FIXED OPS - Service Manager and Advisor Training BOOKLET

FIXED OPSSERVICE TRAINING For more information please contact Mary Mannella at 800-374-3314 ext. 215 or visit us online at: www.davidlewis.com

FIXED OPS SERVICE TRAINING This In-House Program provides training for yourService Managers, Parts Managers and Service Advisors.SERVICE & PARTS MANAGERS SERVICE ADVISOR• Hiring The Right People • Phone Strategies / Setting Appointments• How to Create a Team Environment • Sales Processes Customers Will Appreciate• Service Employee Pay Plans • Effective Walk Around Presentations• Leadership Skills • Advance Step Selling Techniques• Understanding the Service Customer • Objections Responses• Effective Marketing Strategies • Hot to Create a Quality Repair Order• Ideas for Advanced Service Revenue • Delivery Procedures• How to Operate a Profitable Express • How to Improve CSI Scores • How to Deal with Stress Maintenance Operation• The Process for Creating Higher CSI Scores DAY(S) OF TRAINING:Classroom Environment • On the Service Drive • In the Shop - Visits Every 4-5 Weeks -For more information please contact Mary Mannella 800-374-3314 ext. 215 or visit us online at: www.davidlewis.com

Service Manager Training1. Understanding the Average Service Customer 3. The Secondary Repair Facilities a. Customer Quote a. Why a Customer Goes To a Secondary b. What the Customer Wants From Their Repair Facility Service Visit b. The Secondary Repair Business Doubles c. Perception Equals Reality Every 5 Years d. How Customers Base Their Perception e. The Order of How the Customer Ranks 4. Understanding the Average Service Customer Their Buying Decision a. Role Of a Service Writer f. The 4 Common Traits About People b. Role Of a Service Advisor g. Verbiage To Make the Customer Talk c. What Do You Have? h. 4 Reasons Why a Customer Would Not Visit d. Function Of a Service Advisor Your Service Department 5. Hiring The Right People i. #1: Price / Value j. #2: Quality of Work a. If Money Was No Object k. #3: Convenience b. Do You Panic Hire l. #4: Relationship / Treatment c. The Effect Of Hiring the Wrong People m. 13 Words & Phrases To Never State d. Common Hiring Mistakes e. Qualities You Want In a New Hire To a Customer f. Applicant Areas Of Concern g. The Importance Of Calling Every Reference2. Understanding the Female Service Customer h. Question To Ask On Reference Calls i. Never Call the References Listed a. 10 Facts About Female Service Customers j. Interview Questions For Technicians b. #1: They Are 65% Of Your Service Customers k. People Are Your Most Important Assets c. #2: Females Influence 80% Of All Purchases l. Do NOT Hire Someone Else’s Poor Performer d. #3: Over 70% of Females Are Uncomfortable m. People Quit People Who Devalue Them With the Service Process 6. Creating A Team Environment e. #4: Most Service Write Up Areas Are Not a. IThe 3 Things You Manage In a Female Friendly Service Department f. #5: Females Have Higher Expectations b. Why People Are Your Most Important Asset Than Men c. The Definition Of Team Work g. #6: Females Are More Emotional In Their d. Characteristics Of an Effective Team Leader e. Benefits Of a Service Department Buying Process h. #7: Females Are More Logical In the Mission Statement Buying Process www.davidlewis.com i. #8: Most Females Participate In Manufacturer’s c David Lewis & Associates, Inc. Customer Surveys j. #9: Females Are Inquisitive and Detail Oriented k. #10: Females Are More Opinionated l. The 7 Do’s When Dealing With Female Customers

Service Manager Training7. About Your Team 10. Employee Pay Plans a. How Will You React If Equipment Missing a. What Areas Do Good Pay Plans Affect? b. How Will You React If You Lost a b. Understanding a Pay Plan Methodology c. Who Should Benefit From a Good Pay Plan Valuable Employee d. Performance Based Pay Plans For c. Why Employees Quit d. The Cost Of Employee Turnover Service Advisors e. Pay Plans For Technicians8. Understanding the Service Advisor f. Bonus For Technicians g. Signs the Technician’s Pay Is Too High a. What Is Querencia? h. Pay Plans For Service Advisors b. The Service Advisor Safe Place i. Be Aware Of the Following c. Understanding the Human Psychology of j. Adjusting the Pay Plan Your Service Advisors 11. Pay Plan Issues for Service Advisors d. Uncomfortable Situation In a Service a. The 7 Pay Plan Issues Advisor’s Day b. #1: Pay Plans Are Not a Substitute For e. 3 Areas to Improve Service Advisor Growth f. #1: Stop Being a Boss Managing Their Performance g. #2: Stop Assuming c. #2: Always Have a Daily Reporting Tool h. #3: Stop Threatening d. #3: Performance Is Based On i. Understanding Unconditional Stimulus j. Getting Caught Up In the Wrong Area Individual Operations e. #4: Implement a Tie In To Service9. How To Create a Sales Driven Environment f. #5: Pay a Draw, Not a Salary g. #6: Do Not Pay Based On Hours Per RO a. What Is a Sales Driven Environment h. #7: Do Base a Pay Plan Heavily Weighted b. #1: Celebrate Performance c. #2: Effective Training On CSI d. #3: Accountability e. #4: Open Communications 12. Service Advisor Obstacles f. #5: Financial Rewards g. The 5 Areas Your Advisors MUST Understand a. Obstacles That Effect Service Advisors h. #1: Level of Customers Inconvenience b. #1: Believing In the Technicians Findings i. #2: People Do Not Like Surprises c. #2: Trusting Technician’s Recommendations j. #3: The Sign States “Service” d. #3: Placing Themselves In the k. #4: Being Proactive Is Always Better l. l#5: The Impact of Being Positive Customer’s Shoes m. The 3 Areas a Service Advisor Must Not Blame e. #4: Pre- Qualifying the Customer f. #5: Presentation Flow For Their Lack of Effort g. #6: Struggling With Price n. #1: Condition Of Facility o. #2: Phone System Or Other Technology www.davidlewis.com p. #3: Other Departments c David Lewis & Associates, Inc.

Service Manager Training13. Being an Effective Service Leader 15. Up-Selling In Service, continued a. What Is Leadership? r. 7 Ways To Make an Expensive Repair b. The 5 Essentials Of Leadership Look Reasonable c. #1: Leadership Is About Influencing Others d. #2: Leadership Is a Verb and Not a Noun s. #1: Introduce an Expensive Repair First e. #3: Leadership Is About Creating Change t. #2: Compare To an Intangible Item u. #3: Increase the Perception and Facilitating Growth v. #4: Remove the $ Sign f. #4: Leaders Deal With People and w. #5: Make the Number Smaller x. #6: Create Visual Perceptions Their Dynamics y. #7: Offer Numerous Repairs and Remove One g. #5: Leadership Is About Advancing Others 16. How To Increase Repair Order Count14. The Service Walk-Around a. The Benefits Of Increasing the Repair Order a. The Definition Of Empathy Count By 2 Per Day b. When Must Your Staff Show Empathy? c. How to Show Empathy b. Record & Listen d. 8 Rules For a Great First Impression c. Phone Verbiage That States You Have Lost e. Benefits Of a Service Walk-Around f. How To Build Value In a Walk-Around the Opportunity d. Phone Facts That Affect RO Count15. Up-Selling In Service e. How To Get the 2 Extra RO’s Per Day f. Who Is Getting the Bulk Of the Service Business? a. 4 Buying Factors Customers Want g. Mystery Shop Your Service Advisors b. Why Customers Think We Sell Them Products h. The Con of Charging a Diagnostic Fee i. Never Quote a Price Over the Phone They Do Not Need j. How To Increase Service Appointments c. The Five Senses k. Should You Pay the Tech for the Diagnostic d. The Two Strongest Senses l. The Benefits Of Free Diagnostic e. 3 Ways To Maximize the Customer’s Senses f. The 7 Meet & Greet No No’s 17. Waiters g. The Ten Foot Rule h. What Is Show & Tell? a. The Pros Of a Waiter i. The Benefit Of Show & Tell b. The Cons Of a Waiter j. How Does Show & Tell Benefit the Customer? c. Show the Waiter the Concern k. Best Place To Post a Video For Show & Tell d. The Waiter’s Mindset l. Best Method To Contact Customer For e. The Customer Lounge – Couches f. The Customer Lounge – Techs Visible Show & Tellm. Sample Video #1 www.davidlewis.com n. Sample Video #2 c David Lewis & Associates, Inc. o. Sample Video #3 p. Sample Video #4 q. Sample Video #5

Service Manager Training18. Marketing 21. Active Listener a. The Importance Of Marketing a. The Benefit Of Being an Active Listener b. Common Places We Currently Market b. #1: Pay Attention c. #2: Show That You Are Listening Our Services d. #3: Respond Appropriately c. Our Current Marketing – Baby Boomers e. #4: Provide Feedback d. Who Are the Millenials and GEN X? f. #5: Defer Judgment e. What Type of Marketing Do Millenials 22. Express Service Operation and GEN X Prefer? f. Facebook Statistics a. Benefits Of an Express Service g. When Marketing, Think Retail b. Where Do the Competitive Express Service h. Appointment Reminder System i. Groupons Centers Get Their Customers? j. Service Department Facebook Page k. Direct Mail Coupons 23. Effective Labor Rate l. Customer Referral Program m. Special Events a. What Is the Effective Labor Rate? b. What Should Your Effective Labor Rate Be?19. Marketing to the Millenials & GEN X c. What Does It Mean If the Effective Labor a. Characteristics Of Millenials and Rate Is Too High? GEN X Customers d. Signs That You Should Be Concerned b. What Millenials and GEN X Spend Per Year 24. The Circle of Trust c. 3 Ways To Market To Millenials and a. What Is the Circle Of Trust? GEN X Customers b. Who Needs To Trust Who? d. #1: Visualization c. What Happens When the Circle Of Trust e. #2: Infographic f. #3: Videos Is Broken? g. The Power of Coupons d. Ways To Get the Customer Into the Circle20. Inbound Phone Calls Of Trust a. Why a Customer Would Call 25. Service BDC the Service Department a. Benefits Of a Service BDC b. Inbound Phone Stats b. #1: Handle Inbound Service Calls c. Why Customers Fail to Show for Appointments c. #2: Set Service Appointments d. What Makes Customers Upset When They Call d. #3: Make Outbound Recall Notifications e. Never Diagnose a Problem Over the Phone e. #4: Make Outbound SOP Part Notifications f. Never Quote Prices Over the Phone f. #5: Handle Service Reminder Calls g. Ask Lots of Questions g. #6: Assist With CSI Call h. #7: Market To Lost Customers www.davidlewis.com c David Lewis & Associates, Inc.

Service Manager Training25. Service BDC, continued 29. Handling Customer Complaints i. When the Service Advisors Handles These Callers a. What Summarizes the Most Common j. Who Should Focus On Revenue? Customer Complaint? k. Check List For an In-house Service BDC l. 2 Alarming Stats About Service Advisors b. How Effective Service Advisor Communications m. What a Customer Judges When Calling Minimize Customer Complaints n. The 9 Rules for the Service BDC Operation c. Service Department Complaint Statistics26. Service CSI d. 6 Rules When Dealing With Customer Complaints e. 2 Things To NEVER Do When Dealing With a. By the Numbers b. Mystery Shop Your Service Department Customer Complaints c. Step Away and Look f. How To Deal With an Angry Customer d. Visit Another Dealership g. 4 Things To NEVER Do When Dealing With e. Watch , Listen & Learn f. Busy Is Not an Excuse For Poor CSI Angry Customers g. An Ounce of Prevention Is Worth a Pound Of Cure 30. The Walk of Death27. Customer Service a. What Is the Walk Of Death? a. The Definition of Customer Service b. Technology To Help Minimize the Walk Of Death b. 9 Customer Service Skills We All Need c. #1: Patience 31. Shop Productivity d. #2: Attentiveness e. #3: Clear Communication Skills a. 6 Areas That Hurt Shop Productivity f. #4: Knowledge of Our Product b. #1: Appointment Scheduling g. #5: Acting Skills c. #2: Work Flow h. #6: Ability to Read Customers d. #3: Right Job To the Right Technician i. #7: A Calming Presence e. #4: Equipment Issue / Poorly Functioning j. #8: Persuasive Skills f. #5: Special Tools k. #9: Willingness To Learn g. #6: Absenteeism and Tardiness28. Customer Support 32. Time Managementa. The Definition Of Customer Support a. What Is Effective Time Management?b. The 8 Rules For Great Customer Support b. Why Is Time Management So Difficult?c. #1: Always Answer the Phone c. Real Time Is Mentald. #2: Don’t Make Promises You Cannot Keep d. Eliminating the 2 Sins That Affecte. #3: Listen To Your Customersf. #4: Deal Promptly With Complaints Time Managementg. #5: Be Helpful – Even If There Is NO Reward e. Making Sure Everyone Is Organizedh. #6: Always Be Kind, Courteous and Helpful f. Sharpen the Axi. #7: Go the Extra Mile g. How Service Advisors Can Be In Control Ofj. #8: Catch Your Customer Pleasantly Off Guard Their Time www.davidlewis.com c David Lewis & Associates, Inc.

Service Advisor Training1. Reasons Why Customers Do Not Use Our 4. Perception of Repairs at Dealership Service Departments a. Perception Of Repairs At Dealership a. Reasons Why Customers Do Not Use Our b. Perception #1: Labor Prices Too High Service Departments c. Perception #2: Parts Prices Too High d. Perception #3: Inconvenient Location b. Reason #1: Too Expensive e. Perception #4: Inconvenient Hours c. Reason #2: Not Competitive f. Perception #5: Warranty Expired d. Reason #3: Aggressive Up-sell e. Reason #4: Not Fixed Right the First Time 5. How To Change Customer Perceptions f. Reason #5: Poor Diagnosis g. Reason #6: Could Not Locate the Problem a. How To Change Customer Perceptions h. Reason #7: Takes too Long for Repair b. Change #1: Invest More Time Understanding i. Reason #8: Poor Appointment System j. Reason #9: Unable to Provide Accurate Our Customers c. Change #2: Make Adjustments In Our Time Estimate k. Reason #10: Parts Not Available Sales Process l. Reason #11: Rude / Unprofessional Treatment d. Change #3: Make Adjustments In Our m. Reason #12: No True Concern For the Customer Repair Process2. The Secondary Repair Facilities e. Change #4: Study Our Competition a. Doubles Every 5 Years 6. Service Writer Versus Service Advisor b. Doubles With Our Customers c. Number Of Secondary Repair Facilities a. Service Writer – Reactive d. Secondary Repair Facility Revenue b. Service Writer – Order Taker e. Conclusion c. Service Writer – Clerk d. Service Writer - High % Of 1 Time RO’s3. Dealership Service Center Versus e. Service Advisor – Proactive Secondary Repair Facility f. Service Advisor – Investigative g. Service Advisor – Walk Around a. What Is a Secondary Repair Facility h. Service Advisor - Creates Trust b. Perception Of Cost c. Perception We Sell Repairs Not Needed 7. Facts About Service Writers d. Dealership Up-sell Averages Versus Secondary a. Diagnose Over the Phone Repair Facility Up-sell Averages b. Quote Prices Over the Phone c. Quote Prices Without Knowing Problem d. No Request For Appointment e. You Want To Be a Service Advisor www.davidlewis.com c David Lewis & Associates, Inc.

Service Advisor Training8. Role of a Service Advisor 12. Inbound Phone Call Facts a. Role of a Service Advisor a. Paid Labor b. Role #1: Consult With Customer b. Diagnose Over the Phone c. Role #2: Schedule Service Work c. Prices Quoted – Understanding the Problem d. Role #3: Communicate Additional Work Needed d. Prices Quoted – Higher Than Secondary Facility e. Role #4: Up-sell Products and Services e. Appointment f. Role #5: Communicate With Technicians g. Role #6: Administrative 13. How to Get More Appointments h. Role #7: Customer Service a. How To Get More Appointments9. What the Customer Wants In Their b. #1: Inspiring Phone Presence Service Experience c. #2: Avoid Giving Prices d. #3: Always Ask Lots Of Questions a. What the Customer Wants In Their e. #4: Provide Multiple Options Service Experience 14. What Makes Customers Mad When Calling b. Want #1: Repair Fixed Right the First Time the Service Department c. Want #2: To Understand the Work Being Done d. Want #3: To Always Be Kept Informed a. HWhat Makes Customers Mad When Calling e. Want #4: A Reasonable Price the Service Department f. Want #5: To Deal With Someone They Trust b. #1: No One Answers10. The Attribution Theory c. #2: Automated Services d. #3: Cut Off During Transfer a. What Is the Attribution Theory e. #4: Being Put On Hold b. Mechanical & Emotional Problems f. #5: Secondary Conversations c. The Definition Of the Attribution Theory As a Verb d. The Definition Of the Attribution Theory As a Noun 15. Phone Scripts e. The Two Types Of Attribution Theories f. Attribution Theory – Excuses a. How To Avoid Price #1 g. Attribution Theory – Perceptions b. How To Avoid Price #2 h. Attribution Theory Summary c. How To Avoid a Phone Diagnosis d. NEED MORE PHONE SCRIPTS11. 8 Rules To a Great First Impression 16. Hourly Rates a. 8 Rules To a Great First Impression b. Rule #1: Be Yourself a. Should You Quote an Hourly Rate? c. Rule #2: Present Yourself Appropriately b. Customers Earning Rate d. Rule #3: Smile c. Magnifying the Cost Of the Repair e. Rule #4: Be Confident d. Customer Configured Effectively f. Rule #5: Be Positive g. Rule #6: Be Courteous Hourly Rate h. Rule #7: Make Eye Contact i. Rule #: Firm Handshake www.davidlewis.com c David Lewis & Associates, Inc.

Service Advisor Training17. Preparation For Customer Appointment 22. Diagnostic Questions a. Preparation For Customer Appointment a. The Benefits Of Asking Diagnostic Questions b. Preparation #1: Recalls b. Question #1: Explain In Detail c. Preparation #2: Warranty Expiration c. Question #2: How Long d. Preparation #3: Service History d. Question #3: When Did It Happen Last e. Preparation #4: Past Recommendations e. Question #4: Is It Consistent f. Question #5: Affected by Other Conditions18. The 5 Repair Categories g. Question #6: What Speeds h. Question #7: Any Thoughts a. Imminent Danger i. Benefit Of Asking For Their Opinion b. Hazardous Danger c. Inevitable Malfunction 23. The 5 Words You Should Never State d. Potential Malfunction e. Non-Essential Malfunction a. The 5 Words You Should Never State b. Word #1: No19. The Meet & Greet c. Word #2: Can’t d. Word #3: Think a. Meet & Greet Steps e. Word #4: Honestly b. Step #1: Introduce Yourself f. Word #5: Try c. Step #2: Get their Name d. Step #3: Request Reason for Visit 24. Creating Dialogue e. Meet & Greet Verbiage a. Introduction To Creating Dialogue20. The 7 Meet & Greet No-No’s b. The Benefits Of Dialogue c. The 4 Common Traits About People a. The 7 Meet & Greet No-No’s d. Trait #1: They Love To Talk b. #1: Eating e. Trait #2: They Love To Talk About Themselves c. #2: Drinking f. Trait #3: They Love To Be Acknowledged d. #3: Smoking g. Trait #4: The Love Compliments e. #4: Chewing Gum h. Verbiage that Creates Dialogue f. #5: Chewing Tobacco g. #6: Profanity 25. The Repair Order h. #7: Rushing the Customer a. Legal Document21. The Pros/Cons Of a Service Lane Walk b. Decline Of Service c. Warranty Claim Payments a. Balance Of Consequences – You Decide d. The 4 C’s To a Good Repair Order b. Positives Of a Service Walk e. C #1: Complaint c. Negatives Of a Service Walk f. C #2: Cause d. Positives To NO Service Walk g. C #3: Correction e. Negatives Of NO Service Walk h. C #4: Certified f. Which Is the Correct Answer i. No Charge Items On the RO j. Customer States k. Always Get 2 Phone Numbers www.davidlewis.com c David Lewis & Associates, Inc.

Service Advisor Training26. Selling Maintenance 28. How to Make an Expensive Repair Look Like a Fair Price a. Word Track & Benefits – Oil Change b. Word Track & Benefits- Tire Rotation & Balance a. How To Make an Expensive Repair Look Like c. Word Track & Benefits – Wheel Alignment a Fair Price d. Word Track & Benefits – Brake Inspection e. Word Track & Benefits – Cooling Inspection b. #1: Introduce a More Expensive Repair f. Word Track & Benefits – Transmission Service c. #2: Compare It To Another Item g. Package Selling Concept d. #3: Increase the Perception Of the Value h. Sample Package Selling Word Track e. #4: Remove the $ Sign i. DLA Packages f. #5: Make the Number Smaller j. Sample Maintenance Package Word Track g. #6: Create Visual Perceptions h. #7: Take Away27. Service Up-Sell 29. Something for Nothing a. The 3 Up-Sell Rules b. Time Expected For Completion a. Something For Nothing c. Waiters b. Sticky Note d. When Do You Need It Done? c. Benefits e. What Causes a Customer To Not Agree To d. Who Should Place the Sticky Note Additional Work? 30. Empathy f. Cause #1: Disbelief g. Cause #2: Do Not See the Need a. The Definition Of Empathy h. Cause #3: Do Not Understand the Urgency b. Why Empathy Is So Important i. Cause #4: Cost c. When To Show Empathy j. Cause #5: Time To Complete d. How To Show Empathy k. Understandable Terms e. Listen Intently l. How To Overcome Customer Fears f. Proper Eye Contactm. Validation For a Waiter g. Validate their Concerns n. Who Best Validates Repair With Waiter h. Offer Support o. Why the Technician i. Engage In a Partnership p. Best Way To Validate Non-Waiter j. Always Show Respect q. Who Should Make the Video k. Be Understanding r. Best Way To Deliver Video l. Benefits Of Empathy s. Sample Video #1 t. Sample Video #2 31. Active Listener u. Sample Video #3 v. Sample Video #4 a. The Importance Of Being an Active Listener w. Sample Video #5 b. Pay Attention x. Sample Video #6 c. Show That You Are Listening y. Sample Video #7 d. Provide Feedback z. Sample Video #8 e. Defer Judgmentaa. The Customer Lounge f. Respond Appropriately www.davidlewis.com c David Lewis & Associates, Inc.

Service Advisor Training31. Active Listener, continued 35. Angry Customers g. The 4 Never’s a. How To Deal With Angry Customers h. How These Behaviors Release a Customer’s b. #1: Kill Them With Kindness c. #2: Resist the Urge To Fight Back Defensive Posture d. #3: Always Be Respectful e. #4: Listen For the Real Problem32. Customer Service f. #5: Speak Slowly g. #7: Apologize Genuinely a. The Definition of Customer Service h. #8: Don’t Take It Personally b. The 9 Customer Service Skills i. #9: Let It Go c. Customer Service Skill #1: Patience j. 5 Thing To Never Do When Dealing With d. Customer Service Skill #2: Attentiveness e. Customer Service Skill #3: Clear Angry Customers k. #1: Get Drawn Into a Conflict Communication Skills l. #2: Raise Your Voice f. Customer Service Skill #4: Knowledge of m. #3: Try To Match Them n. #4: Try To Touch Them Product & Service o. #5: Take It Personally g. Customer Service Skill #5: Acting Skills h. Customer Service Skill #6: Ability to 36. Customer Complaints i. Read Customers j. Customer Service Skill #7: A Calming Presence a. Are Complaints a Good Thing? k. Customer Service Skill #8: Persuasive Skills b. Service Complaints Statistics l. Customer Service Skill #9: Willingness To Learn c. 6 Rules To Deal With Customer Complaints d. Rule #1: Listen Carefully The 10-12-2 Rule e. Rule #2: Do Not Interruptm. The Benefit Of the 10-12-2 Rule To the Customer f. Rule #3: Put Yourself In Their Shoes n. The Benefit Of the 10-12-2 Rule To the g. Rule #4: Ask Questions h. Rule #5: Quick Resolution Service Advisor i. Rule #6: Elevate To Supervisor j. Never Drag Out a Lost Cause34. Dealing with Female Customers k. Never Ask What Is an Acceptable Solution a. What Women Influence 37. Stress b. Women Have Higher Expectations c. Women Are More Emotional a. The 7 Cognitive Signs of Stress d. Women Deal With Logic b. Sign #1: Memory Problem e. The 6 Do’s When Dealing With Women c. Sign #2: Inability To Concentrate f. Do #1: Look You Best d. Sign #3: Poor Judgment g. Do #2: Clean Environment e. Sign #4: Seeing Only the Negative h. Do #3: Shake Hand Firmly f. Sign #5: Constant Worrying i. Do #4: Make Eye Contact j. Do #5: Smile www.davidlewis.com k. Do #6: Pay Attention c David Lewis & Associates, Inc.

Service Advisor Training37. Stress, continued g. Sign #6: Irritable Or Short Tempered h. Sign #7: Inability To Relax i. The 8 Physical Signs Of Stress: j. Sign #1: Aches and Pains k. Sign #2: Nausea Or Dizziness l. Sign #3: Chest Pains Or Rapid Heartbeat m. Sign #4: Eating More Or Less Than Normal n. Sign #5: Trouble Sleeping o. Sign #6: Procrastination p. Sign #7: Use Of Alcohol, Drugs Or Cigarettes To Relax q. Sign #8: Nervous Habits r. Physical Ailments That Are Exacerbated by Stress s. Ailment #1: Heart Disease t. Ailment #2: Digestive Problems u. Ailment #3: Sleep Issues v. Ailment #4: Depression w. Ailment #5: Weight Problems x. Rules to Minimize Stress y. Rule #1: Reduce Caffeine z. Rule #2: Eat Nutritionally Balanced Mealsaa. Rule #3: Don’t Procrastinatebb. Rule #4: Set Aside Some Quiet Timecc. Rule #5: Get Plenty Of Restdd. Rule #6: Exercise – Take a Walkee. Rule #7: Don’t Worry About What You Cannot Control ff. Who Benefit the Most From Your Decreased Stress? www.davidlewis.com c David Lewis & Associates, Inc.