ANTICIPATION

Before going to the monthly manager meeting to review operations go over your data and anticipate what questions might be asked by the dealer or the managers. Answering a question with an “I don’t know” answer will do nothing to enhance your credibility and cause the numbers to be suspect. An example: The dealer might ask why commissions for the month increased 2% over a normal month. Being able to fire off an answer, “We had x number of dollars in spiffs this month” puts the onus on the sales manager to explain why there were spiffs. It is not the controller’s job to justify spiffs. The controller’s job is to explain the reason for the 2% increase.

Never dance the dealer or the managers if you don’t know the answer to a question. If an error has been made, fess up and get it corrected. Always follow up as soon as you get back to the office to get the answer to an “I don’t know” answer. Your credibility will be enhanced. Many managers look at the office with suspicion about the numbers. The manager’s numbers are always correct. Your numbers are suspect in their eyes.

Never, ever blame an error on your staff. The controller is responsible for their actions. You take the heat. Doing so will show the dealer and managers you are not a finger pointer, but accept the responsibilities of your department. If an error is found that affects a department’s net, regardless if it is good news or bad news, immediately advise the appropriate manager. Nobody, especially the dealer, likes surprises at month end.