Fixed Ops Magazine - 2023 Vol20 01 - 36

recognize your people when they do well, while offering
advice and coaching when needed. It is important
to come with an open mind and refrain from jumping
to conclusions. If something was completed incorrectly
or left incomplete, ask your team what happened, and
have a healthy conversation about it.
BE AN EXAMPLE OF WHAT YOU EXPECT
You should be 100% engaged with your team. If you
expect them to be 100% engaged in the process, work
alongside them to ensure they understand the why,
overcome objections, and fully understand the steps
that must be taken to accomplish the objective.
Consistency is the key here ... I'm focused on the Fixed
Operations side of the business. But this applies to all
departments, including sales, finance, accounting, marketing,
HR, IT, etc. Regardless of the tools or processes
you use, when you coach your people and hold them
accountable, results will happen and you will see multiple
benefits:
* Ensures everyone is on the same page and goals/
objectives are aligned
* Builds a strong culture of teamwork and accountability
*
Stronger employees take ownership
* Ability to find potential kinks in processes that need
to be adjusted to ensure streamlining and a good experience
for both our employees and our guests
* Maximizes revenue and growth
MOST IMPORTANTLY, SHOW
TRANSPARENCY YOURSELF.
Most importantly, show transparency yourself by discussing
these results with your team, and show them
where they stand. The cadence to do this is very important
to drive and maintain change. This can be accomplished
through one-on-ones, daily reports, weekly
meetings, etc. The main point is showing them where
they stand.
Discussing whether the outcome is good, making improvements,
or underperforming, these conversations
can make or break your team. Be sure to praise and
36
If there comes a time a team member is not meeting
your set expectations, you'll need to determine whether
it's a doing or a knowing problem. It's likely a doing-problem
if you've been inspecting what you expect,
providing coaching, conducting one-on-ones, and documenting
every conversation. Once you've made adequate
attempts to address the problem and haven't
seen any effort or improvement from the team member,
you should let them go and move on.
There are times when letting a team member go will
actually result in a net-positive impact on your team's
morale. Remember, as a leader, it is your job to create an
environment and a career path for your team to be the
best they can be. Each team member should become
a better version of themselves every day. Don't allow
that one individual with a doing-problem to diminish the
success of your entire team.
Carol Kitts is the former
Corporate
Fixed
Operations Director for
the Schomp Automotive
Group. She will be
the General Manager at
their new store opening
in California in spring
2023. Carol brings over
18 years of experience.
She graduated from the NCM General Executive Management
Program and was Awarded 40 under 40 by
Automotive News in 2019.
Fixed Ops Magazine - 2023 Vol20 01

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