don't know about money' ... but with the growth of women in the retail automotive business, this is certainly not the case any longer. These spiffs need to be executed with a focus on our ultimate message. If it is hours, then let that be the goal. If efficiency is a challenge, then empower your Service Advisors to have a controlling solution to accomplish this goal. LEADERBOARDS ARE NOT JUST FOR SALES ANYMORE Variable Operations has used (or even relied) on sales leaderboards since the origin of the car business. Why would we not use the same for service and parts? Sure, you are going to have reluctant participants. For example, you will have Techs who say they do not want to have their hours posted. Their hours are their hours 20 and their sales are their sales. For those specific individuals, you must ask why. Address and overcome those issues directly. You have won half of the game when you accomplish their buy in. This can be a simple TV monitor or whiteboard posted in the Service Manager's or Dispatcher's office. Place it where everyone internally can see it but where it is not client-facing. Complete Team buy in is the key to proper execution! Set realistic goals that are specifically based on the individual Tech, Service Advisor and Parts counter personnel. The results need to be posted daily, not weekly. There needs to be a daily leader board 'huddle'. This is not a meeting or a complaint session. If there are complaints or items that need to be addressed, those go on a separate whiteboard posted next to the leaderboard so that they can be addressed afterwards. Do not minimize the complaints. Just make the