If you’ve been in the collision repair industry for any length of time, you’ve seen one constant over the years: change. And right along with it, you’ve probably heard the same response more times than you can count: “That will never work.”
I’ve been in this industry since 2001, when I opened my first shop at 26 years old. I didn’t know everything, but I had a vision for doing things differently. I believed you could run a clean, organized, process-driven shop. I also believed that how you presented your business said something about the level of work you were going to deliver.
Not everyone agreed. In fact, we were told that we might as well put out a “Dumb and Dumber” sign out front because we wouldn’t be in business six months later.
At the time, those comments could have easily caused me to second-guess everything. But looking back now, they were just part of a pattern I’ve seen play out over and over again in this industry. Every meaningful change, whether it was moving from disorganized shops to clean, process-driven operations, or evolving from the general I-CAR 3000 certification to today’s highly specific, hands-on OEM repair training, has been met with resistance. There have always been people convinced it was unnecessary, too complicated, or simply not going to last.
Resistance is about comfort, not change
I’ve seen that same mindset shows up in training environments as well. You can usually spot the difference right away: There are people there only because it’s required, sitting through it and rolling their eyes, and then there are those who genuinely believe in learning, growing and adapting to change.
In today’s market, adapting to change isn’t optional. It’s critical. Claims counts are down. Insurance premiums are up. And customer behavior has shifted dramatically over the last few years. The truth is, resistance to change isn’t really about the change itself. Most of the time, it’s about comfort. It’s about people holding on to what they know works for them and being hesitant to step into something that feels unknown. In a hands-on industry like ours, where craftsmanship is a point of pride, it can feel like change is equivalent to someone questioning your skills and abilities. But in reality, change is not about replacing experience; it’s about building on it.
Ask yourself an honest question
If you’re someone who finds yourself pushing back on change, it’s worth taking a step back and asking yourself: Why am I resisting this? Not in a critical way, but in an honest one. Does the new process truly not make sense, or is the hesitation coming from the fact that the approach is different from what you’re used to?
Some of the biggest growth I’ve experienced personally came from moments when I chose to stay curious and open-minded, even when I wasn’t fully convinced at the start. You don’t have to immediately agree with every new idea, but being willing to learn, test and evaluate it with an open mind can make all the difference.
Leading a team through change
From a leadership standpoint, navigating change gets even more involved because it’s not just about your own mindset; it’s about your team. Every shop has people who are all-in on trying something new, and others who are naysayers from the start. And if we’re being honest, there are usually a few who feel like they’re smarter than everyone else and that the change doesn’t apply to them.
Leading those individuals well requires more than just telling them what to do. As human beings, we are all concerned about how a change will impact us, and most people naturally lean toward the negative. Because of that, leaders have to clearly communicate how each person will benefit from the change, not just what is being asked of them.
That starts with being clear about expectations. If something is changing in the shop, the direction can’t live in a gray area where the process is optional or inconsistently followed. At the same time, people are far more likely to get on board when they understand the reason behind the change. When they can see how the shift connects to better repairs, safer outcomes, or a stronger business, the conversation moves from “Why are we doing this,” to “How do we make this work?”
Listen, but hold the line
It also helps to listen. That doesn’t mean every concern changes the direction, but it does mean people feel heard. In my experience, some of the best improvements have come from team members who initially pushed back but ended up contributing to a better way of doing things once they were part of the process.
That said, not all resistance is about misunderstanding. Sometimes it’s about attitude. And as leaders, we have to be willing to address that directly. One person who refuses to adapt can impact the entire culture of a shop. Holding the line on standards while still treating people with respect is a balance, but it’s a necessary one if you want to keep moving forward.
The shops that adapted early set the pace
When I look back over the past couple of decades, what stands out isn’t just how much the industry has changed, but how predictable the reactions to that change have been. The things that were once dismissed are now expected. The practices that were questioned are now standard. And the shops that chose to adapt early are the ones that set the pace for everyone else.
The real question is simple: Will stubborn pride leave you behind? Change isn’t coming; it’s already here, and it’s not slowing down. This isn’t about whether it will work. It’s about whether you’re willing to adapt and be a part of what comes next.
