Members in the News
Frequently SCWA members are featured in national
publications. The following article recognized an
SCWA member, Bubbles Car Wash.
In Memoriam – Sonny Fazio
Salvatore “Sonny” Fazio got started in the car
washing industry back in 1949, as the owner of a fullserve
car wash in the Boston area. His involvement
soon shifted to the “supplier” side of things when he
founded Sonny’s Enterprises, Inc. in 1978. Sonny said
he never thought he would manufacture equipment,
but he needed to keep busy after his sons, Paul and
Michael, took over his car washes. He would test out
the equipment at his son’s locations and made sure
every piece and part were perfect. Along with Paul and
Michael, Sonny and his wife, Gloria, had two other children,
Barbara and Marie. Sonny passed away on April
17, 2013 at the age of 86. His obituary read. Anyonethat knew Sonny knows his life revolved around three
things: His family, his friends and his work. There was
no room left for anything else.
Wash For West
I Wash & Go in Burleson, Texas recently demonstrated
the wonderful spirit of the car wash industry.
“During the aftermath of the explosion that rocked
West, Texas, the images touched us personally.
We took an initiative and began a two week campaign
to raise money for their releif efforts.
$1.50 from every car washed from April 25, 2013 - May
9, 2013 enabled us to generate $4,228.00. On May 17, we traveled
to West, Texas to present Mayor Muska with our check.”
Racer Car Wash Helps Covenant
Covenant Children’s Hospital is building a fun, new
waiting space for the children and families that visit
Construction costs are high but Racer Classic Car
General Manager, Andrew Zamora, says they are happy
to help them out.
“Every first and third Tuesday for every car we wash
at every location, we donate one dollar to the children’s
Jerry Goodart is a mortician that gets his work
vehicle washed every week at Racer Classic and says he
will try and come out on Tuesdays from now on to help.
“Fortunately all my kids were pretty healthy so I haven’t
had that experience but I know it’s hard on people. In the
business I’m in, I know it’s hard on people so it’s a great idea.”
Racer Classic has raised over $13,000 dollars for
Covenant Children’s Hospital since March.“We’re going to do it through the end of the year and
probably beyond because we think it’s a really good cause.
So I think with our customers help we can raise quite a bit
There are three different locations you can visit on
the first and third Tuesdays of the month to get your car
washed and donate a dollar:
• 74th & University
• 50th & Detroit
• 1710 Mac Davis
Racer Classic will be included in the SCWA Regional
Car Wash Tour to be held August 13, 2013. Check the
SCWA website for more information.
Creating A Great Organization
The following article from Professional Carwashing &
Detailing magazine highlights SCWA member, The Car Wash
Barn, in Killeen, Texas.
Learning the three secrets to carwash success: Hiring
right, training right and managing right.
How do you create a great team of people in any business?
Most management theorists tell us that there are
three critical areas to focus on.
• First, hire people whose abilities and motivation
fit the job.
• Second, train them in your operation so they have
the knowledge and skills to perform successfully.
• Third, retain your good people by providing a
sense of purpose for their work, manage them
professionally and compensate them well.
Hire right, train right, and manage right. Simple,
right? Well, conceptually, yes. As a practical matter, however,
it is the most difficult task that any organization has
to face on a day-to-day basis.
If you want to know how much of a challenge the job
of managing people is, ask yourself how often are you
impressed with the positive attitude and great service you
receive anywhere as a customer. It’s not very often, is it? This is because it is very hard to get people to do exactly
what you want in any business. It is, however, doable.
Most organizations focus primarily on the “manage
right” part of the equation. Some companies, after experiencing
less success than they want, move back chronologically
and begin to work on the “train right” side of
the formula, and that, of course, helps improve results to
a great degree. Without question, however, the area that is
least worked on is the “hire right” aspect of the equation. And, from my experience, it is the most important part of
the whole people management puzzle.
How many times in your career have you had a high
performer in a position and you have remarked, “I sure
wish I could clone that person.” And, if it was a manager,
you probably went on to say, “If I had several more like this one, I would go out and get the money to open more
The focus of this article is to demonstrate how it is
possible to find and match people’s natural abilities and
motivation correctly to the job. This is true even in the carwash
industry where turnover can be very high. Although
I have compiled information on several different positions
in the carwash industry, I have picked one job to look at
for the sake of clarity. The position selected for the purpose
of examining this issue of “hire right” is the manager
of an exterior express conveyor carwash.
For the past five years, I have surveyed 103 conveyor
carwash managers from 24 carwash organizations of all
sizes (1 to 22 locations) all over the U.S. The survey instrument
utilized is called a ProScan. After an extensive search,
I chose this survey for its accuracy (over 4 million working
adults have verified this), the quality of information
provided (a 26 page in-depth report), and its ease of use
(it takes about 10 minutes to complete it). From this larger
number of 103 managers, I identified 21 high-performing
exterior express managers.I chose the following standards to consider a manager
a high performer. First, managing (for at least a year) an
exterior express carwash that washed over 100,000 cars a
year. Second, was successful in training people, using the
criteria that at least one or more of the people who reported
to them had been promoted to some level of management;
i.e., they can train and develop people. Third, less tangible,
but very real, was the assessment of the owners that these
managers were considered high performers.
What I found was that 16 of the 21 (76 percent) fit a
pattern of behavior traits that were very identifiable using
the survey instrument. Having a survey that could increase
the likelihood of a good match 76 percent of the time is awonderful tool to have before assessing a person’s match
to the job (whether promoting from within or hiring a manager
from outside the business). However, it is important to
note that 24 percent of the high performers did not match
the metrics in at least one significant area, and they are still
high performers. So, behavior traits or the natural ability to
do a particular job by itself does not explain entirely why
someone is successful.
The other factor that does explain why that 24 percent
were successful, even though not a natural fit in some way,
is their motivation. Motivation has to be determined with
good interviewing skills as well as careful reference and background
checks. Also, there is a separate section of the ProScan
Survey that addresses motivation. And, even then, no process
is 100 percent effective. It is all about increasing the efficiency
and effectiveness of the selection process. If 10 minutes for a
survey can take you from a “hit-or-miss” proposition to a 76
percent rate of success, this is a huge improvement. Now let’s
examine exactly what these behavior traits are.
There are 10 specific measurements contained in a
ProScan survey that provide a good picture of the behavioral
traits desired for this position. The first areas of measurement
are the four cornerstone traits of Dominance (The
Take Charge Trait), Extroversion (The People Trait), Pace
(The Patience Trait) and Conformity (The Systems Trait).The fifth area is a person’s Unique Trait Pairs, which are
created by the combination of a person’s four cornerstone
traits. After that, information is provided on a person’s
Logic (the mental processes by which decisions are made),
Energy Styles (how tasks are approached or goals are
accomplished), and Kinetic Energy Level (mental, emotional
and physical energy). The last area of the survey
provides information on an individual’s Communication
and Leadership Styles. These 10 measurements give us the
knowledge of who we truly are: Our basic, natural self.
The measurements in the above areas are then matched
up to what is called a Job Model. This model has been created
by taking the behavioral traits of those high performers
and creating a framework against which a person’s behavioral
traits can be compared. The question we are looking to
answer is whether or not someone has the ability to do the
job and do it well. Let’s look at just one of these 10 traits to
illustrate how this works.
Extroversion is the Social/Relational Trait. It has to do
with people and their fluency in communication. People with
high extroversion tend to act on their environment (versus
reacting to their circumstances) and control their environment
through people. Managers with high Extroversion are very
articulate communicators, effective delegators and persuade
employees to do their work instead of dictating to them. Managers with very low Extroversion, on the other
hand, are reserved, communicate cautiously, may be selective
in whom they place trust and want to think before
having to respond to a customer or employee.
Now where do the 76 percent of the high performing
managers come out on this measurement? Not low
Extroversion, because as an exterior express carwash
manager you have to be able to respond quickly and
effectively to customers and employees. In fact, 100
percent of the high performing managers were high in
Extroversion and in most cases this was their highest
intensity trait. However, although most managers were
not extremely high in this area like you might want for
someone in a sales position, they were what you might
term moderately high in Extroversion. They can be
described as responsive, participative, friendly and fairly
persuasive. They are not verbose, effusive or extremely
outgoing like someone in sales.
Taking this trait one step further, it is easy to see
why this measurement fits a successful exterior express
carwash manager. To deal with customer complaints, for
example, it is really helpful if a manager wants to communicate
and is comfortable doing so. Handling the customer
well is desired as opposed to a manager with low
Extroversion who might have the tendency to hand thecustomer a complaint form and say, “Fill this out and I’ll
pass it on to the owner.”
For each of the 10 behavior traits a very precise model
now exists that can scientifically measure a manager’s
aptitude for the job.
There are several discoveries I have made during the
course of this research.
First, the common wisdom for decades in the carwash
industry has been that it is very difficult to find a
really good conveyor carwash manager. Well, this research
confirms that belief statistically. Most of the people that
you interview for a management position, whether internally
or outside the company, will not match up ideally.
However, you can change that equation dramatically with
the next discovery.
Second, the way to attract candidates who fit the
natural behavior traits that you want is by inserting into
the advertising certain words that attract the people with
those particular traits. This can dramatically increase your
percentage of matches.
Third, when promoting from within someone who
has been successful as an employee but does not fit the
profile that you want ideally for a manager, you still might
go ahead and do that for many reasons. What’s different when using a system like this is that now you can predict
exactly where that person is going to have a problem
performing his or her job. You can then supply them with
coaching and training to improve on areas that are not “natural” for them. Remember that there are 24 percent
of the successful managers that do not fit the model of
carwash management perfectly. It is possible to succeed
with someone who is not a perfect fit — it just takes more
work on the part of ownership and upper management. And, that person has to be motivated to master the areas
that are not natural to them.
Fourth, and maybe most importantly, when you start
using a survey like this in the way we have described,
the biggest benefit is that you become a better manager
of people. Why? Because when you start getting
in touch with how everyone who reports to you is very
different in so many ways, you start treating people as
the individuals that they are. And, for the person that
is being managed, that feels great. That sets in motion
a chain of events: Better morale, which leads to higher
performance, which in turn creates a more positive environment
for the customers. Good people stay, customers
come back more often and these are the signs of a great
Steve Gaudreau is the President of BRINK RESULTS INC.
From Professional Carwashing & Detailing