Being a knowledgeable technician is a valued trait in any shop on the planet. But being able to develop the patience required to pass that knowledge along is a lot more coveted than you might think.

I vividly remember my very first day in the dealership at just 18 years old. I was confident but intimidated at the same time. I knew I had a long road ahead of me, but I was also prepared to reach out to others for assistance.

School of Hard Knocks 

Adjacent to me was a fellow named "Jeff." He was a real bully. At least, he portrayed himself as such and certainly wanted me to believe it. Some 30 years ago, this was absolutely normal, and you were expected to have thick skin if you were going to play “technician" with the big boys at the dealership. This was simply, “A day in the life of…"

As disturbing as this may sound, it helped shape the way I am today, but more importantly, how I treat others (quite literally "what not to do"). However, I've seen many young techs wash out of the industry altogether, directly because of this treatment. This is extremely unfortunate, more so today than 30 years ago. I was fortunate that the daily roughhousing served me well.

Welcome to the Revolution 

Fast forward to 2026, and I find myself in a similar position to Old Jeff. I'm a humble servant of Future Auto Repair (in Bossier City, Louisiana). I lead the technical training division as Head Coach.

The experience levels and personalities of my teammates are vast. And learning how to share my knowledge and experience (both good and bad) must be different (per team member) if it's going to be retained and effective. For instance, anyone who knows me will attest that I'm a friendly and outgoing person by nature. With that, frequent hugs, handshakes, and thumps on the shoulder are my way of showing respect and camaraderie.

However, one of my absolute favorite guys in the shop deals with autism. One day, not realizing it, I put my arm around his shoulder, and he almost went through the roof. He then apologized (unnecessarily) and reminded me that he doesn't enjoy being touched. Of course, I felt foolish and ignorant, but he assured me that he knows it wasn't intentional and holds no ill will at all.

Situations like that remind me that not everyone thinks the same, feels the same, or certainly doesn't learn the same. The input I provide in our shop (at that personal level) is delivered so much differently than one would experience inside the classroom with me. Treating everyone the same might seem like the fair and safe way to go, but where some will prosper from it, others will lose their grasp, ultimately making the training less effective and perhaps even discouraging. In my opinion, this is the real difference between an instructor and a coach.

Knowledge Begets Further Knowledge 

Stepping aside from emotion for a moment, the technicians' levels of knowledge vary greatly in the average repair shop. And, of course, for that reason, you won't find continual success attempting to reach them at a level above their individual current standing knowledge. With that, the same holds true on the opposite side of the coin. If the content you are presenting is subpar to their current level of knowledge, it may appear boring, and the apprentice may become disengaged—another loss for you as a mentor.

My advice is to strive to reach people at the level they require. The exhibition of benevolence will be seen far and wide throughout the entire shop. This tends to further strengthen bonds between you and the apprentice(s) and increase the level of retention for the knowledge you're working so hard to pass along. Why? Because trust is established. I've heard it said that "Not one person cares what you know until they know just how much you care."

I love my team, and everything I do is in their best interests. I believe wholeheartedly that if I continue to do right by them, they'll continue to do right by the team as a whole (they'll strive to be the best they can be for themselves, the team, and our beloved customers).

But please don't misunderstand what I'm trying to state. It's of the utmost importance for a technician of any level to have a solid understanding of the basics. Many technicians (and mentors, for that matter) feel that if they know (or teach) what is perceived as "advanced diagnostic techniques," it'll place the apprentice above and beyond the capability of their peers. This couldn't be further from the truth.

Contrary to popular belief, it's "the basics" that form a foundation for all the advanced diagnostic tooling and techniques. What is perceived as advanced is just a more efficient way of acquiring a diagnosis than the basic tests and tools provide for us. However, without a solid understanding of the basics, the techniques can't be leveraged properly, and tools won't likely be implemented correctly.

I've witnessed this countless times. The real shame of it all is not necessarily the misdiagnoses that surface frequently, but more so the lack of confidence it creates and hinders most techs' ability to grow.

Defining the Basics

My advice is to be laser-focused on these basics. These are the tools that can be applied easily to virtually any year, make, model, and engine configuration out there. Some of these tools include:

• Service information (system description, operation, wire diagrams, component locations)
• DVOM
• Scan tool
• Multi-trace DSO (lab scope)
• Current probes
• Pressure transducers
• Thermal imager
• Propane enrichment tool
• Specific gravity tester
• PC (for storing and saving data)

Although it's likely only a few of us have taken this career to be scientists, like it or not, that's exactly what you are. Leverage these tests as a scientist would, to test their hypotheses. The tests conducted with the tools listed above allow you to express your thoughts through testing.

These are some of the testing techniques that can be leveraged with the tools (in different combinations) to prove or disprove your hypotheses:

• Relative compression
• Voltage drops
• Available voltage-ground supply versus current flow
• DSO measuring cursors (for speed, frequency, amplitude, duty cycle)
• Cranking intake vacuum testing
• In-cylinder compression testing
• Fuel-alcohol content and contamination testing

What you'll notice about the tools and techniques listed above is that, when implemented as intended, they'll be leveraged each day virtually because they're not vehicle-specific. The only way to get proficient at anything is to practice.

Learning to Learn 

By teaching your apprentices to get in the habit of practicing with the tools and testing techniques that you instill in them, you've set them up for success. The tools and testing techniques being leveraged each day will bring them to a level of confidence and proficiency that'll serve them for years to come, but simultaneously allow their knowledge base to grow in layers. Hence, "knowledge begets further knowledge." Each layer gained yields a deeper understanding of the components and the systems they reside in. What you've then created is a machine of continual growth.

This cycle drives anticipation—allowing the apprentice to become confident in what to expect from the tests performed and the tools being leveraged. This is because when they're confident in recognizing “good test results," the “bad ones" stick out like a sore thumb.

Consequently, this also opens the door for experimentation ("What happens when I do this?"). As the apprentice starts to experiment, they truly begin learning how to learn. And curiosity creates the environment in which they conduct these tests. This is where many a discovery takes place and serves as the breeding ground for new testing techniques. This is the exciting part for me as a coach and mentor.

As they enter this stage of growth, the apprentice tends to become more of a peer to the mentor. In many cases, I've witnessed the apprentice surpass the mentor in knowledge and proficiency. In fact, that's exactly what happened with Old Jeff and me! (Now, he calls me for assistance).

Answer Questions with Questions

One of the most rewarding discoveries for me as an instructor, technical support provider, and training coach was when I realized that (in many instances) the apprentice already knew the answer they were seeking (simply lacking confidence).

By returning their queries with questions, I drove them to find their own answers. Not only did this build confidence and trust between them and me, but the lessons also tended to stick faster. At the same time, I'm demonstrating how to research the answers they seek so they can successfully make the mental model of the systems they face.

With this mindset, regardless of the vehicles they're challenged with, the strategy for just-in-time education is the same, and mistakes and misdiagnoses (due to misconceptions) will be far less likely. And when mistakes do occur, the apprentice will see this as a "positive." This potential training opportunity will serve them and those around them well, effectively learning from their own mistakes as a team.

Passing the Torch 

As important as I feel it is to pass knowledge along to apprentices in the fashion described above, I feel it's even more important to instill in that same apprentice the responsibility he or she now potentially carries (should they choose to follow through). This is typically the point when that apprentice becomes a mentor himself (or herself). It certainly isn't for everybody, and for more than one reason.

For instance, they may not feel as though they have what it takes to be a teacher. But, like I tell my apprentices, "I'm not a teacher. I'm simply showing you what has worked for me and what hasn't worked for me. I hope that you can learn from both my good and bad experiences." So long as that new mentor is honest, everything else will fall into place.

The second reason many shy away from the opportunity is that they don't want to invest the time in someone else. In my experience, however, anyone who has learned from me wishes to educate others. I'm not exactly sure why this phenomenon occurs, but it almost never fails. I think there's a level of appreciation being exhibited as you help someone learn and grow. I like to believe it's human nature to want to see others succeed by finding confidence and happiness in what they do each day; to serve a purpose and make a difference. To be a valuable member of their team and to their customers who rely on their expertise.

In the end, one of the greatest gifts I continue to receive as a mentor is the lightbulbs I see illuminating each day. The point where someone truly grasps the knowledge I'm attempting to pass along. It's the trust built and the bond shared between mentor and apprentice that makes this process so very rewarding to me. I love my team, and I believe that I'm as fortunate to have them as I hope they're to have me.  I find joy in the thought that others share my view and are on the same path I've chosen, all over the world. In my opinion, it's such gratifying but also important work. It's a responsibility that we have chosen and must continue to see through. The sustainability and success of the automotive repair industry depend on it.