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Jared Hamilton
From: Jared Hamilton
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Jason Volny

Jason Volny National Training Manager

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Your Management Needs a Mindset Shift

There needs to be a large mindset shift in the automotive industry when it comes to how we view turnover in our stores because turnover costs more than your manager's time. The true cost of turnover is hidden in the opportunity cost that unengaged or untrained salespeople can create. The average salesperson sells 10 cars a month, but a salesperson that doesn't want to work for your store or is not capable is selling more like 3-4 cars per month. All while talking to more people and ruining relationships with customers that could have purchased several vehicles from you over the years. One cause of this is managers either leading with a carrot or a stick i.e with monetary incentives or punishment. Well, we've been shouting orders and throwing money at this problem for years and still, salespeople become unengaged and ultimately leave. Is there any other way that your organization is driving change in the way you retain your employees?
 
Chris K Leslie

I think a lot of turnover comes from a lack of process and procedure. If everyone is allowed to do things their own way then no one knows if they are doing it "Right". That kind of insecurity builds and makes people nervous about their contribution to the group. The other thing process does to a business is it treats your customers the way the business intended. If everyone knows what do when something happens then there is path for solving it. 

Barbara Holleman

I always try to train managers in my company www.grademiners.com/editing-help

Everyone knows what to do. And we have instructions,yeah

Brandin Wilkinson

I wonder what would happen if ownership focused their efforts on developing the leadership team - personally and professionally.  It seems as though strong leadership leads to better retention.  From what I've seen in the industry, this is the largest area for opportunity and where we consistently fall short.  

Ted Gaines

Great points, Jason. Paying attention to hiring is the start and, to Brandin's point above, that is ultimately leadership's role. The commitment needs to be bringing on the right staff, not just filling an empty seat, and providing them the support to become successful. Your calculation of the true costs in foregone revenue and opportunity is the number leadership needs to have in mind when choosing to grow their staff. We published an article recently about hiring practices that are detrimental to business, but are sadly not uncommon in this industry. 

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