Most hiring problems are character problems wearing a “skills” mask.

Shops obsess over certifications, diagnostics speed, and flat-rate performance—but forget the trait that actually keeps customers and staff: attitude.

This week’s story proves it. A shop owner hired a “perfect” A-tech who blew up the culture… and a mid-level tech who became a superstar because his soul matched the shop. The lesson: hire people who want to grow, care about the team, and treat customers like humans—not invoices.

A few years ago, a Euro shop owner—we’ll call him Marco—was desperate. He needed an A-tech yesterday. Comebacks were creeping up, his B-techs were overloaded, and he was turning away $3–4k a day in work.

Then a résumé landed in his inbox.

Master ASE. Ten years Euro experience. EV-certified.

Pay ask? High, but doable.

Marco didn’t think twice.

Week 1 looked promising. The guy was fast—clocked 34 billed hours in four days. Everyone was relieved.

Week 2? The cracks started.

He corrected advisors in front of customers.

He rolled his eyes at younger techs.

He refused to document DVIs because “my work should speak for itself.”

By Week 4, the shop culture felt like a tire losing air.

Two B-techs stopped asking questions.

Service advisors tiptoed around dispatching jobs.

Customers complained about tone.

And then the kicker:

He refused to torque spec a brake job because “I’ve done this for 20 years.” Two days later: comeback.

Cost: $412 in parts + 3 lost hours = a $700 hit.

Marco finally let him go.

The shop sighed in relief.

Three months later, he tried again. This time he interviewed a mid-level tech—good fundamentals, hungry, humble, asked great questions. Not flashy. Not perfect.

But the guy said one line Marco never forgot:

“I’m here to grow. I just need a shop that grows with me.”

He hired him on the spot.

Here’s what happened over six months:

• He shadowed senior techs and absorbed everything.
• He asked for feedback weekly.
• He hit 85% efficiency by month 4.
• By month 6, his comebacks = zero.
• Customers loved him because he explained repairs like a teacher, not a jerk.

The shop’s culture bounced back.

ARO climbed by $112.

Retention improved.

Training became fun again.

Marco ended the year $180k higher in gross profit—and said it felt “effortless.”

Not because he found a unicorn technician.

But because he hired for the soul… and trained for the role.

Skills can be taught. Attitude is rented. Character is owned.

Your competitive advantage isn’t having the best techs—it’s having the best people who become great techs.

How to hire for the soul (and train for the role):

1. Screen for curiosity, not ego.Ask: “Tell me something you learned last month.”If they can’t answer, that’s a flag.
2. Watch how they talk about past teams.Anyone who blames every former shop? Pass.You’re next on their blame list.
3. Test for teachability.Give a small scenario—like diagnosing an intermittent misfire—and see how they think, not whether they’re right.
4. Protect the culture with clarity.Explain your values, expectations, and training plan before they accept the job.Good souls lean in. Bad fits back away.
5. Invest in training early.A tech who can grow becomes profitable fast.An attitude problem becomes expensive even faster.

5-minute rule:

If you’re unsure after the interview, ask yourself:

“Would I be excited to spend 30 minutes in a truck with this person?”

If the answer isn’t a clear yes—it’s a no.