Which Shop Cultures Succeed – and Which Ones Miss the Mark?

with Mike Anderson

This month, we “ASK MIKE” to share his thoughts on shop culture successes and missed opportunities. We at Hammer & Dolly hope you find the following exchange useful, and we encourage you to reach out to us if you have a question for Mike on this or any industry-related matter that he can answer in a future issue.

Hammer & Dolly: You’re out in the industry more than most people. Based on your experiences in the last few years, how would you describe a successful shop culture? What are some things shops are doing in terms of their culture that are helping them stand out above the rest?

Mike Anderson: A lot of people talk about culture, but few really live it. Your character is what you do when nobody’s looking. That said, I have seen shops going in positive directions. More of them are offering four-day workweeks than ever before. Thanks to the Society of Collision Repair Specialists (SCRS), more shops are offering 401(k) plans and health insurance now. Culturally, several smaller shops have been able to up their benefit packages. Obviously, an independently-owned shop can be more flexible with offering time off or with its work schedule in general than a larger MSO or even a dealership shop. This flexibility allows for a better work-life balance and encourages a stronger sense of community among employees, which helps with job satisfaction and retention rates. Employees value these benefits, and it directly impacts their overall motivation and productivity. 

I’m also seeing shops investing in younger people. I visited one today that had people in their early 20s on the team. Right now, the key is having a culture that will attract different employees, particularly younger ones. People have many choices about where they want to work, so the trick is to treat them better than the competitors and offer stronger benefits. Younger generations tend to place value on career development opportunities, so shops that prioritize these aspects will attract better talent. Providing educational resources, growth opportunities and flexibility can set a shop apart and keep employees happier in the long run.

H&D: Twenty-five years ago, a paycheck was a shop’s culture! Employers often took the attitude that their employees were lucky to have a job. But today, it seems that isn’t enough for younger employees – they want to feel a part of something bigger and get the perks that go along with that. Is that accurate? 

MA: Younger people also want to work at places with opportunities. Money is important, but if they can work at a shop that’s going to send them to a bunch of training, they’re more likely to stay. They value personal growth, professional development and mentorship. Also, people won’t tolerate working in some dingy old place anymore; they want to work in well-lit places with nicer bathrooms and nicer lunchrooms. Those things matter now. The culture should make them feel comfortable, respected and heard. When employees feel comfortable in their workspace, they are more likely to bring their best work forward.

H&D: We’re also seeing veteran shop personnel in their 50s and 60s working alongside those 20-somethings you mentioned earlier. This combination could be problematic if the older employees are set in their ways and may not be enthusiastic about working with younger ones. How can a shop balance those two extremes to make sure they get along and perform well together?

MA: Some people are great technicians but not necessarily great teachers or mentors. It does take a certain personality to adapt easily to that kind of structure. It may be helpful for the employer to host activities outside of work – whether it’s a company picnic, a baseball game or a Christmas party – to build relationships within the shop. I’m not saying that everybody needs to be best buddies outside of work, but there should be some initiative to help people better connect. Regular activities like that help break down barriers and foster mutual respect, which is vital when generations with different work values and communication styles interact. It’s also essential to encourage open communication and respect for each other’s skills and experiences, which can bridge generational gaps and improve shop morale. 

At Collision Advice, we’ve grown from three people to 20. We’ve learned the importance of setting up activities that will help our team members interact and know each other. Camaraderie doesn’t happen by itself.

H&D: You’ve mentioned shops moving in the right direction, but are you seeing any missed opportunities out there that could really make a difference?

MA: I see so many people cracking jokes on social media about bosses giving their employees pizza. People are so past pizza parties! I know a dealership owner up in Canada who recognizes and rewards outstanding performances in memorable ways. For example, he’ll pay for somebody to clean an employee’s house every week for a month or pay for their vacation. That creates a memory. If you give people a bonus, they’ll spend that money and not remember what they did with it 10 years later – but they’ll definitely remember getting their house cleaned! Your rewards could be customized based on that person’s interests or hobbies. That reward would likely go a longer way with them than a pizza party or even a financial incentive. 

Want more? Check out the May 2025 issue of Hammer & Dolly!