A job description defines the responsibilities of your position. An employee rulebook explains what you can and cannot do. In the service department, we are hired with the understanding that we not only provide a service but are responsible for key performance indicators (KPIs) that are measured and tracked. But responsibilities and metrics don’t necessarily explain the larger mission behind the work.

The mission provides direction; objectives define the steps we take to get there. A rulebook establishes expectations. A leader builds a culture that helps employees understand the purpose behind them.

An advisor isn’t there simply to provide a service, but to be of service.

Yes, KPIs are vital to the sustained success of the department. But equally important are qualities that cannot be measured, like discipline, desire, initiative and integrity. Are you doing enough to attract and cultivate those qualities? Some of our greatest strengths are found in how we work and how we make people feel, not just in the results we produce.

Every dealership performs essentially the same tasks. We maximize customer-pay repair orders, ensure warranty work is correct, drive shop hours, manage obsolescence and more. But what are we doing to create a point of separation?

Are we becoming a commodity, something bought and sold primarily on price, or are we creating a commitment to provide guests with more than they expected from a service-drive experience?

A 2023 Gallup survey found that less than one-third of employees were involved, enthusiastic about or committed to their jobs, representing as many as 160 million employees and $1.9 trillion in lost productivity. Much of the discussion around disengagement centers on external motivation — the traditional carrot-or-stick approach — with insufficient emphasis on internal motivation.

Research also reinforces that employee engagement and retention involve more than compensation. Leadership matters. Focused manager coaching and meaningful one-on-one time can have a lasting impact on employee performance, motivation and commitment. Even an hour or two of intentional leadership each week can improve performance when devoted to meaningful personal attention.

Experience alone doesn’t guarantee growth. Reflection and thoughtful coaching help employees turn experience into learning. That’s why time spent with your people is an investment.

People thirst for meaning. They want to be excited to come to work alongside like-minded people pursuing a common vision. They want to understand how their work contributes to that vision and feel a sense of ownership over the outcome.

That kind of culture doesn’t happen by accident. Stay interested in your people and their goals. Focus on departmental improvement. Conduct one-on-ones with intentionality and consistency. Follow up. Ask for feedback. Praise with emotion and criticize without it.

Simply put, make it cool to care.

That starts with the hiring process. Don’t just hire the résumé; hire the person. Look beyond technical qualifications to the qualities that encourage employees to take initiative, act with integrity and recognize opportunities to help others. Then make sure everyone understands the mission, how you plan to get there and why you’re doing it.

In “Unreasonable Hospitality,” Will Guidara describes the difference between service and hospitality. Service is what you provide. Hospitality is how you make people feel. That distinction matters in the service department because the customer experience depends on more than completing the transaction correctly.

Stand-up meetings and discussions about the numbers have their place, but they’re only part of the equation. Everyone should understand the dealership’s direction and vision. Unfortunately, many dealerships have a vision that’s posted but rarely practiced.

Clear expectations, consistent coaching and accountability give advisors the confidence to focus on their guests. How we dress, greet guests, use video multi-point inspections, explain a technician’s findings and reunite guests with their vehicles all contribute to the experience. The processes matter, but so does the intention behind them.

When employees understand the mission and feel empowered to act on it, they can recognize opportunities to make an ordinary interaction memorable. We’ve seen dealerships find simple ways to go beyond what guests expect. Some give each advisor a small weekly amount to use at their discretion, solely for improving the guest experience.

One guest mentioned to an advisor that her dog’s collar had broken on the way to the dealership. The advisor spent $20 at a nearby pet store and surprised her with a new collar while she waited in the lounge. At another dealership, advisors noticed vehicles arriving with missing valve stem caps. They began keeping extras with them and replacing the missing caps during the walk-around.

Neither gesture is complicated or expensive, and both communicate the same thing: We’re paying attention, and we care.

That’s the difference between going through the motions and taking the extra step. Hospitality doesn’t require an elaborate program or a large budget; it requires people who notice the details and feel empowered to act.

My friend and colleague Kelly Savage always says, “We are the only business that is retail to the public that forgets we are retail to the public.”

Customers have plenty of choices. If all we provide is the same service, process and transaction they can receive somewhere else, we risk becoming a commodity. Our point of separation is the commitment we make to the people we serve — and the care we demonstrate in every interaction.

Do not just be a service business. Be in the business of service.