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Tech Tips:

Tips for Managing Millennials and Zoomers

Many of the “old-timers” in our trade are baby boomers; they were likely born after World War II ended and before the mid-1960s. These people grew up in a different time than today’s millennials (Gen Y) and zoomers (Gen Z). As those old-timers continue to retire, our trade needs to start attracting, recruiting, and managing […]

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HVAC School – For Techs, By Techs

Real training for HVAC ( Heating, Ventilation, Air Conditioning and Refrigeration) Technicians. Including recorded tech training, interviews, diagnostics and general conversations about the trade.

In this comprehensive discussion, Bryan and Bert tackle one of the most critical yet underdeveloped skills in the trades: conflict resolution and de-escalation. They argue that poor conflict management is one of the primary reasons technicians lose jobs, damage team dynamics, and limit their career advancement. The conversation explores both customer-facing conflicts and internal team disputes, offering practical strategies grounded in real-world experience.

The hosts distinguish between rational and irrational customer anger, noting that both require similar approaches—taking clients seriously, listening fully, and resisting the urge to immediately correct or defend. Bert emphasizes the importance of body language, describing how he physically leans into difficult conversations rather than backing away, making eye contact, and allowing customers to repeat themselves until they feel genuinely heard. Bryan adds that the “slow is smooth, smooth is fast” military principle applies perfectly to people problems—rushing to fix the emotional situation often prolongs the conflict, while patient listening typically resolves issues more quickly.

When addressing internal team conflicts, they stress going directly to the person involved rather than gossiping or complaining to management. Both hosts acknowledge that ego, the need to be right, and past trauma can trigger fight-or-flight responses that sabotage productive conversations. They advocate for approaching conflicts with humility and a willingness to be wrong, focusing on the single most important issue rather than bringing up a laundry list of grievances. Bert shares that preventing conflict often means letting minor issues go while addressing patterns before they fester into major problems.

The conversation concludes with practical advice about maintaining relationships after difficult conversations, recognizing that drawing back creates rejection while intentionally staying connected demonstrates genuine care. They emphasize that mastering conflict resolution isn’t just about keeping your job—it’s about becoming invaluable in your career and developing skills that serve you in every area of life.

Topics Covered:

Common sources of customer anger: feeling dismissed, not taken seriously, fear around property damage, and frustration with time and money
The difference between rational emotions (legitimate grievances) and expectation gaps (perceived as “irrational”)
Body language techniques for de-escalation: leaning in, maintaining eye contact, staying present rather than fleeing
Why interrupting customers to prove you’re right backfires and escalates conflict
Managing fight-or-flight responses and recognizing when fear drives aggressive reactions
The importance of letting customers repeat themselves until emotional release occurs
Internal team conflict triggers: lack of recognition, perceived unfair workloads, misinterpreted communication
Why going directly to the person involved beats gossiping or complaining to management
The danger of storytelling and assigning motives to others’ actions
Practical conflict resolution framework: prepare both parties, choose private settings, listen twice as much as you speak, and be willing to be wrong
How mastering conflict resolution makes you invaluable and accelerates career advancement
Maintaining relationships after difficult conversations to avoid creating rejection

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