Right at the beginning of one of my consulting engagements in Dealership Compensation Planning and Implementation, I usually ask the client, “What are your expectations for this person (or position)?” And rarely is the client’s answer the one I’m seeking.

So what do I wish that my client would answer? If the person (or position) in question is classified as non-management, I hope the client will respond with, “I expect this person to habitually perform and flawlessly execute those activities that are described in detail in his or her Job Objectives.” On the other hand, if the person (or position) in question is classified as management, I hope the client will respond with, “I expect this person will recruit, develop, and manage a staff of people who will habitually perform and flawlessly execute those activities that are described in detail in their respective Job Objectives.”  

Obviously, the key here is to have the expected activities clearly defined within the employee’s Job Objectives. Because if we effectively manage and perform the required activities, the results (upon which the employee’s compensation is to be based) will take care of themselves.

To illustrate my point, I direct you to a page on my website, http://garryhouse.com/products.htm, where you can download a sample set of Job Objectives. Below the message, “Learn How to Clearly Define and Communicate Your Expectations,” click on the instructions in blue font. Note how the activities are clearly delineated as “Performance Expectations” in objectives 3 through 9. 

Hopefully, this illustration will serve you as a template for doing a better job of clearly defining and communicating performance expectations at your dealership(s). I wish you much success.

Warmest regards,

Garry

Sound processes that become disciplined habits produce consistent, predictable results.