“Shiny New Object Syndrome”

My experience working with the Collision Repair Industry has shown me all too many cases where staff members are ever burdened by what I’ll call the “Shiny New Object Syndrome”. They are always looking at and for the next new product, bit of software, or program, to save them. Some of them have many very nice new tools, loaded software and are operating on some programs that just haven’t worked out the way they had envisioned. The items are setting on a shelf, the software is loaded but not being used fully, and the program is just kinda lukewarm.

I believe that the diversion aspect of these instances completely draws the staff members attention from the real situations they are going on. Most Collision repair facility environments are not ready for the benefit of the advancement, they cannot introduce nor implement it, and would not be able to sustain it.  Yet they love it, go figure !!

A better way would be spend serious time in study of the work environment and the current dynamics.   Operate with due diligence to be realistic in gauging the benefit before going after the “Shiny New Object”. It is so much about being universally ready for it.  In this way you will make the most efficient and most productive use of it.  Invest time in determining the best overall fit into the workflow.

The key to the success of any addition, adjustment or change is in the preparation to being prepared for it..

“Thermometer or Thermostat ?”

In my interactions with collision shop staff members I find that many come to work and read the temperature of the workday through the environmental thermometer. The obvious conditions of that morning set the stage for their day.  What ever plan they had for the day while driving in is drifting away.  This could be one way to greet the day or would it be better to set the temperature to create the climate desired to work in ? It is totally within their control as long as there is commitment and action.

As the above may resonate with you realize that control and leadership is lost at those times.  Often well intended and necessary tasks are mismanaged while guiding the ship on through the day. Soon this becomes the norm.  These staff members would love to set out a clear plan and get through it yet they wind up being a fire fighter or in chaos management. I referred to this in a recent marketing effort labeled “Firefighter or Architect, which are you ?”  This is a situation.

Now unlike the uncontrollable weather that determines the climate we live in every day you have some control to produce the business environment and the climate you work in. Sometimes there is a need to reset the thermostat to a comfortable level.  You, are able to design the day to be fulfilling and productive by setting the thermostat for the desired and/or engineered outcomes.

Your climate is your culture and you are responsible to set the stage for predictable and repeatable repair expectations by actively designing the outcome through it.  When you do your job as the commander of your surroundings and are engaged in your actions you will lead change and not be a victim of the temperature.

Get some altitude over your job duties, be the “Architect” of your surroundings, SET your thermostat for success and watch transformation begin.

To the control of your environment !!

Who Is Stan Mitchell ?

Hello, my name is Bill Sefcek and I created Stan Mitchell Enterprises as a vehicle for me to work with Collision Repair Technicians.  In this arena I can help them help themselves reach their personal potential.

I started in the Collision Repair business at 15 sweeping floors and observing shop operations and repairs. I spent the next 18 years in a couple of independent shops, a couple of dealers, a car crafting company and tried my hand at ownership. I loved most all of it and I will admit I found ownership to be the most challenging.

I got married at a young age, started a family, divorced, got married again and realized I needed a little more stability and security in my life. I found through a customer, who was also my Insurance agent, that the company he represented could use my skill sets in the effort to discover and deal with fraud and misappropriation in estimating internally as well as externally.

It was only a short time and I was managing a team of Estimators and found that working with the repair industry from that vantage point was personally rewarding, at times challenging, and that I enjoyed it very much. I spent the 26 plus years managing the company’s “Strategic Relationships” with the Collision Repair industry in Cleveland, Youngstown and Columbus Ohio. I have been very successful working to bridge win-wins for both industries interests and needs.

I retired in 2011 to introduce Stan Mitchell Enterprises as a coaching, consulting, advising partner to the collision repair industry dedicated to a higher standard. With access to associate resources that are dedicated to the same we can become a trusted authority to Collision Repair Technicians. I will work to bring together the physical environment, internal operational/workflow environment, the recognition of human resources and building a focused culture.

For love of the game my best regards to you..

What will we do ?

Okay, I have been studying the collision repair technician for some time now. For the most part and I mean a very high majority of them they wish to provide quality repairs based upon some pretty high standards, often times of their own. All that are engaged would expect higher quality than they are able to provide currently in their workplace. The trouble is that the demand is not there. They are delivering what is expected of them based upon compromised repair methods, compromised business practices and unrealistic workflows.

Most repair work only needs to pass the first impression test. If it looks good then it’s good to go. It meets the level in which the dollars collected provided for, no more and often times less. We have way too few savvy customers able to see between the obvious lines in front of them into the root quality of the repair. To compound that level of acceptance is the insurance company who comes in and has found a way to influence compromise of the standard most high-quality technicians hold pride in. They are trained to provide a higher level than they are able to demonstrate. (We can talk about this deficiency in another segment).

This dynamic presents a confusing set of directions to the repair technician. Is it about, quality, cost, cycle time, or integrity ? The lines get foggy and unclear a lot of the time.

I have been thinking of how it can be that repairs could be performed based upon expert recommendations and methods rather than cost and time. I’ll venture out there to say that most engaged technicians would love for this to be the case. It would sharpen the skill level to state-of-the-art thinking about the execution of tool to task skills. The expert repair technician would be able to remain current because they have the passion in doing the right things in the right ways and for the right reasons. What a wonderful world it would be !!

“What will we do ?” Can the paradigm be shifted ?

I believe it can with awareness and understanding of the current and future challenges of differentiating yourself in the market place. There are few operations that truly get that it is about the product delivered that holds the integrity, the BRAND. There are possibilities and opportunities to create a win for the shop and technician, a win for the customer and a win for the insurance carrier. All have the same goals in mind – that is, value for the investment.

I believe too that there are many reputable repair shops with an environment and culture to pull this off. If you are willing give it a try, then go for it. Let me know the results of your journey. Ask yourselves a question; “Can you get back to why you got in collision repair business in the first place ?

Did I raise any interest ? Did I influence possibly an action? If so, GET TO IT and see how you feel about the possibilities.


“Strategic Relationships !!”

I would like to talk a bit about the importance of “Strategic Relationships” as they relate to todays Collision Repair facility. Reckognizing what they are, maintaining those you have, forging future ones and becoming desirable to those that are looking for them with you. Having clear control in this element of business could bring improvement to the repairer and his or her vendor and Insurance partner interactions.

There is a clear key to creating and commanding these relationships that is within a facility’s control. First let’s look at what a “Strategic Relationship” means:

Strategic Relationships are the working relationships you have with individuals and across organizations that are integral and vital to achieving long-term business and professional goals !

The management of these relationships rely on your ability to jointly and proactively define, build, maintain, and leverage these “Strategic Relationships” so that your business outcomes are optimized !

For many years I had maintained the “Strategic Relationships” on behalf of my Insurance company employer with you, the Collision Repair facility. These were and are critical to the delivery of their promise to our mutual customers. I was very successful managing respectful interactions that led to win-win results. It can be done through open communication !

Applying this understanding, as the leader of your company, to a given day in your life these relationships are found in handshake agreements, the contract you enter into with the rubbish collector, the landscaper, the I.T. company you have retained, your database vendor, paint supplier etc. They are present in the dealings you have with Insurance partners, with any private company you do work for, schools, police or fire departments, rental companies, and even the relationships you have with employees. These relationships are vital to the work you do with those that manage your finances, handle your legal representation, put out your marketing efforts, and of course your individual customers. In all of these relationships you are communicating to negotiate benefit to you. These communications should all be strategic – “I give you this and I get this, it’s a deal”. Extremely Powerful !!

Now some relationships are more strategic than others of course but all of them require your full attention and engagement (the key). They also require the delivery of what is expected based upon the specific relationship objectives.

As a customer yourself you expect the delivery of what you pay for to be seamless, professional and predictable based upon what you are told..right ? If not would it be fair to say that you may reconsider your buy and likely to shop elsewhere in the future ? And rightfully so ?

With all this said and the stage set, so to speak, it has been my professional experience that the #1challenging area to the Collision repair business is the execution and delivery of intended promises in a consistent and reliable manner. Somewhere between the close of the deal and the delivery result there is a breakdown. Something just doesn’t unfold as planned. Many things can happen and often do, some within your control and some currently may be beyond your control. Some have merit and some may not. These occurrences play havoc with your relationships. You could get support and patience from the good ones but they have an expectation that there will be controlled management on your part of the not so good ones. They are watching their strategic relationship with you.

The customer service experience expectations are high for you and no doubt going to get even more demanding. With all of the buzz words surrounding efficiency being tossed about and with the many external measures you are graded on you have to wonder just how good is good enough ?

When it all comes down to it in reality the primary element, which is often overlooked, for the delivery of predictable service is in the continuity of mission within your facility. The environment you work in and the culture you have created within your walls is the only true measure for your ability to perform. It also dictates as well the level of success you enjoy. These are areas you can control and when you do you can maintain strong “Strategic Relationships” and set yourself up to attract new ones that will be needed to stay in business. After all the reason you got in business is to stay in business, right ?

Every “Strategic Relationship” you have and will have hinges on the level of command you have for your internal environment and consistency in your business offering.

I encourage and hope to inspire you to put some really deep and serious thought onto your internal operation. Is it what you want it to to be, what you intended ? If you could what would you do ? Before you enter the next strategic relationship or purchase that next new product ask yourself and answer yourself , the questions will it fit ? Can my team and I make this work ? Will I realize the true benefit ? am I ready for this ? and most importantly WILL IT HELP ME DELIVER TO MY CUSTOMER ?

Take some time to study the relationships you have and determine if they are strategic to your goals. Do they support your BRAND your mission ? Are you prepared and confident that you and your machine can deliver on the promises you make every time, proud with no failure, no excuses ?

I believe and I want you to believe that you can have success without compromise when you execute and deliver on your commitments and promises maintaining and forging “Strategic Relationships”.

To “Strategic Relationships” !!!

Is it in the knowledge or in the application?

“Is it in the knowledge or in the application ?”

I like to speak from my experience and find that today my thoughts led me to execution and performance as it relates respectfully to our widget makers, repair technicians, I love them all. It has been my experience that in most every case where there is a question relating to the quality of a repair procedure there are obvious signs giving merit to the question. When brought to the attention of the responsible technician, again, in most every case they understand why the question exists and agree with the signs that give it merit.

Well, without getting into the various reasons for the failure to meet a standard I find that in most all cases with full understanding of how it got that way it is also clear what could have been done to produce the highest quality result without defect. It is extremely rare also to find a technician in the industry that cannot differentiate and cite to you those points in detail. Invariably the root of the situation is not in the knowledge of what was the right thing to do but in the, scratch your head why, application of that knowledge. While I fully agree with and support training and staying up with the state of the art techniques I find less attention and discipline given to the application of said knowledge as well as the consistent execution for it once learned.

Quality control has been tossed around for many years now and seems to be somewhat confusing when confronted for discussion. It has been like forever that if and when someone critiques the work of another and where there is true merit to do so offense is taken to the mention of it. With that then comes the reason, excuses, hurt feelings, fingers get pointed and rarely is the opportunity taken to fix the issue or issues underlying the resulting deficiency. Learning from a less than satisfactory product result and fixing it is what quality control is all about. The best and most successful QC program is the one that is no longer needed because you have worked through and taken action opportunities brought to you through the critical reviews. This is a good thing!

As stated above I encourage pro-active training and state of the art understandings for procedures, products and tools stay with it, however, I must say too that in most every situation it is not in this training that the trouble lies but in the application of the knowledge, the demonstration and execution of the what was learned that is behind the failure to deliver. As shop owners, administrators and technicians I would ask that you work diligently on the in house root causes for circumstances and situations that cause less than satisfactory results in the quality of your work and correct them.

I am in strong support for the business of fixing the business of fixing cars. It will take all of you in the organization to do this and you can start with the application of the knowledge you have now. It is in the application, the application, and oh did I mention it is in the application of knowledge that makes the difference and sets you apart. I know you know this – just apply it !

To your knowledge!!


“It’s always so HECTIC around here !!”

We find in the collision repair industry that most, the higher percentage, of owners/managers don’t have or make time to sharpen the saw or gain perspective as a leader.

They gauge their value and contribution through the level of immersion they maintain in the daily operation. Honorable yes, but they cause themselves and others great amounts of unnecessary stress.


“If I look at it honestly, for myself it’s all about me – it satisfies my need to feel needed, it comes easy for me, and it is way more fun to get caught up in it than to do all that other stuff.”

As with any entrepreneur and leader, or hired in manager their value comes through being the director of output with your eye ever on the procurement of steady input. their value is in the mastery they have for control over all aspects of product delivery, the big picture, and NOT in how much they can contribute to the completion of a repair.

If they try to be both the leader and the widget maker things can be worse. They can’t know it all – their involvement in production could actually inhibit progress because the staff is conditioned to wait for them and the company growth will stagnate because they’re not engaged. An unfortunate reality once one enters the leader zone.


I believe you have to back away from the work and observe the whole of your machine. Focus on recognizing the systems applied to each aspect of production. Do you have recognizable systems or standards in place ? Study how it’s done and the people doing them. Is it being done right ? Is it being done by the right people ? and Is it delivering the right result ?

Answering these questions will be a full time job, if you need one, and taking the time to gather and act on the answers will deliver AWESOME results of increased production and employee satisfaction. The ROI of this can be tremendous. You are most valued when you assure the saw blade is sharp and you solidly have perspective or let’s call it altitude over the machine. Remember no else maintains focus on the big picture but you !!!

In my blog consistency over intensity I talk about an approach to change. The idea in this current message is to make studied and necessary adjustments to systems of standards operating in your business right now, TODAY.

Doing this will free up time and “UN-HECTIC-IZE” the day for you.

Long story short: as the leader you are responsible for and your value is in your proficiency for maintaining employee satisfaction and the production of your machine in the delivery of the product promise you made to the customer. (A lot of you is in there I know…)

NOW what truly needs to be done as the leader ?? GET ON IT !!

“Consistency over Intensity”

“Consistency over Intensity”

In all of business when we think about change and making a change we are faced with the question of implementation. Collision repair is no different. How do we get there ? First we figure out where we are at then we look to where we want to be, right ? In that area between the two there are the steps we need to take and grow comfortable with on the way to the realization of the change and it is about the people !!

Think about it this way: When most people get into fitness they’re ALL ABOUT IT—hitting the gym (or track or exercise class or trail or whatever) hard for a couple hours, feeling all revved up about life and their extraordinary commitment to really crushing it this time.

That commitment lasts right up until the next morning when they’re so sore they can’t get out of bed. OUCH!

So, the idea is this: It’s WAY better to simply put on your shoes, head out and do a nice, mellow workout CONSISTENTLY time after time then it is to go all out and then never go back.

Consistency over intensity ! Make the change, make it as simple as possible and work to deliver on it consistently. A little all the time and over and over will get you there.

(Of course, it doesn’t need to be either/or consistent or intensity but, if you’re not consistent yet, focus on that before you go for all the marbles.)

NOW what needs to be done ?? Get after it!