Digital Dealer - November 2017 - 18

DEALERSHIP MANAGEMENT

Continued from pg. 17

ONCE YOU ADOPT THE DECISION TO DO
THINGS DIFFERENTLY, YOU MUST CONSISTENTLY
BE DISCIPLINED WITH YOUR ACCOUNTABILITY IN
SEEING IT THROUGH."
PFC - PLANNING FOR
CHANGE:

Yes, it will most definitely require a change
of latitudes and attitudes.
If you want to fall away
from being average and
begin to improve you
must change something
you do daily, weekly and
monthly. New enhanced
sound business processes will take you there.
Break out of those old
paradigms and habits and
accept new and improved
ways to do business in
your store. The correct
changes we make today
will make a better tomorrow. "Starting" is the great
inhibitor to your pathway
for success. So, start now
developing the cultural,
procedural and process
changes needed.
DDM - DISCIPLINED
DECISION MAKING:

The dealer principal
must be a part of the
decision-making processes and adhere to them.
According to a study of
unsuccessful managers
by the Laboratory of
Psychological Studies of
the Stevens Institute of
Technology, the inability
to make decisions is one
of the principal reasons
for failure. It is a much
more common reason
than lack of knowledge or
technical know-how.
Therefore, you and
your management team
have to adopt a strong
acceptance of Enhanced
Leadership Decision
18

NOVEMBER 2017

Making in order to enhance the business. You
will encounter very tough
decisions that will differ
and cross the "business
as usual" approach you
have exhibited in the past
but you have to press on
with the changes.
Here today gone tomorrow decision making
will guarantee failure.
Decision making with
consistency and disci-

in your store forever.
FACT: Everyone wants
to be thin, but nobody
wants to diet.
FACT: We want to live
long: not many of us
exercise.
FACT: Most people
want to be rich: few are
willing to work hard and
smart to get it.
FACT: Every dealer
wants to grow the store:
Few form the habit of

...IN ORDER TO
SUCCEED, LEADERS
MUST ENGAGE THE
FEAR OF THE UNKNOWN
AND TURN IT INTO
CONFIDENCE FOR THE
FUTURE."
pline will point you toward
a successful growth venture. When you and your
management team adopt
certain new processes in
your store, stick to them.
Sure, we must be flexible
to change for the better
when we identify improvements to our processes,
but we never retreat on
our process adoption
principles. Remember, we
do not change a process
because no one wants
to do them, we change
a process only to make
improvements in the way
we are now conducting
our business. It must be
fruitful. Make good decisions and be consistent in
doing so because you are
making a new way of life

D I G I TA L D E A L E R . C O M

doing things unsuccessful
dealers do not like to do;
recognize that there are
two types of pain. There's
the pain of disciplined accountability and the pain
of regret. Accountable
and actionable decision
making will help you
sustain business challenges better. The pain of
disciplined accountability
is momentary but the
payoff is monetary.
KEY DIRECTIVE:

Once you adopt the
decision to do things
differently, you must consistently be disciplined
with your accountability
in seeing it through. It is
ok to make adjustments
along the way but in no
way should you compro-

mise your new processes. The most important
element for success is
making good decisions
and this has no real value
without the second, which
is practicing a 'consistency' discipline. Do it right.

BPL - BEST PRACTICES LEADERSHIP:

One thing that continues to trouble me
is witnessing a lack of
leadership (not to be confused with management)
in dealerships which is
preventing the people
and consequently the
store from ever growing.
A compelling reason
why you have to anchor
leadership in your store
for successful implementation is that real
leaders are driven by the
future. It is not creativity
or courage that makes
a leader. You can have
those attributes and still
fail to be a great leader.
A leader's job is to rally
people toward a better
future. Leaders can't help
but change the present,
because the present isn't
good enough. They succeed only when they find
a way to make people
excited by and confident
in what comes next. This
includes new processes
and new store cultural
changes which are going
to occur in order for us
to maximize process
utilization which in turn
grows people and the
dealership.
Leaders must turn
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