Issue link: https://read.dmtmag.com/i/467551
24 | Boating Industry | March 2015 [ 17 Strategies of a Service Superhero ] www.BoatingIndustry.com players and you have to listen to them, and that will facilitate success." "When your team sees that you're taking ac- tion on even the small things, it starts the mo- mentum going," said Ziebron. South Shore Marine conducts weekly meet- ings, breaking down the service department into fi ve teams based on their workload: rigging, me- chanical, fi berglass, cleaning and detailing, and logistics. This allows the employees to discuss what is on their minds, praise each other for suc- cesses and offer ideas for improvement. "When you put a bunch of people in a group, they are more hesitant to speak up. When we started doing departmental meet- ings where that group gets smaller, it changed everything," said Mack. "You have to make a big deal out of it when someone shares a good idea, especially if it improves a process or saves money. People love recognition." "It empowers them and increases their self es- teem, because ultimately they represent us when they deal with customers," said Dani Golden- berg, CEO of Marine Connection. "We want to make them feel like they are a part of this com- pany on a greater level. … They have the ability to impact our success." 10. Praise and celebrate your service department frequently Praising your service employees will breed the behaviors we want in the department. Ziebron said that dealers seem reluctant to give praise, and she is not sure if it is because they are con- cerned about weakening their position as the boss or they are worried employees will demand more money. Whatever the reason, she says dealers need to get over it. "The more you notice the behavior you want, the more you're going to get it. The more you create a vibrant energy, the more you create people who really want to come to work and pull hard for you," said Ziebron. At Oak Hill Marina, the team remembers to celebrate with each other, whether it's excelling on a job, buying a new house, having a child, celebrating a birthday or anything else that is important to the employees. "Our industry is putting heavy focus on mak- ing sure employees are fulfi lled, and rightfully so," said Sather. 11. Coaches, not "Service Managers" One pivotal role defi nes the culture of the de- partment and is responsible for the satisfaction of all service employees: the service manager. This individual sets the tone for morale. Sather doesn't like the word "manager" – he prefers to be called the service coach, because that is the heart of his job. It is his responsibility to facilitate conversations and to engage his team about how to improve the department. For Brown, the defi ning trait of a service manager is the ability to lead, which is com- pletely different from being a "leader." "If you can hire somebody who can actually lead, you have a person who has people … that want to work with them, and understand what they're doing and are willing to follow – not be- cause they're told to," said Brown. "The service writers can dispatch the work appropriately and the technicians can turn the wrenches appropriately, but if somebody's not holding their hands, pulling them all together and telling them 'Atta boy' and 'Good job,' then it's just a job to everybody. It's not a ca- reer," said Dantzler. Service managers build employee satisfaction in the service department but their job satisfac- tion is just as important. They need to be trained properly and constantly, much like how teachers and doctors are required to complete continuing education, said Dantzler. 12. Leadership defines the service department Leaders have to coach and encourage others to follow, but they also have the responsibility of set- ting an example. This is particularly important for owners. If a leader has poor behaviors, the team members will have validation to do the same. Owners should set core values and exhibit those traits every day, and to be sure the employ- ees understand those values. They will ultimately resonate with service customers. "If there's any one thing we have to do, it's that we have to be the example," said Brown. "I think that's a great responsibility." Letting service employees have their voice heard provides endless benefi ts to the department, according to Sather. Goldenberg says that when you listen to service employees' ideas, they feel important to the organization and valued.