Is it the fear of change, or a lack of
capability that actually stops the implementation of strategic systems and
processes within a dealership?
A Great question. Clearly both have an impact but by not acting on change and driving a high performance result, we actually accept what we have always done as normal, without expanding our thinking or processes.
I am just curious, with so much focus on creating maximum sales, how often have we seen great sales organisations under perform because management and staff are afraid to adopt or change their behaviors to align with a new vision and direction! There is no point in having a high performance strategy, if people are afraid to implement it and develop into a high performance-high profit organisation. I have seen both a fear of change and a lack of capability or capacity, because they don't know how to plan or execute the change that is required and this creates self doubt and resistance.
Any new strategy is going to imply an element of change in the business.
From recent
experience I would suggest that the biggest road block to the success of strategy is a lack of vision.
Why would we
consider making this change?
There is often
plenty of capability in a business. (though clearly the capabilities required
need to be re-defined and identified).
And yes, most people fear change, but when change is put in the right context and people are given the opportunity to be involved, have ownership, and have explanation of the dream then fear can be replaced by commitment.
Leadership usually starts with the DP’s vision but is the DP’s vision far enough ahead to guarantee delivery of the vision and the strategy:-_
· Early
engagement of all management & staff members of the vision
Early
evaluation of skill strengths in both management & staff.
· Ongoing
measurement of the "Buy In"
· Training & Development or strengthening of the skill sets & empathy of the team to guarantee understanding, deliver success & meet the vital implementation point. Senior Management making a "too late" strategic shift decision that's way to late and under prepared but is prepared to fail.
We know that the status quo is so comfortable, so why invite the pain of setting off for high performance?
In the words of
Tony Robbins, "Good is the enemy of great."
It is easier to
accept good, and leave the uncomfortable stretch to become extraordinary.
From my
experience of implementing change it is the fear of change itself on 'the way we do things around here', behaviors and an individuals perception of the effect on their roles rather than lack of capability that puts up barriers to strategic change.
Lets examine some of the basic change that requires implementation in today’s high performance dealership
Op Operations of a guest register or traffic measurement system that accurately records all sources of traffic. (walk ins, phone ups, Internet leads)
Utilisation of a leads management system (CRM) that the sales manager can utilise to strategise and control timely and accurate follow up of unsold prospects until sold or dead.
A total management focus to controlling the road to a sale process in the sales departments, in order to achieve a 25-30% real closing ratio. Daily structured sales training. (with proof training has occurred) advertising tracking and call recording and performance analysis system that identifies whether your dealership has call quality problems or call handling problems and is utilised
to replay calls and maximise the closing ratio of phone ups.
D Daily entry by the sales manager of Sales Performance Management data which is utilised to examine the performance of individuals or the department as a whole on a weekly and EOM basis.
Formal written weekly performance assessment carried out in a positive manner to provide coaching, feedback, behavior correction and motivation to sales team members.
A policy: “That everything is secondary - to selling a car”
Are you just selling cars, you know the easy sales? Missing the hard ones?
Are you training your people almost every day?
Are you training and developing a culture to be the best in the business?
There is an enormous difference between training the people in your organisation and actually developing a culture within your organisation!
Training simply formulates the process from A to Z. But if ALL team members don’t understand the entire picture, we are all doomed for failure!
Building a culture takes a lot of time and effort from ALL of the people within your organisation! From the Dealer on down, EVERYONE must be included in this journey!
Instead of just
training our people on the processes, we have to begin formulating the culture in which our company will live and breathe!
Here are some thought starters on where to begin;
Does your company have a crystal clear vision on where it is going? AND....do ALL of our team members thoroughly understand it?
Do the leaders within the Company work in harmony and total commitment toward that vision?
Is there open and honest communication between EVERYONE as to successes and failures
Do ALL team members thoroughly understand their role and what is required of them in the Company
Does your Company have an “attitude of gratitude” toward our customers?
Does your Company have an “attitude of gratitude” toward your employees?
Are you providing positive motivation and inspiration every single minute of the day?
Are your leaders actually on the front lines setting the pace or are they emanating orders from the “ivory tower”??
Do your leaders just talk the talk and not walk the walk??
Do your leaders not even talk the company talk??
Are your employees publicly praised for their successes and privately counseled on their failures?
We can simply teach anyone a process. We can train them all we want. We must train them every day.
BUT...until you develop a “true high performance culture” within your organisation, we will fail.
The old saying goes.....”Either you are part of the problem or part of the solution”....
Is it the fear of change, or a lack of capability, that actually stops the implementation of new strategic systems and processes within a dealership?
Call Brian and find out more specific information
M: 0411600100
E: brianp@totaldealershipsolutions.com.au