If you’ve spent time in a service drive, you’ve likely seen it. First comes the “morning meeting,” which often sounds more like a weather report.
“Slow day.”
“Two techs out.”
“Don’t forget to smile.”
Then, just as quickly, it’s forgotten. However, a true Service Manager huddle isn’t a routine. Instead, it’s a performance tool. When run with purpose, it sets the tone, pace, and expectations for the day. As a result, the shop starts aligned rather than reactive.
Ultimately, the goal isn’t simply to have a huddle. Rather, it’s to move the needle on hours, gross, and morale. And in many cases, just ten focused minutes can create hours of productive execution.
TL;DR
The best Service Managers use their daily huddle to:
- Set a measurable goal.
- Focus on one key behavior.
- Recognize performance publicly.
- Close with clear next steps.
Ten minutes of focus equals hours of productivity.
1. Start With the Scoreboard
To begin with, don’t open the conversation with opinions.
Instead, start with facts.
Every huddle should begin by reviewing three simple numbers.
| Metric | Yesterday’s Goal | Actual |
|---|---|---|
| Hours/RO | 2.0 | 1.8 |
| Effective Labor Rate | $142 | $138 |
| CSI (Rolling 30) | 94% | 95% |
Importantly, keep this review tight. Ninety seconds is usually enough.
When the team sees the scoreboard every single morning, accountability gradually becomes part of the culture rather than a confrontation later.
For example, a manager might say:
“We came in a little light on hours per RO yesterday. However, CSI stayed strong. Today we’ll tighten inspection follow-up and close that gap.”
In other words, the message remains clear, confident, and coach-like, not corporate.
2. Focus on One Behavior
Next, resist the temptation to overwhelm the team.
Many managers introduce multiple goals. However, elite managers typically focus on one behavior that matters today.
For instance:
• Monday: 100% MPIs completed by 10:00
• Tuesday: Advisor walk-arounds on every RO
• Wednesday: Customer updates by 11:00
• Thursday: Reviews completed by 2:00
• Friday: All ROs closed by 5:00
When the behavior is clearly defined, execution becomes easier to see.
As a result, accountability naturally follows.
3. Recognize Performance
Equally important, use the huddle to reinforce wins.
Recognition generates energy, and energy drives performance.
Even a simple callout can make a difference.
For example:
“Shoutout to Amanda for three MPIs sold and 3.1 hours per RO yesterday. That’s the benchmark today.”
Not only does this reinforce what success looks like, but it also encourages others to raise their own standard.
Over time, recognition builds culture faster than most managers expect.
4️. Address One Bottleneck
Of course, no shop runs perfectly every day.
Rather than ignoring problems, take a moment to address one obstacle that may slow the team down.
For example:
A dispatch slowdown.
A parts delay.
An advisor overloaded with walk-ins.
After identifying the issue, clarify the adjustment.
“Yesterday afternoon dispatch stacked too many light jobs on one tech. Today we’ll balance that better. Advisors, check the job mix before assigning.”
That approach demonstrates leadership rather than simple cheerleading.
5️. Close With Clarity
Finally, always end the huddle with direction.
Avoid closing with vague motivation.
Instead, restate the goal and the plan for the day.
For example:
“Today’s goal is 2.2 hours per RO, 100% MPIs, and customer updates by 11:00. Advisors check carryovers before lunch. Techs, I’ll walk the lane at 10:15.”
Once the expectations are clear, break the huddle and move forward.
Ten minutes.
No fluff.
Maximum clarity.
Final Thought
The best managers rarely have more time than anyone else.
Instead, they simply use their first ten minutes better than everyone else.
Because a strong huddle becomes a daily multiplier.
It aligns the team.
It builds momentum.
And most importantly, it keeps everyone focused on execution.
Run your huddle with purpose, and you’ll often see the results show up in the numbers before lunch.
— John Fairchild