In previous columns, I outlined a handful of reasons why working with an outside consultant can be of value to almost any collision repair business, and shared recommendations on how to choose the right consultant for you.

So once those things are checked off, it’s time to get to work. What should you expect from the consultant, and what should you do to make the most of your resources invested in outside consulting?

I will preface this by saying that individual consultants will follow their own practices in terms of interaction with you and your business, and a consultant may even offer you several different options for that interaction. But explaining how I generally work with collision repair businesses offers one example you can use as you discuss options with consultants you are considering.

Once I have been hired, I generally spend two days in the shop itself, touring the facility and talking with owners, managers, production employees and even detailers or lot attendants. A good consultant understands that everyone within a business knows important things about that business that others may not.

Old-school consultants might then dump a 150-page comprehensive report on your desk, maybe along with a flashy PowerPoint presentation. I don’t see that leading to much getting accomplished. Instead, I offer an action plan with maybe five or six items on it. I start with the “low-hanging fruit,” the things I see that will lead to the most business improvement relative to the investment of resources they will entail for the business. I look for the most prominent “profitability leaks.”

On a rare occasion, there may be a few more items than that on that action plan. I recall at the end of my initial visit to one shop, the owner asked me if I would return in six months. “No,” I had to tell him, “Because you won’t be here.” The business was that much upside down.

I think my rebuke shocked him but also motivated him. He got to work on the 13-point action plan I gave him. That’s much more than I would normally ever put on someone’s plate, but it had to happen if that business was going to survive. He got it done, so in six months I was back.

That experience is a good reminder to never agree to do more than you realistically will do. I go through the initial action plan with the shop to make sure it addresses items they see as most important, that they are willing to work on, that they see value in. I make sure everyone agrees with what needs to happen, and who will do what.

The “how” is also just as important. Owners and managers need to have the tools or resources they will need to do their part. Any employees involved in the action plan need to feel they have support from management. You can’t just tell employees to get the production area cleaned up and organized, for example, all while performing their regular job duties. Support their efforts by bringing in the outside help they need.

It’s also important to set a realistic timeline for those actions. It must take into account that everyone still needs to be fixing cars or running the business. It shouldn’t place a ticking clock above the priority of getting the items done right the first time.

A good consultant will check in with you between visits to ask about your progress, offer coaching or encouragement, and answer any questions that may have arisen. My clients say knowing I’m available for this guidance gives them peace of mind as well as confidence that they can accomplish what’s needed.

At the end of the timeline we established, we review what has been accomplished, and see if anything on the list remains to be done. Presuming the business is seeing value (business growth, higher customer satisfaction, improved financial or other KPIs, a more engaged workforce, etc.) in the process, new items can be added to the action plan and another timeline established.

You may find that one or two of these cycles is sufficient, and thus take a break until the next “business health check-up.” But many successful collision repair business see value in making this an ongoing process, continuing to work with a consultant to improve the business until they sell or retire.