Drill Sergeant Manager

Drill Sargent Manager
Drill Sergeant Manager

When I started this or any new turnaround engagement, I first interview each member of the management team. My initial one-on-one meeting was with the service manager who is in charge of the all the mechanics and “tire busters.” The tire busters are the guys who only work with the tires and wheels for the vehicles. He’s responsible for managing the techs and their production in the shop building the Mean Machines. This guy recently retired from the military, and it was easy to tell. He’s big, loud, and intimidating. He was a “Drill Sargent Manager.”

A military style of management many times does not work with millennials.

The group of techs whom he supervises are between the ages of 23 and 35 years old. Many people know by now, supervising “Millennials” is a difficult group to manage. I believe it takes an exceptional manager to supervise these young men and be successful. The “military type” service manager treated the Millennials like army privates, and he was the “Drill Sergeant” manager. As a result, it did not work, not even a little.

Being a “Drill Sergeant” manager supervising millennials employees is not easy, more like impossible!

Screaming never produces good results!
Screaming never produces good results!

One morning, I saw the “Drill Sergeant” walk up behind one of the techs who was working on a vehicle. He stood inches away behind the employee and screamed at him as loud as he could. The young technician was not wearing his protective eyeglasses as required. I saw the look on the tech’s face when this happened. He was scared to death of his boss. The tech was wrong and should have been wearing his safety eyeglasses. But screaming at him was not the best way to correct the problem. Most noteworthy, the mechanic was scared, but all the other techs were mad at the manager for the yelling.

Because these types of incidents occurred regularly, I could see that the attitude of everyone changing. The shop culture rapidly turned negative and the production declined. When this happened, it was the beginning of the end for that manager! As a result, I knew I had to replace the Drill Sargent!

Screaming at employees never produces good results!

The owner had to react to this problem immediately, or there would have been massive turnover in the shop. I have seen in many of my former clients, one person in a company can change the whole culture of a company. The culture change can either be good or bad. So, when and if the change is bad, make quick decisions.

Employee turnover in any company is a huge problem, especially with this company that was already struggling. Therefore, the decision was made immediately to terminate the Drill Sergeant.

The owners terminated the Drill Sergeant and promoted a young man with a materially different management style. He treated the employees in the department with respect and using excellent communication skills. He was 30 years old with a friendly personality. The group of technicians was happy with the change. The owners were concerned about his product knowledge was not ideal for the position. I felt that he would grow into the job because of his personality worked well with the people who he was managing. 

As the Owner, when you have a bad manager, you need to make the tough decisions quickly. If you don’t, you are going to experience employee turnover.

I later learned that there was a group of technicians who intentionally slowed down their work so the Drill Sergeant would get fired. The whole management team learned a valuable lesson when they heard about the deliberate production slowdown. In the first month and a half after the management change, production improved by forty percent under the new manager’s supervision.

The owner of the company learned a lot about his business during the past three months.

  • First – You cannot have a weak manager overseeing the service department.
  • Second – You cannot have a “Drill Sergeant” type of manager supervising a group of “Millennials” and have a successful department.
  • Third – You cannot procrastinate from making a tough decision when you have a terrible fit of a manager supervising a production department. If you do not decide to change a manager when he or she is the wrong person to do the job, there will be employee turnover, especially with your quality employees.

My name is Robert Curry, and I am an Author, CEO Coach, Keynote Speaker, and Turnaround Specialist. Over the past 20 years, I have worked with more than 70 companies taking their businesses from Loses to Profits. Please click on the links below to read some my other articles like Drill Sargent type of Manager!

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Production Incentive Plans Increases Profits

How much does a Terminated Employee Cost?

Always Keep Financial Statements Accurate!

Recently, I published two books: “From Red to Black” and “The Turnaround.” Both books are true stories about the turnarounds of real companies that I have turned around during my career. In both books, I shared all my secrets how to help to grow sales, reduce expenses, improve cash flow, and most noteworthy, strengthen the management teams.

If you would like to purchase either or both books autographed by the author, please click on the following link: Redtoblackbooks.com.    

From Red to Black & The Turnaround
"From Red to Black" & "The Turnaround"

To our clients, past, present, and future:

I am Bob Curry, an author, and owner of CEO Results Coaching. It is incredible how often we hear a similar message and experience the same issues from new clients. Owners/CEOs feel like they are on an island with no one to turn to for advice. Unfocused employees are draining the company of its energy and funds, and sales teams have forgotten how to close deals. These clients say, in a desperate tone, “Bob, this just isn’t what I envisioned.” Our role is to refocus their efforts, so they can resurrect the original passion and vision that motivated them to start their company. The results, sales, and profits increase sales and profits, plus the ability to manage growth successfully.