Find out how Hiley Hyundai delivered 74% new shoppers to their website. VIEW CASE STUDY
In every Dealership or business organization I have ever had the fortune to be involved with, I have been privy to the inner workings and directional planning of its success. The only reason I bring this up is that I don’t believe it’s a widespread phenomenon. Whether it is in their advertising platforms or business models CEO’s and G.M.’s will often map out plans weeks, months or even years ahead with key stepping stones toward growing the business. Yet day after day we require our people to focus blindly on the minutiae i.e. some sort of daily task list or the handful of hot new leads or recently sold prospects.
Personally it’s easy for me to make that one Management CSI call because from a 30,000 ft. perspective I know how it fits into the plan as a whole. At the same time, it can seem a fight to have every task (read opportunity) completed by a sales/service floor that we whip into a frenzy to secure the daily result needed for our monthly success. Sales people by and large are paid off of what they produce within certain chronological parameters and have little or no motivation to begin the touch-point process years ahead of any sales culmination. I suggest that the best way to overcome this prejudice is to share with your key personnel the vision we as management so viciously guard as “upper-level” information.
As we move (hopefully) to a more transparent sales process, it only makes sense to do the same with our Management styles. Begin hosting Monthly and Quarterly review/planning sessions with all key dept. personnel and share with them the goals for the Store, the advertising calendar that will help achieve the goal and the costs and benefits both monetary and personally that said plan will provide to them. By getting your entire team behind a quarterly and yearly goal you will not only empower them with a sense of belonging but also turn them into key advocates to the rest of your staff. By tying inclusion in this Visions Team to key performance criteria you can create and foster a Leader culture and Team vision while enforcing and rewarding personal accountability.
Information is power but the hoarding of information is counter-productive to team building. We assign feature/benefit analysis to our clientele each day in motivating them towards a specific (buying) action. Doesn’t it make sense that doing the same with our teams could produce the same type of desired results?
Key points covered should include:
If your lot tech understands the 3 month snapshot as well as the cars that need detailed today the buy-in achieved will produce more quantifiable results and foster a more productive work atmosphere. Goals set by the Store, to achieve personal level buy-in and make sense to the very people we depend on, must be clearer to all. Then and only then their daily achievements may begin to be the building blocks we see them as. Everyone needs to understand and feel included and empowered towards a Stores success not just accountable to the daily task list.
We gain power by giving it away and Leadership does not have to be limited to Title holders.