Many times we as business owners and managers overlook or misuse the power of the ride along. The ride along is traditionally used for the observation of technicians not meeting the expectations of the company. As leaders and owners of companies the ride along can create a stigma associated with your “undivided” attention in the technician’s world. You’re either valued or not. You’re either the super star technician or you get a ride along from the boss. What if this particular tool was used without prejudice? How would you implement it?
Many times we as business owners and managers overlook or misuse the power of the ride along. The ride along is traditionally used for the observation of technicians not meeting the expectations of the company. As leaders and owners of companies the ride along can create a stigma associated with your “undivided” attention in the technician’s world. You’re either valued or not. You’re either the super star technician or you get a ride along from the boss. What if this particular tool was used without prejudice? How would you implement it?
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When should they occur?
First thing in morning before the day gets too busy.
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How many? How Often?
Two per technician per month – You present one and they present one.
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Do I go with every technician?
Ride with every tech no matter the level of skill. It’s a company procedure not a punishment.
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Whoever speaks first owns the call.
Decide ahead of time if you or your tech will be presenting. It is important not to tag team the customer.
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Be the helper.
If the tech is in charge of the call, simply help out with tools, etc. Do not communicate with the customer unless asked by the tech. (If you were not present, they would have to do it themselves.)
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Review the script.
Have the tech review the script before presenting and again after presenting.
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Debrief after every service call.
Ask the tech to be his own critic. Ask how he thought it went and what he missed. He will ask if he can’t see it.
The ride along is not about trust or control. It’s about being another set of eyes. It’s about being on the team you created, not just an observer. You will always want more excellence for the company you build than the people used to build it. So, invest your time, your knowledge, and your observation… that at the end of the day, your eyes will always see what will make and what will break success in your company.
Matt Koop – VP of Training & Implementation – The New Flat Rate
