by sallen1 » Mon Aug 02, 1999 9:15 am
'Buy in' as an issue, always has been!
I think the easiest way to promote buy-in of any change is to use both financial and 'fringe' benefits as an incentive for positive behavior. Obviously, the financial part is relatively straight forward, but the other part, the 'fringe' aspect, is a little tougher to nail down. What makes it harder to define is that what works for me will not always work for someone else. Keep this in mind with respect to your 'company wide' idea: The fringes will be different for different stores.
An example of a 'fringe' I came up with was that I promised not to micromanage anyone, unless they needed it. I don't think anybody likes micromanagers so they try hard to avoid the behavior themselves. Also, I demand constant feedback, both good and bad, on how well I live to my commitments. Do you live up to yours?
What has worked for us is my ability to let the managers decide what to do. All I have to do is keep them focused on the goal. They, in turn, must honor my confidence by granting their confidence in their 'subjects', i.e. employ people that you are confident in.
When my people dicovered that they have alot to say in their job design, they became better, more company focused employees. And this passes all the way to the ground level.
In other forums I have discussed in detail my strategy towards 'pay for performance'. This is another 'fringe' benefit I agreed to and promote constantly.
My idea for payplans started with the basic assumption that every manager, whether new car, f&i, shop foreman, body shop, etc., had the same duty towards the businesses success and from that we all decided to pay managers' commission from the same net profit number number. This makes alot of sence and almost always garrantees profit to the store, however, it is not the norm for auto dealerships. While different, it works for us, could this work for your? I'm not sure.
Keep in mide the goal: Constant and continuous profits. Your business must make money now and for the foresee-able futher. Obviously, the long term benefit of profitability is continued employment. (Most people have shot term outlooks: probably not immediately concered that the store may close or they may be laid off) You must create an environment where your 'pit members' are making a difference and always focused on the goal. Be different and constantly encourage the process and get your people to make decisions: Everyone will alway recognize change for the good... That will promote the 'buy in' your looking for.
good luck
scott