Management
Share a nugget of information that will help the dE community. Please keep it to 2 sentences. Short and sweet!
Replies to This Discussion
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Permalink Reply by Steve Cunningham on -
Keep cancer out of your sales staff, even if it is your #1 producer!!! Cancer spreads and is contagious if at your store.
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Permalink Reply by Chip King on
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No Auto Attendant, no Phone Tree! Your customers need to talk to a well trained agent that is urgent to serve, every time they call.
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Permalink Reply by Dennis M. Sims on
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You "LEAD" People; You "MANAGE" Processes!
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For those GM's, GSM's, and SM's, just a note to start keeping good measurements of all activity you can.
If you can't "Measure" it, you can't "Manage" it; If you can't "Manage" it, you can't "Control" it. If you can't "Control" it, you can't "Change" it. And if you can't "Change" it, you can never IMPROVE!
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Permalink Reply by Tony Edgington on
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Even as a Manager always be willing to listen to your salesman as we tell them, listen more talk less you will find by listening more we even as manager's can learn a lot.
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Permalink Reply by Fred G. Slabine on
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Emmet Fox, the spiritual teacher, once said, "Your main job in life is to create the mental equivalent within yourself of what you want to realize and enjoy in your outer world."
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Permalink Reply by Walt Kustra on
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Persistance overcomes resistance in almost every circumstance. The best at following up will get the sale.
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Permalink Reply by MANNY LUNA on
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The great one's are taken already and are becoming a dying breed!
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Permalink Reply by Philip Zelinger on
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Pick the right team and they will manage themselves. Your ability to motivate them is similarly limited by their own ambitions so your job as a manager should be focused on knowing what to do and what to delegate to the team that you have selected to insure your shared success with the knowledge that you work for them.
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Phillip,
I very respectfully somewhat disagree with you. If my "Team" is unable to be motivated by whoever the "Leader" is, they shouldn't be on the "Team". What makes a great "Leader". Someone who understands the concept that you Manage "Processes" and you Lead "People".
It starts with hiring enthusiastic people who are somewhat "self-motivated" to succeed. Once I have that, which is my responsibility as the "Leader" to determine who it is I will bring onto the "Team", they must then be trained and consistently "Coached" in executing the "best practices" we have determined will give us the best chance for success in achieving the goals we have all set.
Here's where the problem lies with most Organizations. There is then, no ACCOUNTABILITY! The final step in "Accountability Management" is crucial! No consequences for learning and executing the "best practices" is like saying to a child, "you do that one more time" and . . . . and when they do it again, it's "you do that one more time" and . . . . .
And WHAT?
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Permalink Reply by Philip Zelinger on
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Dennis, our only "disagreement" lies in the poilicy in this section of DealerElite to limit the thought starters to one or two sentences.
Oddly enough, if you stitch together other "best practices" that I have posted to supplement this one you will note that I have similarly shared wisdoms regarding the value of hiring people and personalities that share the visions and enthusiasm of the dealer as job one. I also have valued processes as the arbitrator of ongoing policies and best practices to insure consistency in enforcing mutually agreed to rules that insure uniform applications independent of personal opinions that may be more subjective than objective when applied to achieving mutually established goals.
Perhaps my assumptions for the purposes of brevity that my initial comment considered the need to select individuals that would be self motivated and hired with compensation plans that were performance based with clearly established areas of responsibility and job descriptions who merely needed additional guidance as real world situations required clarification was overly simplistic. Fortunately, you were here to fill in the foundations. But then again, what are friends -- and DealerElite -- for!
Dennis M. Sims said:Phillip,
I very respectfully somewhat disagree with you. If my "Team" is unable to be motivated by whoever the "Leader" is, they shouldn't be on the "Team". What makes a great "Leader". Someone who understands the concept that you Manage "Processes" and you Lead "People".
It starts with hiring enthusiastic people who are somewhat "self-motivated" to succeed. Once I have that, which is my responsibility as the "Leader" to determine who it is I will bring onto the "Team", they must then be trained and consistently "Coached" in executing the "best practices" we have determined will give us the best chance for success in achieving the goals we have all set.
Here's where the problem lies with most Organizations. There is then, no ACCOUNTABILITY! The final step in "Accountability Management" is crucial! No consequences for learning and executing the "best practices" is like saying to a child, "you do that one more time" and . . . . and when they do it again, it's "you do that one more time" and . . . . .
And WHAT?
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Phillip, you're right and I apologize. I didn't know about the policy of how long what we share is to be.
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