimum, it’s your fault for not correcting the concern before the customer’s visit was over.

You’ve disarmed the customer by taking ownership of the problem. They’ll keep listening to you now.

Explain What Should Have Happened

Your store’s policies and procedures dictate how certain situations should be handled. If you have an unhappy customer, there’s likely at least one thing that wasn’t followed to the letter. In that way, explain to the customer that you should’ve asked the advice of your manager/made your follow-up call as promised/detailed the estimate better/arranged the shuttle immediately, or what have you.

If the customer knows there’s a proper way of doing things but it wasn’t followed this once, there’s a good chance you’ll be able to earn their business back.

Promise to Do Better

If you’ve told the customer what you should’ve done, the next step is to tell them that you’ll do what should be done next time. By making that commitment, you’re beginning to turn the conversation to the future – their next visit to your store.

And with your commitment to improving yourself, it’s time to ask the question: “Can I ask you for another opportunity to earn your business?”

Do Better

Some customers will truly come back for another shot. Others may say they will and never set foot in your store again. For the ones return, follow through on your promise. Do better.

Elevate your customer service experience by owning customer concerns. It takes a big person to swallow their pride and accept blame for an unhappy client, even if it seems trivial or actually isn’t your fault. But if you’re able to walk through the problem with a customer, own it, and promise to improve, there’s a strong possibility they’ll return as a loyal customer.  

Think with Google research is always revealing. Once again, a recent analysis of the automotive market has shown data that shouldn’t be a surprise. Here it is:

Customers have a singular view of auto marketing.

What does that mean? It means that customers view all advertising and marketing as if it came from a single source. The parent brand, regional, and retailer are all lumped together as a single source in the customers’ eyes.

Of course, we know that’s not how it works in the industry. Each level of the auto business has functioned independently for generations. Manufacturers don’t typically filter customer data down to the dealerships as they respond to marketing, and dealerships aren’t openly working with regional branches to give a unified approach.

The Problem that’s Presented

Yet, be it as it may, the customer still views it all as a single unit. Google’s VP of consumer goods, Adam Stewart, provided an anecdote that sums up the problem with a disconnected multi-level approach:

“This might sound familiar to you. I’m currently in the market for a new car. While I’m considering a newer model of the brand I own, most of the marketing communications I receive don’t recognize me as a potential loyal customer. Furthermore, I recently visited the dealership, spent two hours there, and after returning home, received an email from the general manager of that same dealership inviting me to come in and check out the latest models. I was just there.”

As a customer, if you aren’t recognized as a “potential loyal customer”, it feels like you’re not being treated as you should. It feels like disrespect, and we know that’s not a good way to treat your customers.

Why It’s Important

There are two main reasons that a singular customer view is important:

• It honors your loyal customers. You want to keep these customers satisfied by any means necessary because the cost is so high to replace them.
• It’s incredibly efficient. Not only can the marketing approach be measured more accurately, but achieving mini-conversions can be multiplied up to 300% and cost-per-acquisition dropped by 75%.

What Can You Do?

It takes a long time to correct course, especially with a ship as big as the automotive industry. It’s been acknowledged that a singular customer view is important – Fiat-Chrysler has been implementing such an approach in their network. But for other manufacturers reluctant to do so, it falls on the dealerships to make a difference. How can you do that?

Make Every Dealer Communication Personal

As a dealership, you might have to take the reins. Communicating to your customers who are potentially loyal is so very important. When you’re establishing campaigns that go out to your client lists, make absolute certain that loyal customers are acknowledged as such. Use clear wording that thanks them for their continued loyalty.

Offer Loyalty Bonuses

Whether you offer VIP loaner car services in the service drive, an extra detailing package for three months after purchasing their car, or some other localized benefit, email blasts should remind those potentially loyal customers why they continue to stay loyal.

Work on Your OEM

Contact your district manager to emphasize the importance of a unified approach to marketing. I may take pressure from the retail automotive industry to initiate change on the corporate level.  

Dealerships all over have recognized the benefits in using an app for their store. It’s true – customer engagement is much simpler when you’re putting your communications in front of your customers’ eyes in real time. But having an app doesn’t guarantee customer loyalty.

In fact, a recent Think with Google study reports that 80 percent of app users churn within three months. That means they’re gone – no longer part of your clientele. The app is deleted. You’ll need to recapture that client again, and that’s harder than earning them in the first place.

It’s because of that high churn rate that some dealers don’t believe in the value of investing in a branded app. Hey, if 80 percent of the users drop off in 90 days, I’d question the value too! But there’s less wrong with the product (if anything) – it has to do with how an app is used.

Actual Customer Engagement

Listing information on an app and allowing customers to access it isn’t engagement. That’s passive, and it gives your competition the open door to engage your customer and grab their interest. It isn’t enough to have an app that sits idle until the customer decides to open it, browse through its features, make an appointment, or call your store.

Active engagement with an app requires an action plan. There should be push notifications and valuable content appearing on the smartphone screen regularly.

How Often Should You Engage?

Everyone has an opinion about the frequency of engagement through an app. For an auto dealer, daily is too much. In my opinion, once a week should be the minimum and three times per week the max – and that’s only IF your content is worth pushing.  

How to Use an App Well

I’m not an app developer, so the features you choose for your dealer’s app might not jive…but they should. I believe these three things are critical – they’ll help prevent that 80 percent churn rate.

Reward Loyalty

App users should receive perks and offers that others either don’t receive, or they should get them first! Use push notifications like a pre-sale for concert tickets. Only loyal app users are eligible for the service promotion first or the new car sale two days early.

Provide Valuable Information

Your dealership’s blog content should contain service tips, how-to’s for in-car technology, new vehicle walkarounds. Assuming you have these articles and videos being posted on your website, use push notifications to engage your customers with this valuable information. Keep it short and sweet.

Make It Personal

Customers increasingly appreciate the personal connection on websites. It helps to develop a ‘relationship’ without an interaction. Post team member profiles along with a short bio so customers know who they’re going to see in the store. Maybe they can’t remember their salesperson’s or service advisor’s name. It’s an easy reminder.

If you have an app, great! Do you use it well? If you have a high churn rate, there’s work you should do to keep your customer engaged.

Have you ever received a CSI survey result and been completely floored and ruffled that it wasn’t a perfect score? I know, it’s dredging up feelings you don’t want to deal with. But it happens a lot more than anyone wants to admit, especially from if you’re the DPSM.

The common scenario goes like this:

 The customer has been handled perfectly from start to finish. You’ve done your walkaround, built their trust, advised instead of sold, and kept them informed the whole time. You even offered your last courtesy car to this very client. At no point was there any indication they were displeased, upset, had questions, or been anything less than thankful and appreciative.

You might’ve explained it to the customer when they picked up their vehicle. “You’ll probably receive a survey by email about your visit today. It’s just one of the ways my performance is evaluated. If you’ve had a great experience, please fill it out appropriately. If there’s any reason you can’t give an excellent score, please let me know so I can fix it for you.” All handshakes and smiles, and the customer is on their way.

A few days later, their CSI survey comes back to you. They’ve marked their scores all one column over from perfect. In school, it’s an acceptable 80 percent. On a CSI survey, it’s the worst way to fail.

Why It Happens

Have you ever called a customer after a CSI score like this and asked why? I have. The reason is perfectly logical, at least in the customer’s point of view. The response I received was, “My service the other day was great! I have no problems with you or the dealership. I never fill out a survey perfectly, because there’s always something that can be improved upon.”

How do you argue with the logic? You can’t. What you can do is expect that you’ll get a survey like that from a perfectly happy customer every so often.

Unfortunately, your DPSM doesn’t see it that way, and scores don’t account for logical customer survey scores like this.

What You Can Do

Four out of five isn’t bad, unless four is a failing score. But there’s not much you can do about survey scores in the past – you can only look to the future. But how do you address the happy customers who never give a perfect score?

Get a Manager Involved

Not like you think, though. It’s not an ‘explain away the problem’ kind of thing. One item that some customers respond well to is an authority figure. So, in some cases, it can help for a service manager to call the customer after the advisor has called them. The service manager can say something like this:

“Hi, Mr. Ross. I want to thank you for filling out the recent survey you received. As I followed up with Jason to see if there was any way we could’ve served you better, he mentioned that you were completely satisfied. Is that true? (Assume a ‘yes’ from the customer)

“I’m glad to hear you’re happy with Jason and how your visit went. Would it be alright if I review with you how the manufacturer scores us based on the survey?”

See where it’s going? A manager may have the opportunity and influence to change a customer’s future survey scores simply by educating the customer.

There’s probably not much else you CAN do. Rewarding a customer for a survey response or coaching for a perfect score is either frowned upon or forbidden by OEMs. Unless CSI surveys change in how they’re performed by the OEM, there will always be a challenge with the odd customer who’s hesitant to give out five stars.

How have you dealt with the four-star survey? Comment below.

A quick snapshot of any dealership website reveals the exact same thing. The first thing that’s evident will be new car inventory, followed by used car inventory. Tucked away in a corner, in a seldom-selected dropdown menu are parts and accessories, and then the service department.

What do you get when you select the service department? Very few websites even have a clickable ‘Service’ heading. The ones that do have a basic, uninspiring page with little to no helpful information. Possibly hours of operation, a handful of keywords, but nothing more. The ‘Service’ dropdown has a slightly better, offering the opportunity to schedule an appointment, view specials, or perhaps even view maintenance schedules.

Compare that web presence to the service department’s value in your store. Are you operating near or at 100 percent service absorption? If you are, you know exactly how important your service department is. And if you aren’t, then maybe your website experience is a tool that could boost your service department up a little.

What Could Your Service Department Look Like Online?

Think about the ‘Service’ tab as its own website. Because, honestly, your customers that want service information don’t want to search all over your website to find the one thing they want to know. It should be contained and easy to find.

Provide Important Details Immediately

From the first click on the ‘service’ tab, customers should be able to access the most important details right away. It should give them access to creating an appointment or contacting your service department directly, and it should have your hours of operation immediately present. Don’t forget to show holiday hours also.

Show Who You Are

A personal connection is powerful. That’s why I’d always recommend putting a department profile in the related webpage. Post pictures and a one- or two-line bio for all your service staff, from service managers and advisors to cashiers and valets.

Display Specials

The manufacturer always has a service special running, don’t they? Artwork is provided from the OEM and it’s simple to insert onto the webpage. What’s even more important than putting specials online is making sure they are current. Information that is months or years past their expiration tells website visitors they can’t rely on the rest of your content to be current either.

Add a Service Blog

One of the most powerful tools for your website is a blog. Include how-to guides for basic service-related features like ‘how to tell when your air filter needs to be replaced’ and ‘how to adjust your tire pressures’.

A service blog is a fantastic opportunity to pack search terms onto your website. When potential customers are searching online, you want your website to show up. So, put popular search terms into your content as keywords. Terms like ‘oil change near me’ and ‘Honda repair shop’ are examples of keywords that customers are searching.

While you’re at it, every department should treat their portion of the website like this. The fact is that all dealerships are competing against each other for the most important leads right now: online leads. Make your web content stand out more than the others to get more than your share of the leads, service or otherwise.

I’m willing to bet this scenario sounds familiar:

The summer months have arrived. School is out and many of your staff are taking time off to spend with their kids. Vacations are planned and there’s competition to get the most desirable weeks. Those, of course, are those before and after long weekends, right?

But then, when you’re in the midst of summer, it all suddenly implodes. There aren’t enough service advisors to cover your bases. Customers are forming a queue outside the service manager’s door to complain about their service. And if you can write up all the customers, their work orders aren’t getting completed in a timely manner because the shop is a ghost town.

Granted, summer is usually somewhat slower in the service department than the other seasons. But even with fewer customers coming through the service drive, it doesn’t go like it should.

It’s a Common Scene

Most likely, some form of this summer scene happens in your dealership. Maybe not so bad, maybe worse. But as pleasant as it is to have summer arrive, most service managers can’t wait for it to end.

So, how do you get ready for the summer months? Whether you’re a service advisor or a service manager, here are a few tips to plan out the season.

For Service Managers…

• It should go without saying, but it still needs to be reiterated. Make a hard and fast vacation schedule. Set rules that absolutely MUST be adhered to. For example, limit the number of technicians away at a time while accounting for (but not expecting) the potential for ‘sick’ calls. The same goes for service advisors and support staff – always make sure enough team members are scheduled to handle the workflow.
• Plan to spend more time outside of your office than in it. With your team operating a few people down, part of your responsibility will be to support the ones that are working. Fill in for breaks, answer the phones, or spend time helping the valet. Not only will you help with productivity, but you’ll earn much respect from your team.
• Put your foot to the floor. Don’t let up in the summer months. If the customers are rolling in, do whatever you need in order to keep the department humming along. Remember, if your service department isn’t available for the customers when they want to come, they WILL go somewhere else instead.

For Service Advisors…

• Plan vacations at non-peak times in the year. I get it – sometimes the family wants to go to Wisconsin Dells or Disney, and there’s no choice but summer. However, less competition for peak summer vacation times makes for a better work environment. Plus, think of the opportunities to earn extra while other staff are away!
• Be ready for a hectic pace. Perhaps there are fewer customers coming in, but you’ll be moving faster to make up for vacationing staff. You’ll be tempted to sit out on the patio, enjoying the warm weather, but make sure you get enough rest for work the next day.
• Go above and beyond your duties. With support staff also taking turns relaxing, you might need to be a valet-slash-cashier-slash advisor from time to time.

Summer is coming fast. Get you department prepared and your team honed in!

I want to hear your stories. Have you experienced any crazy summer staffing issues in the service department? Comment below.

Like any dealership position, there comes a need to fill a service advisor’s desk occasionally. There might be someone that resigns or you could be so busy you have to add a service advisor. In any case, you need someone to man that desk as soon as possible to maximize productivity.

From personal experience, I’ve seen zero cases where service advisors receive training prior to starting their job. That’s right – none whatsoever. Most get two to five days to shadow an advisor who’s likely so busy already that they barely have time to explain what they’re doing.

Case in point, I recently had a vehicle serviced and a new service advisor was working all alone. He was barely able to write the work order on his own and did not perform any of the tasks an advisor should. No walkaround, no recommended maintenance review, no recall check (that I know of), and no greeting other than, “I’ll be with you in a minute” without looking up.

For some reason, this has been okay in every dealership I’ve worked. Yet, salespeople need to be certified before they can work a deal. And take a look at other industries – even McDonald’s partners new hires with experienced staff to help them learn.

Sink or Swim Training is Not Okay

It could be called ‘on-the-job’ training, but it’s really sink-or-swim. From my experience, it’s safe to bet that I don’t think it’s alright, and I’m sure you’d agree. So, if it’s not alright to send new hires out to deal with customers without proper training, what’s the best way to prepare them for the role?

Basic Individual Advisor Training

If your new hire has never been a service advisor before, they absolutely need to know the basics before talking with a customer. Online training courses for service advisors can be found in several places online. Here’s a list of online service advisor training programs to get your advisor started within a couple of weeks with some understanding

Close Monitoring

A new service advisor should be closely monitored – buddied up, essentially – for at least two to four weeks. Your best bet is to pay a senior service advisor a handsome sum to be your trainer when required. That way you can have someone devote their attention to the new hire, getting them productive before turning them loose.

Mentoring

Mentoring is just like monitoring, but from a distance. The mentor should be available to help whenever the new hire needs it, and to continue the learning process once the basics are hammered down. Choose one of your best advisors to be a mentor, but don’t forget that it comes with a cost!

Certification

Aim towards certifying every one of your service advisors. While they might not be learning anything new per se, certification creates credibility with your customers. ASE Automotive Service Consultant Training is perhaps the most recognized there is.

How do you integrate new service advisors into your team? What processes do you have in place to train them up?

For as long as I remember, I’ve been attracted to a good deal. How can you pass up something you’ve wanted or needed when it’s gone on sale? I’m a constant browser on Craigslist and other local online classified sites, and I know a good deal when I see one. And what do I do when I find a deal I like? I ask for a deeper discount yet. It’s this haggling, the thrill of winning, that I love more than anything about shopping.

In the service department, the atmosphere has to be completely different than it is on Craigslist. The price is the price – there’s no negotiation. At least, there shouldn’t be. When you have a price listed for a service or repair, it actually hurts you to discount it. The customer equates the repair’s value at the discounted rate, not the full price you originally quoted.

It’s even more egregious when discounts are given when they aren’t asked for. I know the WHY behind discounting – it’s to make the customer feel special, or that they’re getting an exclusive service. But service managers HATE when money has been given away on an RO needlessly.

Here’s what I mean, from personal experience today:

My routine maintenance was due. I changed over my seasonal tires, and also needed a TPMS relearn. Easy enough, right? It should’ve been. But what happened is that the service advisor, instead of putting the TPMS relearn on the RO, told me he’d include it with the routine maintenance pricing. Good deal for me, right?

The service continued and, once it was finished, I cashed out with the service advisor. As he printed the invoice, he informed me that he only charged me $59.95 instead of $79.95. Bonus! I pay, then just double check on my way out: “The TPMS sensors were relearned too, right?”

The deer-in-the-headlights look told the story. He scrambled to bring it back to a technician, saying it will be done in just a moment, and that he’s sorry, he forgot about it. Another good reason NOT to offer freebies, I might add.

But here’s where the deeper problem lies. I didn’t ask for a discount. I was happy to pay the full price for the oil change, and I expected to pay for the TPMS sensor relearn. Had I been charged for both, left with both items completed, I would’ve been happy, happy, happy. Instead, I left somewhat frustrated, even though I paid less than I should’ve.

What Are the Takeaways?

• EVERY concern should be written on the RO, whether it’s being charged to the customer or not. Like my situation, you’ll tick someone off needlessly by ‘doing it on the side’.

• ALL work should be charged, unless it’s a complimentary service every other day too. There isn’t a service manager out there that wouldn’t have happily collected my $30 for a TPMS relearn if I was willing to pay for it.

• ALL discounts should be done by management. I didn’t ask for the $20 off my oil change, and I’m sure the manager wasn’t aware the service advisor did it. But I’m confident that same manager will be scratching their head at month end, wondering where all their gross profit has gone.

I’ve said it before, but it bears mentioning again. If you need to discount, offer it on a subsequent service visit if you can. Or, add a loyalty discount on the whole work order instead of lowering the cost on a single RO line. Once they’ve paid a discounted price for something, a customer establishes that number as the product or service’s true value. You want to build UP the value, not lower it.  

The first fourteen weeks of 2018 have flown by. It’s a time frame where some self-reflection is a good idea. Pull out the measuring stick and compare where you are against where you wanted to be.

Back when you flipped the calendar page from December 2017 to January 2018 (figuratively, of course, because you probably have a digital calendar) you should have set yourself goals for the upcoming quarter and year. Self-improvement doesn’t happen magically or passively – it takes a focused mind and hard work daily.

There aren’t many people, though who’ve actually accomplished this task. Loose goals have been set such as “I want to earn more than last year” or “I want to bring up my CSI survey scores.” But without written-down goals and an action plan, there will be two problems:

• You won’t have an actual target you’ve set for yourself, so how will you measure your success?
• You haven’t given yourself structured steps to get there. The chances of succeeding are slim if you haven’t given yourself a roadmap to follow.

Just DO It

Take ten minutes right now or set aside a short break after work if you can’t stop this moment. Set yourself some goals. Make it short and sweet, achievable, and precise. Don’t accept any wishy-washy hard-to-measure goals from yourself. Pinpoint accuracy.

If you’re a service advisor, there are a few ideas for self-improvement:

• Improve your CSI scores. Your manufacturer and your store will thank you immensely if you are able to improve your scores. Choose an achievable number that you can focus on for the next three months.
• Work towards a higher daily RO count. It’s a tough one simply because the RO is the starting point for a whole bunch more work. If adding ROs isn’t possible, think about…
• Averaging an extra .2 hours per work order. It’s easy to do for a few days but making it a long-term goal can be really hard.
• Bump your ELR by $3.00. It’s very doable. It’s about selling more productive work, rather than the loss leaders. Again, your manager will love you for it.

Why Get Better?

A three-year study by Middlesex University’s Institute for Work Based Learning discovered that 74 percent of employees felt they weren’t working up to their potential in their jobs. Odds are (3 out of 4, basically) that you’re one of them.

Dealerships can be slow to engage in service advisor training, and often the training provided is subpar at best. That’s because most trainers don’t have a hot clue how to do the job you do at the service desk.

But a lack in provided training and motivation is no excuse. Don’t wait for your manager or employer to send you ‘to school’, participate in boring webinars, or make you endure an afternoon with a motivational speaker. Set your own goals and get after it.

In three months, give yourself the satisfaction of achieving your goals. Worst case, you’ll be able to compare where you were, where you are, and look for answers as to why you didn’t get to your goal. But don’t be satisfied with how things are right now. Clearly, from the statistics, you aren’t satisfied with your performance anyway.

Anyone who’s been in the service drive for the morning rush knows the chaos and stress service advisors face daily. I’ve been there and done that, having spent more than a decade as a front-line service advisor myself. And for those who can handle the pressure, it can be an extremely rewarding position. But if you don’t have your mind fully in the game, you’re in for trouble.

The Rewards

Like I said, being a service advisor has the potential to be very rewarding. For some people like me, it’s the rewards that drive a service advisor to get better.

Great Pay

As a mainly commission-based position, service advisors have the potential to make great money. There are very few positions that compensate as well as a service advisor, especially for someone who doesn’t have a college education.

If you work the pay plan right, you can optimize your earnings. Higher hours per RO, top CSI scores, more ROs month after month – they all add up to a great paycheck.

Satisfied Customers

It is, at its foundation, a service position. And when it’s done right, customers are served well and satisfied. There aren’t many things as rewarding in a position as knowing you’ve genuinely helped someone leave with a safer car.

The Risk

But being a service advisor comes with risks. It might seem petty to some, but the mental aspect is arguably more difficult than dealing with any customer.

Losing Focus on Customer Service

Inherently, commission-based positions like service advisors struggle against doing what’s best for the wallet instead of doing what’s best for the customer. The temptation is always there to oversell, pre-sell, or select the ‘good jobs’ to pad the paycheck.

You can convince yourself that it’s a good idea at the time and that you’re not really hurting anybody. But the fact is that you’re cheating the customer. More personally yet, you’re losing your primary focus – true customer service.

Negative Energy

Upset customers, wrong choices, poor RO write-ups – they all happen to every service advisor, and often on a daily basis. Sharp words from management, co-workers, techs, and the customer take its toll on the service advisor, as you can imagine. While most advisors are type-A personalities, the negative energy that wells up at work can take you down a dark road.

What You Can Do About It

If you’re a service advisor reading this, these tools can help you keep your head in the game – at least, more often than not. If you’re a service manager, fixed ops manager, or dealer principal, these are tools you can encourage your service advisors to use, especially if you see them in a funk.

Hit the Gym

Getting the blood flowing in a positive environment will help you immeasurably. Without getting into the physiology, there are good chemicals released in your brain that promote a positive attitude and outlook. Before work, during lunch, or after your shift – it’s all effective.

Talk!

If you have a spouse or a close friend, regularly talk about your work life. You’re probably lying to yourself if you think you always have good days. Being able to verbalize your frustrations and stresses to someone will help you process and move past it. Just make sure you aren’t lashing out at someone you love.

Listen!

Think you had a rough day? Ask someone you care about how they’re doing. Focus outwardly to combat your own feelings. Listening is as therapeutic as talking.

Be Routine

Get back to work and do the right things every time. Don’t try to cut corners. Focus on doing the basics really well. For example, do your vehicle walkaround on every vehicle, every time.

If your mental game is slipping, the worst thing you can do is ignore it. Take steps to get your mind healthy!