When Chris Cloutier opened his first shop in North Texas, he thought he had a clear picture of what leadership looked like. “You get into business because you think you can do it better than the people you worked for,” he says. “But then you realize just how much you don’t know.” Across the country in Wiscasset, Maine, Bruce Howes echoes the sentiment. “You build the people, and the people build the business,” he says. And that starts, he believes, with being honest about your gaps.
Whether it’s a missed opportunity on a P&L sheet or misreading what motivates a new generation of technicians, blind spots aren’t a matter of if—they’re a matter of when. What sets successful shop leaders apart is how they respond once those blind spots are exposed.
Knowing What You Don’t Know
Cloutier, the founder of AutoFlow and co-owner of multi-shop operation Golden Rule Auto Care, can pinpoint one of the first leadership blind spots he had to face: not understanding the financials. “I didn’t know my P&L or balance sheet. I didn’t understand how important the numbers are to decision-making,” he says. When someone first pointed it out, his reaction was familiar: embarrassment, even defensiveness. “You try to fake it till you make it, but I don’t believe in that anymore. It’s OK not to know everything.”
For Howes, owner of Atlantic Motorcar Center in Maine, the learning curve wasn’t around finances—it was generational. After four decades in the profession, he noticed a shift: “Younger techs aren’t motivated the same way. It used to be all about money. Now it’s about flexibility and time off. If you don’t adjust your leadership style, you’re going to lose them.”
Both owners agree that blind spots aren’t always obvious from the inside. “We’re usually the last to see them,” says Cloutier. That’s why intentional systems—outside coaching, KPI tracking, 20 groups—are critical.
Creating Space for Candid Feedback
To stay ahead of the curve, both shop owners prioritize transparency and trust.
Cloutier leans on a structure of one-on-one meetings, coaching, and peer learning environments. “I imagine the owner as a bowler. The employees are the ball. The systems—spreadsheets, processes, check-ins—those are the bumpers,” he says. “If you’ve never bowled before, your ball’s probably going in the gutter. But bumpers help you hit some pins.”
Howes builds trust through culture. “Our tagline is ‘Caring for cars and people,’ and that starts with our employees,” he says. Quarterly, his team completes anonymous reviews through a cloud-based platform. But feedback doesn’t just happen once a quarter—it’s woven into the daily rhythm of shop life.
One way they’ve created that rhythm is through a peer-led training model. Each month, a different team member leads a lunch-and-learn session with pizza, case studies, or personal challenges. “They enjoy learning from each other,” says Howes. And when someone excels? They receive the “Iron Man Award”—an Avengers-inspired helmet that lives with the top-performing tech each week. They sign it, pose with it for social media, and feel part of something bigger.
Feedback also gets personal. Howes’ HR manager works with team members on more than just reviews—she offers coaching on goal setting, budgeting, even emotional and spiritual support. “We once had a tech go from making $17 an hour to $100K and still struggle financially,” Howes says. “So we created a holistic approach to help them grow inside and outside the shop.”
From Insight to Action
Once a blind spot is identified, what happens next?
Cloutier emphasizes incrementalism. “I’d love to say I change immediately, but I don’t. I believe in small, consistent steps over time. Like the movie What About Bob?—it’s all about baby steps.”
One example: after learning from a 20 group about the power of thorough vehicle inspections, Cloutier realized his own shop’s process was lacking. “We used to just fix the car,” he says. “Now, we use a digital inspection process that allows us to compare performance across techs, track added income, and see what we’re missing. It’s night and day.”
Howes also believes in showing the “why” behind every change. “If you just issue commands, you get resistance,” he says. “But if you involve the team in the process, they’ll own it.” His own KPI reports, in fact, often look better when he’s away. “That’s the goal—build a team that doesn’t need you to function.”
Both leaders say feedback is only as powerful as the follow-through. Cloutier compares it to receiving a Christmas gift. “Say thank you. Then keep it, toss it, or re-gift it. But never reject it outright. Some of the hardest truths come from people who know us best.”
Building a Blind-Spot-Smart Shop
For owners who suspect they have blind spots but don’t know where to start, both Cloutier and Howes say the answer is simple: stay humble and stay curious.
Cloutier recommends reading "Ego is the Enemy" and embracing the philosophy of the Stoics. “Epictetus said, ‘A man can’t learn what he thinks he already knows.’ That quote changed how I lead.”
Howes focuses on developing a people-first shop. “You must invest in your team. Train them to lead, not just follow. Help them grow, and they’ll grow your business.”
Identifying blind spots isn’t about fixing flaws—it’s about revealing your potential. And sometimes, all it takes is the courage to listen.
