In January, we tend to look forward to the New Year and think of what we want to accomplish. I challenge you now to plan to accomplish ‘Job One’ so that at the end of 2018, you’ll look back fulfilled by how you developed the Human Capital in your dealership.
Insights into ‘Job One’ (October/November 2017) — What is Job One for your dealership? Is it: 1) Selling and supporting labor saving machines and technology; 2) Making money; 3) Creating and keeping a customer; 4) Managing and leading people. If you don’t hire, coach, train, manage and lead people, then none of the other jobs can be done successfully.
Based on what I see in many dealerships, I propose three subjects for your 2018 Human Capital investment program.
Each of these topics has been covered in some manner previously. Here are refreshers for your planning and thinking.
1. Develop Managers
Assessing Leadership Talent for Growth (September 2015) — To transition from an owner/operator to an executive requires recognizing the critical value of hiring, developing and retaining talented manager/leaders, including assessing leadership talent, recognizing drive, determining emotional maturity, developing people talent and developing your plan.
Professional Development: How to Be a Better Coach: Part 1 (June 2015), Part 2 (July 2015) — Part 1 discusses the purpose of coaching, how effective coaching strengthens accountability and how asking “coaching questions” challenges people to own and expand their capacity. In Part 2, discover how active coaching can be a vehicle that drives performance and accountability in your dealership.
How to be a Dynamically Neutral Leader (September 2016) — It is vital, especially in a multi-generation family business, to separate the business and leadership issues from personal conflicts and passions. This article examines how to manage themselves for the good of the organization.
Overcoming High Stakes Family Challenges (October 2015) — This article explores how to address challenges often found in family dealerships, such as: A) Conflict among siblings in the successor generation; B) Tension between the founder and his successor son or daughter; C) Marital problems at the ownership or successor level; D) Key long-time employees whose expectations for buying into the ownership are delayed because of family conflicts.
2. Transfer Knowledge & Culture as Mentor & Coach
Many dealerships are facing the challenges of replacing long-time baby boomer employees (both workers and managers) with the next generations. It is vital to make the transition and keep high productivity, build new customer relationships and honor the contribution of both old and new.
Professional Development: How to Be a Better Coach: Part 1 (June 2015), Part 2 (July/August 2015) — Part 1 discusses the purpose of coaching, how effective coaching strengthens accountability and how asking “coaching questions” challenges people to own and expand their capacity. In Part 2, discover how active coaching can be a vehicle that drives performance and accountability in your dealership.
Leading Relationship Changes in a Team (January 2016) — Many dealership managers move from working as a part of a team to managing the same team. The successful transition from being a strong team player to being an exceptional manager requires successfully changing your relationships in three areas: 1) Up to your new boss; 2) Down to your new team; and 3) Across to your new peer managers.
3. Attract & Develop the Workforce of the Future
Are you the Employer of Choice or the Employer of Last Resort? (April 2011) — There are four factors for attracting and keeping good employees and they are 1) Motivation around vision, 2) Expect the best, 3) Measure then communicate, and 4) Recognize — the right way.
Keep Employees Engaged & What to do with Dis-Engaged Employees: Part 1(June 2016), Part 2 (July 2016) — There is a direct relationship between financial results and the intensity and type of employee engagement, which means “the willingness and ability to go the extra mile.” Learn how to determine engagement and then how to create the environment to keep more employees engaged.
Remember that sometimes you manage (“Do Things Right” and “Cope with Complexity”) and sometimes you lead (“Do the Right Things” and “Create Change.”) Develop your Human Capital by doing both.