Dealerships can be systemized to the point that it reduces creativity, new ideas, potential, and growth.  This is particularly true in the sales process.  While structure is critical to success, there should be some level of leniency otherwise it becomes counter-productive.

Here are 3 reasons to give your Sales Consultant more independence;

Clients want less interruption during the process

I’ve sold and managed at a decent sized dealership where we sold 800 total retail units annually, and also at a dealership that’s half that size.  Being a part of both allowed me to see first-hand the pros and cons of having strict processes and more independence for the Sales Consultant.  From an Owners perspective, I prefer more independence for the team. 

We’re probably in agreeance that leadership will yield higher returns than micro-management.  If that’s true, then wouldn’t it make sense to give more freedom to your sales team to make decisions with effective guidance of course, versus doing the deciding for them? I’m assuming you hire from within for your Management team if that’s true, then wouldn’t it make sense to have your sales team grow and develop their management skills early with your leadership rather than putting them into the big office unprepared? And I think it’s fair to say that confidence leads to more sales.  If that’s true, wouldn’t your sales team feel more confident in making quick decisions with the client? And when the sales consultant is confident, the client becomes confident in them as well.

Setting up a culture like this requires trust, empathy, and leadership.  Take a step back and let your sales team take more control of the sale. Start slow if that’s what makes you feel most comfortable, but at the very least, start. 

Where could you delegate more during the sales process?

Ask your sales team what they feel could improve the process, implement and lead the way!

Encourages accountability and praise

People want to be held accountable so they can improve, or if they don’t, then you shouldn’t want them in your dealership. And there are multiple benefits to receiving praise.

It can be intimidating for the sales consultant to start making bigger decisions on behalf of the dealership. This is why it’s important to have leadership and a culture that allows for mistakes to happen and as long as the sales consultant is held accountable for the mistake and learns from it.  Allow them to share with you where things went wrong and why then walk them through what they did well and where they could improve.  From here, watch their development unfold and when it does, be sure to praise them.

There are multiple studies* that prove the positive impact praise and recognition has not only on the sales consultant but on the business as a whole.  When sales consultants are praised and recognized for their development, they become more productive, engaged, and more loyal.  For your business, this means you’ll have less turnover, achieve better results, and have a culture that encourages trust and communication.

It’s easy to think we’re doing enough in this category, but more often than not, we aren’t.  Don’t wait for a sales meeting to give praise and recognition to someone.  Do it the moment you find out or witness the event happen.  You know how good it feels to receive recognition for your efforts, it has a direct impact on your confidence, and confident people sell cars. So do that for your team!

Promotes respect for your management team

By letting them make more decisions, you’re giving them insight to what it’s like to make decisions at a management level which will lead to more respect from your sales team to the management team.  I’m not talking about the fake respect that tends to happen between an inferior and their superior, but a true, genuine respect because they are living it. They will have more appreciation for the pressure you face on the multiple decisions you have to make in a day.

The respect that’s developed, because it’s genuine, promotes a healthy culture which has a positive impact on the entire dealership.  This translates into more repeat and referral clientele which we all know is the most valuable kind.  It all starts by simply giving more control to your sales consultant over the deal.  And by leading more and micro-managing less.  Often times, it’s the seemingly subtle improvements you implement in the business that makes the biggest difference.

*https://www.trainingjournal.com/articles/feature/power-praise-and-recognition