Or rather:
It’s not the feedback that lingers, but the reaction to it.
Picture this: Monday morning, just after eight. The first customer is at the service desk of a workshop. Friendly, but tense: “To be honest, last time everything took much longer than promised.”
No accusation. No raised voice. Just one sentence and a look that says way more than words.
In the service advisor’s head, the program is already running: The workshop was overloaded. Parts arrived late. That wasn’t my fault. What is often said then: “Unfortunately, I can’t do anything about that; it was due to the workshop.” Conversation over. Job done. And yet, something has been lost. Not because of the feedback, but because of the reaction to it.
Why a good feedback culture in service and sales isn’t a “soft skill,” but a real success factor
In the dealership, people are constantly being evaluated. Not just online, but in direct contact: in tone, in hesitation, in the famous “actually.” Especially for service advisors and salespeople, feedback isn’t background noise; it’s a central part of the relationship with the customer.
Feedback is not an attack. It’s an offer. Customers give feedback because something matters to them: Time. Reliability. Transparency. Appreciation.
A good feedback culture therefore doesn’t start with the perfect answer, but with genuine listening—not defending, not relativizing, not immediately explaining.
First, understand what is decisive for the other person in that moment.
The real test: our reaction
In training, we often hear: “Of course I accept feedback, but I couldn’t influence that particular issue.”
Maybe so. And yet it holds true: It’s not the feedback that decides the experience, but our reaction to it.
Typical reactions—well-meant, poorly effective:
“We do our best, but that can happen sometimes.”
“That’s not what I meant.”
“My hands are tied on that.”
What works instead:
“Thank you so much for mentioning it.”
“I totally understand you were expecting a lot more reliability.”
“Let’s work together to find a better solution from now on.”
That doesn’t change the past. But it very much changes the relationship.
Feedback culture isn’t about personality, it’s about training
A good feedback culture has nothing to do with “always being nice,” but with attitude, clarity, and practice.
In the dealership, this means:
- Understanding feedback as part of the process, not a disruption.
- Empowering employees to remain composed even when receiving criticism.
- Practicing reactions before things get stressful.
Because professionalism isn’t shown when everything runs smoothly, but precisely when things get difficult.
What really remains in the end
Customers rarely remember every detail of a workshop visit, but they remember very clearly how they were spoken to when something wasn’t perfect.
A lived feedback culture creates:
- Trust instead of justification.
- Dialogue instead of defense.
- Loyalty instead of thoughts of switching.
And it also relieves pressure internally: Those who don’t fear feedback but can use it work more calmly, clearly, and with more joy. We see it time and again in training: Often, a single shift in perspective is enough to turn criticism into connection.
Feedback is not a risk.
It’s a moment where a relationship can be formed.
And sometimes, exactly this moment determines whether someone simply picks up their car or returns with a good feeling.
We are happy to support you in turning critical moments into trust—for customers and for teams. We look forward to exchanging ideas with you.