The world is changing, and so are employees’ expectations. Housing costs, shifting family choices, and other modern pressures have changed what makes a workplace “sticky” for younger workers. Many now look for a “third place,” a space beyond home and the job itself where they feel community and belonging.
In episode 111 of Maximum Octane, Anthony Wrixon of OC Automotive and Diagnostic in La Habra, California, shares how he built a culture that works for both him and his team. He discusses his path from employee to owner, how ATI’s one-day boot camps helped, whose advice to listen to, how to be approachable while maintaining hierarchy, and what the industry may look like in the decades ahead.
What You Will Learn
- Anthony talks about his first steps into the automotive industry
- About how ATI’s one-day boot camps helped Anthony
- What kind of advice should you listen to when thinking about growing your auto shop
- From internal customer to auto shop owner
- How to make your auto shop sticky for younger generations
- Takeaways
Anthony’s First Steps in the Industry
Anthony opens with how he got started in the automotive industry. Like many owners, he worked for others before deciding to build something of his own. Those years taught him what he wanted to do differently.
Years spent working for other people can be valuable preparation for ownership. Employees see firsthand what makes a shop a good or frustrating place to work: how schedules are set, how mistakes are handled, and whether leaders keep their word. Many owners carry those lessons with them, deliberately repeating what worked and avoiding what did not.
That perspective also helps an owner relate to the team. Someone who remembers what it felt like to wait on a paycheck, fight for good jobs, or feel unheard is often better equipped to build a culture where people want to stay.
How ATI’s Boot Camps Helped
Around the 5 minute mark, Anthony talks about how ATI’s one-day boot camps gave him tools he still uses. Combined with coaching and plenty of trial and error, those tools helped him build a culture that fits his team. ATI’s live events offer similar opportunities for owners looking for practical training.
Short, focused training events can have an outsized impact because they give owners concentrated time away from the daily rush. Stepping out of the shop for a day makes it easier to think about systems, culture, and long-term goals rather than the next phone call. The key is what happens afterward. Owners who leave with a short list of actions and a plan to implement them see more lasting change than those who simply collect ideas.
Trial and error is part of the process. Not every tool fits every shop, and adapting ideas to a specific team is often where the real learning happens.
Whose Advice Should You Listen To?
Anthony discusses what kind of advice to follow when thinking about growing a shop. Everyone has an opinion, but not everyone has relevant experience. Seek advice from people who have built what you want to build and who understand your goals.
Advice is easy to find, from friends, vendors, social media groups, and family members. Filtering it well matters. A useful test is whether the person giving advice has achieved what you are trying to achieve, in a business similar to yours, and whether they understand your goals and values. Advice from someone who has never run a shop, or who built a very different kind of business, may still be interesting but should carry less weight.
It also helps to look for patterns. When several experienced owners independently recommend the same approach, it is probably worth serious consideration.
From Employee to Owner
Around the 15 minute mark, Anthony describes the transition from employee to shop owner. One challenge is making technicians feel comfortable with you as an owner while still respecting hierarchy. Being approachable builds trust, but clear roles and accountability keep the business running smoothly. ATI’s The Surprising Secrets of Moving From Manager to Owner explores this shift.
New owners who were once technicians often face a tricky adjustment. Former coworkers may expect the same casual relationship, while the owner now has to make decisions about pay, schedules, and performance. Being friendly without being everyone’s friend is a balance that takes practice.
Clear job descriptions, consistent expectations, and regular one-on-one conversations help. When everyone knows what is expected and sees the same standards applied to all, approachability and accountability can coexist. The owner can stay accessible while still making the hard calls the business requires.
Making Your Shop Sticky for Younger Generations
The heart of this episode is how to make a shop “sticky” for younger workers. Ideas include:
- Creating a sense of community through team events and shared goals.
- Investing in comfortable, well-equipped break and work areas.
- Offering clear growth paths and regular feedback.
- Building relationships based on respect, not just authority.
- Giving employees a voice in how the shop operates.
The “third place” concept, popularized by sociologist Ray Oldenburg, describes places outside home and work where people gather and connect. Anthony’s point is that for many younger workers, the workplace itself can provide some of that sense of belonging. Don Rheem explores the science of engagement in How to Turn Satisfied Employees Into Engaged Internal Customers.
Making a shop “sticky” is less about perks and more about belonging. A pizza lunch is nice, but it does not keep someone who feels unappreciated or stuck. Younger workers often want to know that their work matters, that they are learning, and that their voice is heard. Shops that build those elements into daily routines tend to keep people longer.
Simple practices can make a difference: a brief morning huddle where everyone hears the plan for the day, recognition for a tough diagnosis or a great customer review, and opportunities to suggest improvements that are actually implemented. Over time, these habits create a team identity people want to be part of.
Set Clear Goals From the Start
Anthony also stresses the importance of setting clear goals before starting a business and adapting as the industry changes. Goals guide decisions about hiring, pricing, and growth.
Goals give a new business direction when the daily workload could easily take over. An owner might set goals for revenue, car count, team size, or personal income, along with goals about the kind of culture they want to build. Writing them down and reviewing them regularly keeps decisions aligned.
Adapting is just as important. Vehicle technology, customer expectations, and the labor market all shift over time, and goals that made sense five years ago may need updating. Many owners revisit their goals annually and adjust their plans accordingly.
Common Mistakes When Building Culture for Younger Workers
Owners who want to attract younger employees sometimes focus on surface changes while missing deeper issues. A new break room will not make up for unclear pay plans or a lack of training. Similarly, promising growth opportunities that never materialize can damage trust faster than offering none at all.
- Assuming younger workers want the same things the owner wanted at their age.
- Asking for feedback but never acting on it.
- Relying only on team events instead of daily respect and recognition.
- Leaving new hires without a mentor or a clear plan for their first months.
- Treating the hierarchy as a reason to avoid explaining decisions.
What This Looks Like on the Shop Floor
A shop with a strong sense of community often looks different in small ways. Experienced technicians take time to explain a tricky diagnosis to a newer tech. The owner or manager walks the floor regularly, asks how people are doing, and listens to the answer. Wins are celebrated in the moment, not saved for an annual review.
The physical space matters too. Clean, well-lit work areas, organized tools, and a comfortable place to take a break show employees that the shop values them. When people feel respected and part of something, the workplace starts to fill the role of a “third place,” a space where they feel they belong. That feeling is difficult for a competing shop to match with a slightly higher wage offer.
Retention Ideas for Younger Technicians
- Ask younger employees what would make the shop a place they want to be.
- Create a mentorship program pairing new and experienced techs.
- Hold regular team gatherings that are not just about work.
- Share your vision and show where each person fits in it.
For more on attracting talent, listen to Your Brand Is Costing You Talent, Jay Goninen in How to Offer Jobs Aligned With the New Generation’s Values, and Brian Hammond in From Shop Owner to Business Owner.
Frequently Asked Questions
How do I make my auto repair shop attractive to younger technicians?
Focus on belonging, growth, and respect. Offer clear career paths with defined skills and milestones, pair new hires with mentors, provide regular feedback, and invest in training. Keep the workspace clean and well equipped, and give employees a voice in how the shop operates. Younger workers often stay where they feel valued and part of a team, so build those elements into daily routines rather than relying on occasional perks.
What is the third place concept and how does it apply to a workplace?
The third place is a term popularized by sociologist Ray Oldenburg to describe places outside home and work, such as coffee shops or community centers, where people gather and feel connected. For many younger workers, these spaces are less common today. A workplace that offers community, friendship, and shared purpose can provide some of that sense of belonging, which makes employees more likely to stay.
How can a new shop owner stay approachable while keeping authority?
Set clear expectations and job descriptions, apply the same standards to everyone, and hold regular one-on-one conversations. Be friendly and accessible, but make decisions based on what is best for the business and explain your reasoning when you can. Consistency is what makes approachability work. When employees trust that you are fair, they are more comfortable talking to you and more accepting of tough decisions.
Whose advice should I listen to when growing my auto shop?
Give the most weight to people who have built the kind of business you want, especially other successful shop owners, coaches with industry experience, and peers who understand your goals. Be cautious with advice from people who have not faced the same challenges. Look for patterns across multiple trusted sources, test ideas on a small scale, and adapt them to your team and market.
Why are younger auto technicians leaving shops?
Common reasons include unclear pay or advancement, limited training, feeling unheard, poor working conditions, and a lack of connection with the team. Some leave for small wage increases when they do not feel invested in their current shop. Regular check-ins, honest conversations about goals, visible growth paths, and a respectful culture help shops understand concerns early and give employees reasons to stay.
Resources and Links From This Episode
Connect With the Guests
- Anthony Wrixon: OC Automotive and Diagnostic, LinkedIn, YouTube, Instagram
