ese yet-unproven (to us) managers with feedback on their work results and to ensure that they are receiving the tools and support to become high achievers. So I always ask my potential client-dealers to describe their method of evaluating the overall competence of the individuals on their management staff. With few exceptions, the answers I receive are consistently disappointing. Rarely have I been provided with a comprehensive assessment tool that the dealership senior management team utilizes on a timely basis to both fairly evaluate their subordinate management staff and initiate an appropriate response to the assessment.
To assist you in evaluating your own management competence (or that of your subordinate managers), I invite you to try out the Competency Analysis for Automotive Retail Management developed by Garry House & Associates. You may access this tool by clicking https://www.ghagps.com/competency-analysis, scrolling to the bottom of the web page, and clicking on the Microsoft Word icon.
Although the detail on this assessment tool may not exactly fit the management philosophy and culture of your dealership organization, this sample should provide a pattern for developing a similar tool that will best serve your needs. Please let me know if I can help you with this task. This message is just a further demonstration of the Value First policy of Garry House & Associates!
Unfortunately, I can’t help you find talented, dedicated, and coachable dealership managers. But I can train them in the specific knowledge and specialized skills required for automotive retail management…and I’ll even test them to make sure they actually know the information and can deliver results for you! Furthermore, I can provide mentoring and coaching to any managers in your organization who have earned that benefit and would welcome it.
Wishing you a Great Summer Selling Season!
These competencies depend on a variety of factors:
* The number of people following the leader
* The extent of the leader's leadership skills
* The leader's basic nature and values
* The group or organization's background, such as whether it's for profit or not-for-profit, new or long established, large or small
* The particular culture (or values and associated behaviors) of whomever is being led
To help managers refine these skills, leadership-training programs typically propose guidelines for making decisions, solving problems, exercising power and influence, and building trust.
Peter Drucker, one of the best-known contemporary management theorists, offers a pragmatic approach to leadership in the workplace. He believes that consistency is the key to good leadership, and that successful leaders share the following three abilities which are based on what he refers to as good old-fashioned hard work:
* To define and establish a sense of mission. Good leaders set goals, priorities, and standards, making sure that these objectives not only are communicated but maintained.
* To accept leadership as a responsibility rather than a rank. Good leaders aren't afraid to surround themselves with talented, capable people; they do not blame others when things go wrong.
* To earn and keep the trust of others. Good leaders have personal integrity and inspire trust among their followers; their actions are consistent with what they say.
In Drucker's words, “Effective leadership is not based on being clever, it is based primarily on being consistent.”
Very simply put, leading is establishing direction and influencing others to follow that direction. Keep in mind that no list of leadership traits and skills is definitive because no two successful leaders are alike. What is important is that leaders exhibit some positive characteristics that make them effective managers at any level in an organization.
Read more: http://www.cliffsnotes.com/study_guide/Leadership-Defined.topicArticleId-8944,articleId-8913.html#ixzz105hWnzNt…
e same customer was being sent to me by multiple lead providers (duplicate leads) and then there were the times we contacted customers only to find that they had applied for a Visa or Mastercard credit card and were not in the market for a car (can you say "bogus lead").
However, I do believe it is unwise to judge or evaluate all 3rd Party Lead Providers as being equal! For example, the Dealix Quality Guaranteed Lead Program is as simple of a "No Brainer" (and i hate that term) as there ever has been in the realm of all types of leads... With Dealix, if the lead is invalid, duplicate, bogus or containing incorrect information, the dealer returns it for replacement with a newer and valid lead from a different consumer... Imagine if you could reject floor ups and get them immediately replaced with a new up every time the up is bad?
My point is this, I agree with Lizelle that dealers must build their internal foundation to a level where they are competent from an automotive digital marketing perspective... The capabilities she describes are a requirement in order for the dealership management to achieve basic competency in operations. In addition to these competencies, any dealership marketing budget SHOULD include an allocation for 3rd Party Generated Leads from legitimate suppliers such as Dealix.
I know there are other 3rd Party Lead Providers that will issue credits for bad leads, but Dealix was the first supplier that i know of to standardize the practice and build it into the dealer's lead acquisition console so as to remove the drama from getting bad leads replaced. I am not financially incented, nor do i have any direct affiliation with Dealix, but I am a fan of their services and have no hesitation in recommending their lead supplier services to every dealer I work with.…
was an innovator of epic proportions, and withheld a deep rooted faith in creating something new and interesting for the world, which we all share to this present day. The financial accumulation resulting from his success and the passion he had for his vision, was merely a bonus!…
the setup and maintenance of their website with the excuse of:
"I am too busy to create and send you original descriptions of our dealership, it's mission statement and a description of each of our departments, so just put in there the same thing that other dealers use and get going..."
All too often, key decision makers and managers in a dealership act as if they cannot be bothered with such insignificant details as descriptions of the business they work for and manage, that the whole world is free to look at... Yes, it is a ridiculous situation. If like many dealership managers, you are not a writer or a wordsmith, then I question your competency to be running a dealership or department, but for less than $50 you can go to www.TextBrokers.com and pay a professional writer to create unique and copyrighted descriptions of the dealership and each department.
Tim, when you display evidence of the very same content being published on multiple dealership websites, I see that as less an indictment of website provider competency and more so a graphic example of mismanagement of digital assets at the store level. After all, each dealership has to sign off on their website's content before most suppliers will go live with it.…
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