How to Promote High Performing People in Your Heavy-Duty Parts and Service Company
Episode Summary: Jamie Irvine explains why promoting from within requires more than rewarding top performers, arguing that understanding employees’ natural strengths and personality traits is essential to placing the right people in the right roles.
Episode 374: In this episode of The Heavy Duty Parts Report, Jamie and Jennifer Irvine discuss the challenges and opportunities of promoting employees from within a heavy-duty repair business.
Jamie emphasizes that strong performance in one position does not automatically translate into success in a leadership, supervisory, or sales role. The conversation explores how technicians, lead technicians, shop foremen, service writers, parts professionals, managers, and salespeople each require fundamentally different personality traits, strengths, and workplace behaviors.
Jamie stresses the importance of understanding employees’ natural abilities, maintaining ongoing career-development conversations, and avoiding a one-size-fits-all approach to advancement. He recommends using the personality assessment tool, Traits to help place the right people in the right roles, improve retention, and create career paths that maximize both employee satisfaction and business performance.
Links
Sponsors of this Episode
The Hub Corp: Introducing the new standard in wheel-end protection: The Hub Corp’s revolutionary XTRACTOR™. The only line of heavy-duty hub caps with a built-in 3-Stage Magnetic Oil Filter that safeguards critical axle components under extreme loads for longer. And with the patent-pending HexThread™ cartridge, the XTRACTOR makes hub oil servicing and inspections faster, easier, and cleaner. The Hub Corp: Challenge The Standard. Visit TheHubCorp.com to learn more and join the waitlist.
Fullbay: Fullbay is built for the heavy-duty world, giving your operation the tools to keep your fleet or independent repair shop running. Features like streamlined scheduling, real-time inventory tracking, technician efficiency insights, and detailed reports are how Fullbay helps shops reduce downtime and keep your vehicles on the road where they belong. Check out Fullbay.com/power to maximize your shop’s productivity.
GenAlpha: Equip360 by GenAlpha helps manufacturers and distributors grow their parts sales and make life easier for their customers. With real-time insights into inventory, pricing, and order tracking, it keeps customers coming back. Plus, it saves time by automating routine tasks and making repeat purchases simple. Explore Equip360 at GenAlpha.com.
Disclaimer: This content and description may contain affiliate links, which means that if you click on one of the product links, The Heavy Duty Parts Report may receive a commission.
Transcript of Episode
Jamie Irvine
Welcome to The Heavy Duty Parts Report. I’m your host, Jamie Irvine. In this episode, we’re going to talk about a high performing business. And in order to build a high performing service repair shop, you’re going to need high performing people. We all hear the advice to promote from within. There is a shortage of good people in our industry after all. There’s a shortage of qualified technical people who can either play the role of technician or service writer. Heck, I think there’s even a shortage on the parts side and the outside sales side, really. There just is this desperate need for better people. And so if it’s so hard to compete for people in the marketplace to bring them into our business, then the advice to promote from within sounds very logical. But there are a few issues and challenges that come with that I think repair shop owners need to be aware of before they start making promotion decisions. To help me with this conversation, I have my co-host, Jennifer, joining us back on The Heavy Duty Parts Report. Jennifer, welcome back to the show.
Jennifer Irvine
It’s nice to be back. I don’t know, you must have a hard time getting guests if you have to get me back here.
Jamie Irvine
Well, it is summertime and we respect people’s desire to go on vacation. So we just thought doing a couple of these episodes where we could talk about some of these subjects was the right move.
Jennifer Irvine
I do have some questions for you. So even the last time we did an episode together, you were talking a lot about the importance of having the right people in the right seats in your company. I’ve heard you say that a lot of times, right? And so today we want to share some practical suggestions on how to accomplish this by promoting from within your company. So we’re going to talk about what you should avoid and how you should approach promoting key roles in your company, specifically the shop foreman the service writer and the parts or service sales positions. So ready for some questions?
Jamie Irvine
All right, let’s go.
Jennifer Irvine
Okay. So the idea of promoting from within sounds pretty straightforward. You know, you pick that guy’s doing a great job and gets to move up the ladder. What can go wrong with just simplifying the strategy down to that?
Jamie Irvine
Well, there’s something called the Peter Principle. It’s a management theory that employees in a hierarchy tend to keep getting promoted until they reach a position where they are actually incompetent. So how this plays out is, let’s say you have a technician, they are doing a great job for you and you think to yourself, you know, man, they’re really good at their job. We’re going to make them the lead tech. And so as a technician, maybe they’re an 8 out of 10 as an employee, just awesome. And you make them a lead tech and now they’re like a 7 out of 10. But they’re still doing pretty good and there’s nobody else to take the new shop foreman position because somebody maybe has retired. And so once again, you promote them into the shop foreman position. Now they’re like a 5 out of 10. So every promotion, they’re getting a little worse. Still not a bad employee, not bad enough to let them go or not to have some contribution to your company, but they’re not at the level that they once were when they were in their original position. That is the Peter Principle. It happens on the service side. It happens on the parts side. It happens on the sales side.
Jennifer Irvine
So is the answer then to never promote someone who is doing well in their current position?
Jamie Irvine
No, that’s not the answer. But the answer is actually more about having a better understanding early on of who the person is, what their core capacities are, where their strengths lie, and then really leaning into those strengths to make sure that they can actually have more success over time, not less.
Jennifer Irvine
Okay, so that makes sense. But can’t you run the risk of losing someone? if somebody’s working hard and they feel like they’re never getting ahead, especially if they have that desire, can’t you lose, like have the risk then of them quitting because they feel like they’re not appreciated? And how would you mitigate that then?
Jamie Irvine
Yeah, that’s a real risk. And I feel that risk comes from two places. So let’s talk about the employee. the employee may have an unrealistic expectation of what they are capable of. They see that they have this high degree of competency in the role that they’re in, and they make the assumption that they would be able to then, for example, manage the people who do the job that they currently do. And without a lot of self-awareness and without some education and without an analysis of the individual’s personality traits, you don’t really know where that person is actually able to go. They don’t know themselves and you don’t know as their manager. So the employee’s expectations is kind of part of that. But again, it’s also the management leadership side, understanding this early on and then working with that employee to develop a plan for their career and a trajectory through your company and really helping them to see where they need to focus their energy to be maximally successful. This idea too of moving up the ladder is something that I think needs to be removed because the assumption is as I move up the org chart, I get more responsibility and that’s the only pathway to, for example, making more money. We don’t fully understand the full capacity of a human and their potential, right? What is the upper limits of an individual’s potential if you have them in the right role doing the right thing? And I think to arbitrarily put caps on what may be viewed a frontline position is something that really creates that environment where people then feel like there’s no opportunity for them. I would much rather sit down with a technician and show them why moving into a supervisory or leadership role long-term would actually be bad for them and instead help them plot a course as a technician and give them an environment where as they reach their fullest potential, which we don’t really know what the upper limits of that are, There’s really not a cap on how much that they can make because the more they do, the more we make as a business. So this is not simple. There’s a lot of mitigating factors. There’s a lot of things that you have to consider and you definitely run the risk of losing good people if you don’t put in the work, have these conversations and gain that deeper understanding of each employee that is in your charge.
Jennifer Irvine
Yeah, I think the worst risk of losing people then comes from where you know they have a desire to move somewhere and you don’t really know what to do, so you just ignore it. They’re going to leave because they don’t feel heard, you know, nothing’s happening, whatever. As you were talking about that, I kind of think of good leadership in a company like good parenting, right? So if you have If you have older teenagers who are about to enter the workforce and they’re, well, mom and dad, I think I want to be a rocket scientist. Well, you’ve hated math and hated science and those are not strong suits. Maybe you would do great in another role and some, again, coaching, training, redirection of that ambition. And I think that’s what it takes to be really good leadership in a company too, and not just thinking of it literally or like we said, linearly of a straight line up a ladder. If it’s like, well, the best fit for you is actually over here, you’re going to be happy. We’re going to be happy. And it’s a win-win for everyone.
Jamie Irvine
Yeah. And to continue on with that parent analogy, you don’t start parenting when they’re 17. If you wait until that point, you’ve waited too long, you start at the very beginning and you give them what they need at the place that they’re at as they grow up. It’s the same with employees. You should be having that conversation literally when you are interviewing them. That should be the first time you start to have that conversation. And then you should continue to have that conversation for their entire journey through your business so that open communication and working together and really helping people reach their full potential, that is where your retention levels can go way up because people are really appreciative of that and they’re definitely not going to get that in most companies.
Jennifer Irvine
No. And then when they feel like, hey, I’ve been able to be honest with this employer from the get go, they do care about what I want and what’s important to me. They’re more likely to come to you before they just up and quit. So then there’s room to make sure everybody’s happy. So another question then, what happens if you have a situation where someone has been promoted beyond their abilities? Can you go back from that? Or then I would think then there’s a lot of frustration in a situation like that.
Jamie Irvine
Yeah, I can almost guarantee out of the hundreds of shops that may be listening at this moment that a vast majority of them either have had this experience or are experiencing this right now where they’re listening to this and they realize, my goodness, I’ve promoted, Tom or Sally or whoever, and it’s not going well and I don’t know what to do. It’s been my experience that unless the employee understands why they are struggling in their new position and has a desire to move elsewhere in the company to get back into a position where they are an 8, 9, 10 out of 10 employee, unless they have the self-awareness and you’ve been having the conversations and that employee is doing this willingly and maybe they’re even the ones who want to suggest it but are scared to bring it up, if you create that environment where they can be free to express their concerns themselves and their willingness to move, that’s the only time I’ve ever seen it work out. There’s a great old saying that I love, “a man or woman convinced against their will is of the same opinion still.” So if you come in and you say, hey, I know I just promoted you to shop foreman in the last 180 days, it’s really not working out. I’d like you to go back to being a technician. If that person isn’t on board with that, then it’s going to be very difficult for them to accept that and to go back. They may go back but they’re probably not going to be all that happy and more than likely they’re going to end up quitting and leaving. Interestingly enough, another scenario that I have seen is when the Peter Principle happens and the person does resign or is let go, the next job they take is often the old job they had. So they can handle moving to another company and going back to what they did, but their pride won’t let them move what they perceive as moving backwards inside the company they’ve been working in. So there’s a lot of big feelings that come up and you’ve got to manage that. And in my experience, the only time it works is if the employee themselves is on board, willing, and is self-aware enough to understand that this was not a great move and they have a desire to go somewhere else.
Jennifer Irvine
Yeah, and to your point earlier, I mean, a lot of people don’t know that about themselves. So maybe they get a promotion and all of a sudden they’re in charge of people and they thought, yeah, that’s what I want. And then they realize I hate being responsible for people, but not everybody is going to know that if it’s not something they’ve done before and they’re just really good at the, like you, your example of a technician role earlier, right?
Jamie Irvine
Yeah, absolutely. And it’s just, it’s such a challenging thing to go through if you haven’t been through it either as a leader or as an employee yourself. And so again, this ongoing communication from the beginning can actually help completely avoid this problem or mitigate the problem if it already has occurred and you’re just kind of trying to wrap your head around how to deal with it. Communicate, communicate, communicate.
It’s time to hear from our sponsors. We’ll be right back.
The Hub Corp: Lowering total cost of operation involves looking at critical components that you put on your commercial vehicles and making sure that you are making the best selection for your application. With all of that in mind, I want to introduce you to the new standard in wheel end protection.
The Hub Corp’s revolutionary Xtractor. Now what I like about this product, it’s the only line of hubcaps that comes with a built in three stage magnetic oil filter, and this is a safeguard for your critical wheel end components. In addition to that, it is actually a serviceable component on your vehicle now and so it has a patent pending hex thread cartridge and the Xtractor makes hub oil servicing really simple and easy. And guess what? If you’re not servicing that hub oil regularly, you are going to have premature failure of key components. It’s just the way it works. So I highly encourage you to get on the wait list today. You can do that by heading over to the hubcorp.com.
Check it out. Get on the wait list and you will get the most up-to-date information about when this product is available and also some price discounts that you won’t get anywhere else. So go visit thehubcorp.com today.
Fullbay: It’s not just fleets and owner operators that need to look at their total cost of operation and find tools that help them with their business. If you’re running a repair shop, then you need tools to streamline your operations and that’s why I recommend Fullbay. Now Fullbay has features like streamline scheduling, real time inventory tracking, technician, efficiency, insights and detailed report on exactly every aspect of the business that you need to be paying attention to make sure that your repair shop is running as efficiently as possible. And what does this mean for you?
Well, it means in the end that Fullbay is the very tool that’s going to help you reduce downtime and make your shop more efficient, keeping the vehicles that you service on the road where they belong. Check out fullbay.com/power to maximize your shops productivity today. That’s fullbay.com/power.
GenAlpha: Manufacturers and distributors are a key component in the supply chain, and they play a vital role in keeping trucks and trailers rolling. I’d like to introduce you to Equip360 by GenAlpha. This platform helps manufacturers and distributors grow their part sales, but more importantly it helps them make their customers lives easier, and that’s so important. With real time insights into inventory pricing and order tracking, it’s going to keep your customers coming back.
Plus, it saves time by automating routine tasks and making repeat purchases simple. I encourage you to explore Equip360 at genalpha.com GENalpha.com. Check it out today.
We’re back from our break. Make sure you go and check out the links in our show notes to all of our sponsors. OK, let’s get back to this episode.
Jennifer, I imagine you have a few more questions for me.
Jennifer Irvine
Yes, I do. So we’re talking about promoting from within. So if we’re talking about a technician going to a lead tech and then to a shop foreman, so that kind of promotion. So in that situation, how are these three positions fundamentally different from each other? And I mean, I think we all know, oh yeah, those require different job skills, but how are they fundamentally different from a person and a personality perspective? And why would most technicians not actually qualify for or be happy as a lead tech or a shop foreman?
Jamie Irvine
All right, so that’s a lot to unpack. First of all, let’s talk about a technician. In a shop environment, a technician typically is someone who has, if they are really good at what they do as a technician, they’re very good at being responsible for their own work, right? And in order to do that, you have to have an individual who is a little more on the analytical side, somebody who can look at a problem, think it through, they can be consistent, steady paced, and enough detail orientation that they’re able to keep everything in their head, right? Like when they’re working on something complex, it may be a job that is done over hours or even over a couple days. And you’ve got to have that level of detail orientation to be able to first of all, think about it analytically and then finally keep all those details straight in your head and do things in a logical, consistent, systematic order. That is the personality traits that give you the best behavior at a technician, right? They’re more accommodating, lower sociability, they can work on their own, very steady paced and more detail oriented. This is kind of what we call a classic implementer role. And actually in technical terms, the profile I’m describing is actually called the technician, even though that applies to obviously a lot of different people that aren’t just heavy-duty repair technicians. But that is a technician. Now, when you move to a lead tech, one of the big differences in a shop tech who is responsible just for themselves and a lead tech is the amount of interruption that lead tech experiences. They’re constantly being interrupted throughout the day by other technicians asking for help, needing advice, needing guidance. And so you can imagine, right, you’re in your bay, you’re working along, and then you just kind of get into the job and then somebody comes, hey, I need help. And you have to stop what you’re doing, go help them, come back to what you’re doing, pick up where you left off and keep going. So one of the big differences we see in the personality profile between a technician and lead technician is around that pace characteristic, whereas the technician is very steady, paced, systematic, you know, one step at a time. The lead tech needs to be much more versatile and handle a lot of what we call variability in their day. The shop foreman is a supervisor level position. This is where you have to be something called a facilitator, where you kind of sit between a number of different people and you act as a facilitator to make everything happen. The shop foreman is responsible for keeping the shop going and all the technicians organized and making sure they’re doing the right things, but they’re also often responsible for talking to the customers. This is where sociability, assertiveness, pace, and being less detail-oriented and more delegatory in nature is absolutely fundamental. So you can see when you describe these three positions, these are three very different types of people. And so there’s, while you may start as a technician and end up as a shop foreman, you probably were better, you know, what should happen is you’re better as a shop foreman than you were as a technician, right? Maybe you weren’t a great tech, you were a good tech. And then you did the lead tech and you gained experience on managing people. And then when you finally became a shop foreman, man, then you really started to move up into that potential, that maximum potential, because now you’re where you’re finally are supposed to be. The opposite happens though, if you are built to be a technician and you take that journey.
Jennifer Irvine
Yeah, I can imagine the frustration right of like, someone who’s an excellent technician and then get promoted and being like, deal with your own problems, kind of. And meanwhile, that’s exactly the job that they’re signed up for. So what behavior would you see in a technician then that would make you consider them getting a promotion?
Jamie Irvine
If I saw a good tech who was always trying to help out, was always kind of collaborating with other technicians, I would start to think, well, maybe there could be a lead tech, right? Maybe they could be a shop foreman. From there, I would observe how they handle interruptions and their capacity for that. And also, if I started to notice that the technician was delegating despite not having any authority to do so, it would be a good indication that maybe this is a shop foreman type person I should be thinking about for the future. The difficulty is that in order to be a shop foreman or a lead tech, you have to go through being a technician. You have to get trained. You have to learn how to do the job. So you’re going to be in positions that you’re not maybe ideally suited for in the beginning as you’re gaining experience. But I would be really watchful for that kind of behavior. Conversely, if I notice a technician becomes very frustrated if they’re interrupted, struggles to keep things straight if there’s too much variability or if the pace gets going too quickly, you know, that would be a good indication that no, as it, you know, they should probably stay as a technician.
Jennifer Irvine
Okay, so let’s talk about another promotion. Then going from a technician to a service writer to sales, that kind of in that situation, how would these three positions be fundamentally different? And kind of same question as before, why would most technicians not be good at a service writer or a sales role?
Jamie Irvine
So again, remember the technician is a more accommodating individual that is more lower sociability, not that they’re unfriendly, but just that they are more willing to work by themselves in a solitary environment in their bay, just kind of focused on their work, more analytical in their approach. To be a service advisor, you also, well, and with the technician, remember that they’re very systematic and the pace needs to be more consistent. Service writer, I mean, you just, it’s all about people. So you have much higher sociability and a lot more pace. And so constant interruptions, the phones are ringing, you’re talking to the shop foreman, you’re talking to the technicians, you’re talking to the customers, you’re talking to the parts department. I mean, to be a service writer, you have to be highly social. You have to have a very, big capacity for a lot of fast pace and a lot of interruptions throughout your day. And you have to actually enjoy all of that. On the other side of that equation with the sales position, you have to have higher levels of assertiveness in order to be very results focused. So there’s three kind of clearly different makeups to really make you really good at any one of those positions. You can imagine as a technician, if you are destined to become a service advisor, you’re learning the ropes, you’re learning how to fix vehicles, you’re learning all the fundamentals and the basics, but you’re constantly leaving your bay to go talk with other people. And you have all kinds of justification as to why it is absolutely essential that you go and have communication with other people. Well, that’s that sociability characteristic driving that behavior. That’s my indication. Maybe this person should be a service advisor. If the technician has this high level of sociability, but also has this real drive for results, they’re always looking at their numbers. They’re always trying to figure out how to hit their bonuses. They’re looking at like, well, hey, listen, we should go and talk to that customer because I think we could do this repair and that repair. And this is the kind of behavior in a technician that you would say, maybe this person should be eventually a representative of this company and go and sell because they’re demonstrating that higher level of assertiveness combined with sociability. They’re fast-paced and they’re more delegatory in nature in general, whereas they’re not as prone to want to do everything themselves. It’s more about getting the business and then letting the other people in the shop do the work. So that kind of behavior, and as I describe all of this, it’s probably pretty obvious, but yet sometimes when we’re in it, we can’t see the forest for the trees.
Jennifer Irvine
No, and I think it’s also important then as we’re talking this through to think that it’s not just this person is good, they get promoted. It really is a very individual thing. And again, good leadership, you can’t think that through unless you know your people. So if you don’t really get to know your people, really get to know what makes them tick and what they’re good at and what they’re not good at, then this is going to be a struggle. And I think maybe we’ll chat a little bit later about some tools that can help with that because not every leader is great at analyzing their people either. Okay, so one more pathway though to talk about. So a parts technician to parts manager to part sales, that kind of line. Same question then, how would those three be fundamentally different personalities and why do most people, why would most technicians in that line not be good at the sales or manager role?
Jamie Irvine
Right. So to be a good parts technician, you have a very similar profile from a personality perspective as a service advisor. You have to be highly social, handle a lot of different relationships with a lot of different people. You have to be very fast-paced and you need to be sufficiently detail oriented to be able to keep out all these moving pieces straight in your head and not drop the ball. The real difference between that role is we almost look at that as like an inside sales position. And those people have lower levels of assertiveness because they are relying on the customer to come to them. The customer phones them. The customer walks through the door. The shop comes to them and says, I need this part. And they’re very, very motivated to take care of that person’s needs. Now, if you go to the sales side where you’re responsible for growth, and it’s not just an account management position where you’re actually out there responsible to grow the business. The one big difference comes in assertiveness. To be on the other end of that in sales, you have to have this high level of assertiveness to be able to drive and a results drive to be able to kind of push yourself to handle the rejection and to not be as affected by that. So that’s the big difference with assertiveness between someone on the counter and someone in outside sales who’s responsible for growing the business. Now, as a byproduct of moving the assertiveness level up, you automatically end up dropping the detail orientation down a bit. And so to be really good in outside sales, you have to trust your team on the parts counter and you have to be willing to delegate to them. So your job is to go find the customer. Their job is to take care of the customer. So that’s the sales side from the parts person to the outside. And in between, you have this parts management position. The word manager is overused in business in my opinion. The parts manager is not actually typically a manager, they’re more of a supervisor. So they’re responsible for supervising the counter and the parts people. Supervising people, working with them alongside of them day after day and making sure that systems are being followed and that questions are getting answered and that your team is as productive as possible is a completely different skill set than is what is required to either be on the counter as a parts person or be outside and be responsible for growing the business. So you have these three fundamentally different types of people needed to fill all of these roles.
Jennifer Irvine
So I’m just thinking of a little caveat to all of this is that sometimes people can be tricky because if they’re very conscientious, they can do excellent in the roles, but they’re still not going to be happy. And I’ve seen that in my family too, because there’s been ones promoted, they do a very good job because they’re very conscientious but ew, people. And so then end up being very unhappy in that role, even though they’re doing a good job and then leaving the role, right? So that’s not a win-win either, even, that personality still comes to play.
Jamie Irvine
Yeah, and with two of your family members who worked for the same company, one of them did resign and the other one asked for what would be viewed as a demotion to go and work in the shop. So in both of those cases, that company lost two people that they were counting on in key roles. One left the company altogether and one was just no longer available to do that job and they had to find a replacement. So in both cases, it caused pain for that company, despite both of these employees, your family members being extremely good at what they do.
Jennifer Irvine
Yeah, and it’s tricky because usually that promotion means more paycheck. Right? And everybody needs that. So if you’re being offered, hey, do this job, it’s more paycheck. It can be really hard to go, you know what, I don’t think I’m going to be happy in that. I’m going to stay at this lower even though my kids need this and everything’s more expensive and whatever. It’s complicated. So if you had one thing from this conversation that you really wanted people to remember, what would that be?
Jamie Irvine
So there is a reliable way to vet people both working inside of your business and also even more, probably more importantly, the ones that you’re recruiting and adding to your business because you don’t know those people, you don’t have the benefit of having history with them. There is a reliable tool and it does help you get the right people to sit in the right seats. And then that enables you with the systems that you build to get them to do the right things. It’s called Traits. It is a personality assessment tool. In my opinion, it is the best tool on the market. It doesn’t just categorize people into buckets where there’s a pretty big spectrum. It allows you at scale to look at individual people, but yet you can do it in very large organizations. So if your company has 5, 10, 15, 20 people, this tool, I mean, it handles companies with thousands of employees. So this is going to be perfect for you. It’s very affordable. And the application of it is, like I said, for recruiting, for retention, for organizational design, which is basically moving people around to get them in the right seats and succession planning. All of that is excellent. This tool is excellent at helping. It also has another component added to it called communication styles, which is very useful since communication is so important. It’s really also advantageous to have a tool to guide you in getting a deeper understanding of the people that you work with every day, whether they are fellow employees or they are people that you report to or people that you manage. All of this is packed into one great tool. We’ve been using it in our own businesses since 2009. I’m a certified facilitator for traits. And so if you’re interested in learning about how to use this in your business and to get the maximum value out of your people, then go over to heavydutypartsreport.com. You can hit the consulting button in the top menu, which takes you to our consulting website. And there are meet with me links all over that website or just go to the contact page. If you like LinkedIn, I’m always on there. You can message me there as well. So lots of ways to contact us. But yeah, reach out. Let’s have a meeting. Let’s talk. I’ve helped a lot of companies over the years get this right. And I think one of the best case studies of that is one of our clients who’s about to come to Canada on a vacation. And I’m actually going to take them on a motorcycle tour of the Columbia Icefield Highways. Two years ago, they would never have been able to leave their business so many times throughout the year and have it run smoothly while they were away. And now they can. And so that’s a great testament to the impact on an owner of getting the right people sitting in the right seats doing the right things.
Jennifer Irvine
Okay, well, that sums it up. I know this is something you’re very passionate about. You definitely really enjoy looking at and helping companies analyze their people with and using this tool. So it was nice being able to interview you about it today.
Jamie Irvine
Well, thanks so much for helping me out and being my co-host today. And thank you for everyone who listened right to the end of this episode. We genuinely appreciate all the support we’ve received over the years. And without you listening to this program and supporting us, we just wouldn’t be able to continue to make this content. So again, I can’t tell you how much I appreciate that. If you haven’t already, why not follow the show wherever you get your podcasts or on YouTube, the best way to find all of those links is just go to heavydutypartsreport.com and all the links are there. As always, I want to conclude this episode with the encouragement to continue to be heavy duty.
