What makes a dealership good? And what does it take to move a dealership from good to great? These questions are our subject for this column in 2020.

What makes a dealership good? And what does it take to move a dealership from good to great? These questions are our subject for this column in 2020.

An early leadership lesson for me was the need to develop my replacement. My advancement in a company was determined by my ability to develop management and leadership behaviors in others. Jon Tanner’s quote above highlights how that fulfills those who do it well.

Values in an organization start at the top. As a leader in a dealership, your values and your personal character will be reflected in how your company operates, how it affects people, how its culture is defined and cultivated and ultimately its success.

Values in an organization start at the top. As a leader in a dealership, your values and your personal character will be reflected in how your company operates, how it affects people, how its culture is defined and cultivated and ultimately its success.

For 2019 the focus of this series will be on the personal development and growth of dealership leaders, especially those who are in new roles that require more leadership skills.

I facilitated a management class recently and the group lamented that they couldn’t find young people to work in their dealerships. In frustration one of the participants exclaimed, “These people just aren’t normal!” His statement resonated strongly around the room and sparked some lively conversation.

I facilitated a management class recently and the group lamented that they couldn’t find young people to work in their dealerships. In frustration one of the participants exclaimed, “These people just aren’t normal!” His statement resonated strongly around the room and sparked some lively conversation.

I challenged readers of this column to “Make 2018 the Year of Human Capital Investment.” Training is likely a key part of your human capital investment. Below is a professional perspective on how to make training work and how to make it pay from one of my Machinery Advisors Consortium colleagues, Daniel Surprenant. — George Russell