REACH

REACH Leadership Development Academy

What is REACH Leadership Development?

REACH is an acronym that stands for Respect, Expectations, Accountability, Coaching and Humility.

The REACH Leadership Development Academy inspires employees to REACH their full potential and become the successful and respected leaders of tomorrow.  Each component of the REACH philosophy is an interconnect piece of a larger plan.  The plan is designed to improve atmosphere and performance in the workplace.  Much has been written about the various aspects of this program but when coupled with BEI Services accountability module and management solutions the REACH Leadership Development Academy provides leaders with a complete people skill set needed to implement the specific tools they will be taught during these on-site instructor lead courses.

The Academy consists of three specific courses geared towards different job responsibilities:

While there have been many iterations of this type of service leadership training, what sets the REACH Leadership Academy apart is incorporating the ‘soft skills’ component as the foundation on which to build additional key service management attributes.  The components of REACH enable individuals to interact effectively and harmoniously with others, and this type of interaction is essential to operational and organizational success.

Why REACH?

Profitability for a service department in this industry begins at the machine level and is directly affected by the field service technician taking care of the equipment. While marketplace pressures often impact the revenue, it is the responsibility of the service department to control the cost aspect.

Each technician is by nature, operating a small business inside the service department. It is the job of field service management to develop each technician to reach their maximum potential in terms of productivity and profitability. Utilizing the principals of REACH along with Critical Success Factors (CSF’s) such as Accountable Time Per day, First Call Effectiveness, Mean Copies Between Visits along with other factors, management and supervision will be able to identify areas of strength and weaknesses for each service technician. Using these metrics and comparing them to National Standards to identify areas for potential improvement, regular coaching sessions can be developed and monitored.

What sets the Reach LDA apart from other training efforts?

  • Courses are developed by our Director of REACH LDA with over 40 years managing service technicians in operations from small to large in addition to consulting with dealerships across the country and working for one of the largest manufacturers
  • Topics covered are based on real world experience and geared to the attendee’s area of responsibility in your organization
  • Benchmarks?
    • Benchmarks have been in use in our industry for many years and are indeed the measurement for a dealership’s level of success
    • Because of the availability of this information, only a limited amount of time will be spent on Benchmarking
  • Statistical Data
    • The first phase of statistics begins with the ERP system in use by the dealership and proper setup is vital
      • Callbacks, Mean Time & Copies to Failure etc. MUST be based on a standard in order to truly measure a technician’s performance
    • If desired, this data could be passed to BEI Services it can be processed and comparisons made with other dealerships to develop the National Standards used in many of the available tools inside the BEI Program
    • We must remember however that the data is NOT WHY we do what we do, it is a BYPRODUCT of what we have done giving us the ability to measure successes and failures areas of opportunity
  • Service Technicians – truly the heart of the Service Organization
    • Since the quality and expertise of the field technician really is the one that drives profits through the equipment they service, they should be the first place we look in our efforts to increase profit by controlling costs
      • Profits do not trickle down from the top, they are driven up from the machine level controlled by the cost of operating the equipment – in other words, THE TECH
    • What do they look for in a company?
    • What gives them job Satisfaction?
      • A career path – where can I go from here and how can I move up?
      • Performance Appraisals – How am I doing and how can I make more money?
        • What are my strengths and weaknesses and where can I improve?
        • Am I the right person for this job?

Follow Up Pledge for Success:

  • For attendees of REACH LDA, each course comes with a level of follow up in conjunction with the Action Plan developed in class.
    • Level One & Two Includes:
      • 3 web based sessions following the class to determine progress made on the Action Plan, scheduled at 30, 60 and 90 days (maximum of 6 hours total).
    • Optional: 1 day on-site follow up can also be added for $995 (this will replace the third 90-day web session)
      • Dealership is responsible for travel expenses for the BEI Representative in addition to the $995.
      • The Quarterly Follow Up may be renewed as often as the dealership desires for $995.
      • The on-site visit does not have to be purchased up front, it can be added at anytime after the Level One or Two session concludes.

These courses are not another Benchmarking endeavor, but are instead developed specifically for those involved “Where the Rubber Meets the Road”

Manager or Business Coach?

In actuality, to be an effective Field Service Manager or Supervisor, we need them to be both Manager AND Coach. Often times the “Best Technician” is promoted into these positions with no prior experience or training in these areas. REACH has been specifically developed to bridge the gap between great technicians and service management. We should also recognize that it can be difficult managing a group of mobile employees as you do not see them when they are performing their jobs. As a result certain audits must be performed to insure that we are not just looking at data to make judgements on performance. Do you know who your best Service Technician is? Are you sure? Is your playing field level?  Which ones are really excelling in their performance, which can be coached into greatness and which could possibly be the “Right Person, Wrong Job?” Remember, not every technician will be a Superstar, but the number of technicians you need to maintain your population is directly dependent on your requirements for Response Time and First Call Effectiveness. Obviously this will have a direct impact on profitability.

In years of working with many dealerships in this industry, BEI has seen far too many field level managers who simply shuffled calls between techs and ran the calls that no one else seemed to be able to fix, while the real responsibility of these individuals is to develop each technician to their fullest potential, thereby increasing overall profitability and customer satisfaction. Proactive and not Reactive.

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