Once techs are past onboarding, the management job changes from teaching to coaching. Most owners under-manage at this phase, and customer issues and turnover both rise as a result.
Weekly 1:1. 15 minutes. Three questions: what went well this week, what was hard, what do you need from me. Same time, every week. Skipping creates drift.
Three metrics worth tracking per tech.
1. On-time arrival rate. Customers track this even when you don't.
2. Service report completeness. Photos attached, chemistry logged, notes written. Incomplete reports = future complaints.
3. Callback rate. % of stops that needed a return visit within 7 days. Industry benchmark: under 5%.
Coaching, not catching. When you spot a problem (skipped photo, sloppy chemistry log), the conversation is "I noticed X, what was happening for you that day?" not "You did X wrong." The first opens dialogue; the second triggers defensiveness and hidden issues.
Documentation. Verbal coaching for the first issue. Written summary by email or text for the second. Formal performance improvement plan (PIP) for the third, with specific behaviors, timeline, and consequences. PIPs feel harsh but actually save jobs more often than they end them; clear expectations are easier to meet than vague disappointment.
Firing well. When it's time, do it Monday morning, in person, with paperwork and final pay ready. State the reason clearly without piling on. Pay through the day. Most route operators delay firing by months, every additional week costs customers and damages the morale of techs who notice.