A shop owner told me something a while back that I haven't been able to shake. He said: "One of our techs lost his shit. Pushed a service advisor up against the wall. And quit." This was a tech he wanted to keep. A great producer. The kind of guy who made everyone around him better. But here's the part that wrecked the owner: He wasn't surprised. He knew this tech had been quietly suffering. Issues piling up. Frustrations brewing. But the shop was busy. Cars were stacked. And there was never a "good time" to have the hard conversation. So the tech blew up. Walked out. So the owner was left staring at an empty bay on a Monday morning with a full schedule and zero options. He called me that afternoon. Not because he wanted to hire. Because he had to. And that's the difference that will eat your lunch every single time. Here's what I've learned after nearly 8 years of helping shops hire — and over 500 conversations with owners just like you: The crisis is never the tech who leaves. The crisis is having nobody to call when they do. I hear it constantly in this community: "If I get one call out, it hurts." "Any time a tech is sick or on vacation it turns the whole place upside down." "I've depleted my bench." "I don't want to be in desperation." And then there's my personal favorite heartbreaker — the owner who told me: "Heavy sigh — maybe it's time for me to sell." All because a tech left for a dealer that promised factory training they'll never deliver. That's not a hiring problem. That's a bench problem. HERE'S THE BRUTAL TRUTH Most shops don't have a bench. They have a prayer. They're fully staffed today. Everything's running. Bays are full. And they think that means they're safe. But one resignation, one injury, one Monday morning no-show — and they're right back on Indeed. Sorting through the same junk. The Domino's driver who saw the salary and figured "how hard can it be to turn a wrench?" The C tech pretending to be an A tech who can't answer basic diagnostic questions.

"A-level would be great but we've lost hope. I'd settle for a B or C tech willing to learn that's upbeat." A shop owner said this to me recently. And I get it. The frustration is real. But something in that sentence is worth examining. Is hiring a B-tech with the right attitude actually "settling"? Or is it strategic clarity about what you actually need? Here's where it gets interesting: I've talked to owners who say "I need an A-tech" — but when I ask them to define what that means specifically for their shop, they can't. I've also talked to owners who hired "B-techs" with great attitudes and clear growth potential — and those techs became their best producers within 18 months. So I'm genuinely curious… When you say you need an "A-tech," have you actually mapped out: → What specific skills are non-negotiable vs. trainable? → What personality and culture fit looks like for your shop? → Whether you have systems to develop someone who's 70% there? Because here's the trap I see: Some owners wait for a unicorn they don't actually need — while great B-techs with perfect attitudes go to competitors who were clearer about what they were looking for. And some owners "settle" for a B-tech without doing the work to define what success actually looks like — and then wonder why it didn't work out. Same decision. Completely different outcomes. The difference isn't the tech level. It's the clarity. So here's my question for you: Would you rather hire an "upbeat B-tech" — or hold out for a maybe-mythical A-tech? And more importantly: How confident are you that you actually know the difference for YOUR shop? Drop your take below. 👇

Most of you aren't going to use it😔 Here's the update: Users can now leave Google reviews without showing their full name. "Jessica Thompson" can become "Jess T." or even "DogMom87." Sounds like a customer-getting thing, right? Wrong. This is a hiring thing. Here's what I've learned from placing hundreds of technicians: Good techs Google your shop before they ever apply. They're reading your reviews. Studying how you respond. Looking for red flags. Deciding if you're worth their toolbox. Think about it—how many times have YOU avoided leaving a review because you didn't want your name floating around on the internet? Your customers feel the same way. And every review you didn't get is one less piece of evidence that your shop is the kind of place a quality tech would want to work. Now the friction is gone. Here's your move: Next time you want a review from a customer, try this: "Hey, do you mind leaving me a quick review? It'll really help me grow my business. And in case you didn't know, you can actually hide your name now when leaving a Google review—in case you don't want your name out there on the internet." Watch how many more people say yes. The shops who tell their customers about this first will stack reviews while everyone else is still posting "We're Hiring" on Indeed. Your reputation isn't just for customers anymore. It's part of your recruiting strategy. How many reviews do you have right now? Drop the number below. 👇

Jim Farley thinks America has a skilled labor shortage problem. I think Ford has a humanity problem. A few days ago, Ford's CEO went on a podcast lamenting that they can't fill 5,000 mechanic positions despite offering $120,000 salaries. He blamed it on everything from lack of trade schools to generational work ethic. Let me translate what's really happening: Ford is discovering what happens when you treat human beings like "employee 389" for decades. (Yes, that's how Farley literally referenced his grandfather who worked there.) See, Ford thinks this equation still works: Big Money + Big Brand = Automatic Talent Magnet. Meanwhile, independent shops with a fraction of their recruiting budget are stealing their best technicians. How? They remembered something Ford forgot: Technicians are humans first, workers second. Here's what Ford's $120K can't buy: - Direct access to decision makers - Not 7 layers of management who've never turned a wrench - Being seen as a craftsman - Not employee #12,847 in the meat grinder - Flexibility when life happens - Not "submit form HR-7B for your kid's baseball game" - Input that matters - Not suggestions that die in committee meetings - Recognition for excellence - Not the same raise as the guy who shows up drunk The best part? Farley admits they agreed to a 25% pay bump over 4 years with the UAW. Translation: They'll throw money at anything except treating people with dignity. I've placed hundreds of technicians. The ones earning $110K at independent shops that take care of them? They laugh when dealers wave $120K at them. Why? Because they've learned what shop owners are starting to realize: Culture and lifestyle eat compensation for breakfast. Yes, you need competitive pay. But Ford's panic proves what I've been saying for years: The technician shortage isn't the real problem. The humanity shortage is. While Ford scrambles to understand why money isn't working anymore, smart independents are building something money can't buy: