POLITICS

[FARFINATOR]

I HAVE GAINED A TREMENDOUS AMOUNT OF USEFUL INFO IN THE "NUTS AND BOLTS" DISCUSSIONS OF DEPARTMENT PROCEDURE AT THIS SITE. I HOPE YOU ALL CAN PROVIDE SOME EQUALLY INCITEFUL ANSWERS TO THE FOLLOWING CONCERN:
ALL DEALERSHIPS SEEM TO BE PLAGUED BY POLITICS TO MORE OR LESS DEGREE. I HAVE RUN PARTS, SERVICE AND BODY SHOP, AND NOW HAVE THIS DILEMMA. I TRUELLY WANT THESE DEPARTMENTS TO WORK IN HARMONY AND STRUGGLE TO ENSURE MUTUAL SUCCESS IS ACHIEVED.

HOW DO YOU INITIATE POSITIVE CHANGE AND GROWTH WITHOUT STEPPING ON THE FRAGILE TOES, INJURING THE EGOS AND ALIENATING THE THOSE PARTIES YOU WANT TO HELP WORK WITH BETTER?
IT SEEMS:
INCITE=THREAT
SUGGESTION=CHALLENGE
COOPERATION=INTERFERANCE
SHARED RESPONSIBILITY=MAKING THEM WORK HARDER

NO MATTER HOW HARD I TRY TO ORCHESTRATE A SYSTEM OF CONSISTANT POLICIES AND PROCEDURES THAT WOULD ENSURE ACCURACY, C.S.I. AND PROFITABILITY, THAT WERE FOR THE BENEFIT OF ALL, THE CHANGE IS RESISTED.

ANY SUGGESTIONS?? 'CAUSE THIS GOOD INTENTIONED SOUL IS GETTING TIRED OF THE FIGHT TO DO RIGHT.

[joe r]

Communication. We have weekly meetings in each department and weekly manager meetings. If you have an idea or problem, meet with the employees involved and use their input to make policy. If they have a say in it they will buy into it.

Joe R

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[cwalden]

We have manager meetings 3 times a week which
is down from daily. We have a service meeting
which includes the parts department at least
once every 2 months. Our departments are all
on the same page most of the time but all I
can see are people who are not enthused to
be at work and just want to put their time in
and go home. I attribute this to upper upper
management that has said infront of all in
attendance at the service meetings
"This place dosent owe you anything your lucky to have a job here" Owners and top top
managment of any store are (obviously) the
ones who make the ship float or sink.
I guess what Im trying to say is that if the
employees arent respected then you wont get
the result your looking for.

[This message has been edited by cwalden (edited 11-11-2000).]

[farfinator]

THANKS GUYS FOR YOUR INPUT REGUARDING MANAGERS MEETINGS AND EMPLOYEE INPUT. A GOOD 80% OF POLICIES WE'VE IMPLEMENTED HAVE BEEN PUT TOGETHER BY THOSE WHO HAVE TO "LIVE WITH THEM"...AND I WHOLE HEARTEDLY AGREE THAT WORKS BEST AND AND COMMUNICATES TO THE EMPLOYEE THAT THEIR ISSUES AND NEEDS ARE IMPORTANT.
ITS NOT MY EMPLOYEES THAT HAVE A PROBLEM THEY ARE GREAT!, ITS FELLOW AND SENIOR MANAGEMENT! YOU COULD OFFER THEM A GUARANTEE OF INCREASED C.S.I AND G.P., BUT IF IT MEANS EVEN ONE ADDITIONAL STEP OR DOCUMENT IN THE PROCESS...ITS TOO MUCH TROUBLE. LIKE THEY COULDN'T FIND TIME IN BETWEEN THE CIGARETTE AND COFFEE BREAKS AND FOOTBALL POOL TO GET IT DONE. FRUSTRATING!!!!!!
HOW DO YOU GET THE BIG GUYS MOTIVATED WITHOUT PISSING THEM OFF? OR DO YOU SIMPLY RESOLVE YOURSELF THAT YOUR AMBITION IS FUTILE?

[MBailey]

Farfinator,

Are all of your Fixed Ops departments paid out of the same pie? If not, you would be amazed at how quickly that tears down walls and initiates a total team effort.

Now, let me give my sermon.

In a perfect world, everyone would show up for work every day energized and ready to do whatever it takes to make the dealership the best store in town. Obviously, we do not live in that world. The cold hard reality is that the majority of people show up for the paycheck and work for the weekend.Therefore, aligning everyones' pay to meet the same ends is just about the most immediately effective thing you can do, but it's not everything, which is why we managers have jobs.

I agree completely with CWalden in that the dealer principal and upper management set the tone for how the rank and file feel about the store and their individual role in helping to run it. (Although I would have a very hard time staying if I ever heard my dealer tell me or anyone of my people that they were lucky to have a job there!)

Our business seems to be perpetually plagued with low morale and a lack of professionalism. Those of us that have gotten where we are would probably have to admit that it wasn't all that hard for us to get here - we basically just gave a damn more than those around us. I am a firm believer in the 80/20 rule - 20% of the people achieve 80% of the results. This seems particularly true in the car business.

Will it ever change - probably not - but it definitely can be improved. Before I started playing with cars, I was in the oilfield equipment business, and I saw many of the same similarities. My brother is in upper management in the environmental field and he has the same war stories to tell. The common denominator I have seen in all of the businesses I have been involved with or have knowledge of is the same - people perform to the level that they are made to feel a part of the process. In companies where ownership/upper management treat the rank and file like unimportant peasants, there will always be performance problems. In companies where the soldiers are treated with respect and courtesy, and shown that their efforts are genuinely appreciated, excellent performance thrives.

Basically, I feel that every individual makes a decision every day when he/she wakes up in the morning whether it is going to be a good or bad day (for the most part). People who are positive, motivated and effective simply do not dwell on all the petty B.S. that is encountered in everyday life.

My advice to you would be to find as many 20 percenters as you can and get rid of the chronic whiners and complainers. ( I know, I know, in this tight labor market this is very, very difficult - but it can be done if you take your time). Almost invarably, there is a core group of these crybabys that taint the overall work environment for the rest of your staff. Once they are gone it is amazing how things turn around.

Remember this - as a manager it IS your job to lead and motivate, but it is NOT your job to make people care. You can never make that happen - it is completely an individual decision. However, the manner in which you and other managers and (MOST CRITICALLY) the owner(s) act towards your people will definitely set the tone for the way in which they behave. If you have a bad owner/upper management, bottom line is you're going to have a bad store. If you see that that is the case, you best get the heck out of Dodge. The mere fact that you are participating in this group tells me that you are an above average manager and could work just about anywhere you choose.

Meetings are necessary, communication is vital, but when you get right down to it, if people really like the place where they work and feel that their efforts are valued, they will be motivated and effective without a tremendous deal of effort on management's part. Don't let your dealer or anyone else tell you differently.

[cwalden]

MBailey is absolutley correct,if you cant find the 20% then move to the next location.
When Oldsmobile first pushed the Aurora our
whole dealership went to a Oldsmobile endorsed ra ra feel good class where the main
object was for each person to go out of their
comfort zone and go the steps to ensure that
CSI would go up.You have probably all been to
these meetings and as goofy as they are they
are good to follow.
At the end of my class the majority of the
questions were,what if the place dosent change? The instructors all said to look for
a place(another dealership,another job ect)
that reflects this class.
I have been at my current job for 15 years
and in the 5 years since the class,we havent
changed.
CHANGE IS GOOD BUT CHANGE IS HARD

[miknik]

Farfinator: MBailey gave the most clear and concise reply to your dilemma. It is a common one and one that can make or break a dealership. If everyone has a capital interest in the profit and from profit the efficiency of the departments working together the harmony you seek will be obtained. The attitude of these policies start with the top of the pyramid (the dealer) and trickle on down. Good luck.
Mike Nicholes (miknik@aol.com)

[mark vandersteeg]

EMPLOYEE LOYALTY = GOOD: WORKING ENVIRONMENT,COMMUNICATION,COMPENSATION AND BENEFITS,TRAINING AND DEVELOPMENT,JOB SECURITY,CAREER PATH,RECOGNITION.

I THINK TOO MANY DEALERS ARE STILL ONLY FOCUSED ON THE GOAL OF MOVING THE IRON!!!

THE FACTORY PROVIDED TRAINING ALWAYS FOCUSES ON SALES AND IS ONE-SIDED. MOST OWNERS AND GEN MGRS ARE SALES FOCUSED AND THEREFORE MYOPIC.

ALL OF IT STARTS AT THE TOP!!!

AS CONSUMERS BECOME MORE PARTICULAR AND HAVE MORE CHOICES, SO DO EMPLOYEES.

CODDLE EMPLOYEES LIKE YOUR BEST CUSTOMERS (DOWN TO THE WASH KID)AND WATCH YOUR EMPLOYEES WOW CUSTOMERS!!!