The Overworked, Underappreciated Service Manager: Breaking the Cycle

Service managers are the backbone of any dealership’s fixed operations, yet they often find themselves buried under an overwhelming workload with little recognition for their efforts. Between managing customer expectations, supporting advisors and technicians, handling administrative tasks, and ensuring profitability, the service manager’s role can quickly become unsustainable without the right structure and support. So, how do we break this cycle?

Many service managers step into their roles with a passion for the industry and a drive to improve operations. They come in eager to make a difference, to build a team that thrives, and to create an efficient and profitable service department. But before long, they find themselves working late into the evening, responding to emails at all hours, and carrying the weight of the department’s success—or failure—squarely on their shoulders. The long hours and relentless pressure become the norm, and despite their dedication, their efforts often go unnoticed. The expectations are high, but the appreciation is low.

Too often, service managers are expected to “do it all” without clear priorities. Their day is consumed by putting out fires, chasing down parts, handling customer complaints, and scrambling to meet aggressive performance targets. Training is often an afterthought, leaving them to figure things out on their own. They come from backgrounds as advisors or technicians, but the skills required to lead a department effectively are rarely taught, forcing them to learn through trial and error. With manufacturers setting strict guidelines, customers demanding quick turnarounds, and owners expecting growing profits, service managers are caught in the middle, constantly stretched too thin.

The key to breaking this cycle starts with redefining the role itself. Service managers need more than just high expectations—they need clear goals, structured support, and the right tools to be successful. Rather than trying to carry the entire department on their backs, they should be empowered to delegate effectively. Advisors, warranty administrators, and shop foremen play crucial roles in the department’s success, but only if they are given the training and trust to take on more responsibility. When a manager tries to do everything alone, burnout is inevitable. When they have a strong team to rely on, the job becomes sustainable.

Technology and automation also play a significant role in reducing unnecessary stress. Too many dealerships still rely on outdated processes that create more work than necessary. From scheduling to warranty claims, modern software solutions can streamline operations and free up valuable time, allowing service managers to focus on leading rather than just surviving the day-to-day grind.

Recognition and support from leadership are also critical. A service manager’s contributions should not go unnoticed. Dealership owners and general managers must create a culture where service managers feel valued and heard. Small gestures—acknowledging a job well done, celebrating departmental wins, or simply checking in—can go a long way in fostering a positive work environment. And just as importantly, a work-life balance must be encouraged. Long hours and constant stress are not sustainable, and when service managers burn out, the entire department suffers.

It’s time to shift the narrative. Service managers should not be overworked and underappreciated. With the right support system in place, they can build thriving departments without sacrificing their own well-being. Sustainable success starts with clear expectations, strong leadership, and a culture that values the people behind the results. If you’re a service manager struggling to keep up, or a dealer looking to better support your team, now is the time to make a change. The future of fixed operations depends on it.