“Be brutally honest.” That was the advice a dealer-principal shared at a recent best practice group that I lead. This insight got the group talking about how best to achieve good results from employees, colleagues, vendors, etc.
A critical tasks of a dealership leader is coaching employees to perform better. Developing employees is a form of teaching. Much like teaching, managing people involves expanding knowledge, changing behaviors and encouraging performance at increasingly higher levels.
I am reading — for the second time in a year — Simon Sinek’s book Start with Why, How Great Leaders Inspire Everyone to Take Action. As I finished a chapter today, Sinek’s words reminded me of the many partnerships between dealership leaders that create great businesses, those who over a long time react well to change and execute well to keep customers, employees, manufacturers and investors happy.
Joe Founder, who is 68 years old, has two daughters working for him. Jane is 5 years older than Julie. They’ve respected each other’s contributions for many years, and Joe thinks the dealership is stronger with both of them. Both have the option to work elsewhere.
In Part 1, we defined employee engagement as going the extra mile. Companies whose employees are highly engaged produce 300% better financial results, according to Towers Watson’s 2012 Global Workforce Study.
How do you and your managers gain the work and commitment of your employees to perform well? How can you influence the behavior and performance of your people in positive ways?
A basic axiom of team development is this: Most leaders spend too much time on their problem employees, and too little time on their best. As Stephen Covey, author of Seven Habits of Highly Effective People, pointed out years ago, developing talent is often critical to success, but since it is not urgent, it never happens. The key word here is time. Let’s discuss two aspects of this four-letter word: thinking time, and talking time.
Neil Messick, Co-Owner, Brian Messick, President, and Jay Gainer, General Manager, discuss how the Messick’s dealership has grown over the past 75 years to now employ 350 people.
Since 1980, A&I Products has become a leading manufacturer and wholesale distributor of aftermarket replacement parts for the agricultural, turf, and industrial equipment markets. A&I Products' experience and expertise has greatly contributed to the company's reputation as a top supplier of quality, reasonably priced parts. Founded with roots as a small machine shop and repair facility, the company made the transition by manufacturing new parts to replace those that were identified as commonly needing repair. Throughout the 1980s, the company quickly garnered a reputation for offering quality parts at a reasonable price.
Built on 90 years of expertise, Yetter Farm Equipment leads the agriculture industry in designing effective and innovative equipment for residue management, seedbed preparation, precision fertilizer placement, harvest attachments, strip-tillage, and more.
At Machinery Scope, we believe you deserve the best risk management solutions for your investments in heavy equipment. Since 2013, we have been proud to offer extended warranty, appraisals, and inspections. Machinery Scope is a family-owned business built on our experience in farming and equipment dealerships. We understand your business and provide a personalized and professional level of customer service. Machinery Scope has built a strong warranty product with our customers in mind, offering the same professional level of service from the time you get a quote, through the processing of a claim.