When you hire the right person, put them in a strong culture, and provide the structure for them to develop their skills and talents, your life as a leader gets better in a hurry. However, when you hire recklessly and bring on warm-bodied-mirror-foggers so you can claim to have “coverage,” you sentence your dealership to a costly misadventure of misery on the installment plan.
While I don’t have space in this column to share everything of importance to evaluate when assessing a job…Continue
In today’s hyper-sensitive and politically correct climate, it’s safe to say this article’s title has already offended some—those who believe as long as people show up every day and try hard they should be awarded the business version of a participation trophy: continued employment, benefits, and excessive time and attention to bring their performance up from perpetually miserable to at least occasionally mediocre.
But in strong cultures (or cultures aspiring to become that way) the…Continue
On a consulting mission years ago a dealer told me, “Our team is very healthy; we never fight.” I replied, “If your team doesn’t fight it’s not healthy, it’s dysfunctional.” Teams with strong personalities, passions, and opinions will clash from time to time about issues, strategies, and over how to best advance the organization. And this is a very good thing. Following are four reasons why conflict is not only necessary, but should be insisted upon.
After the fallout from the G.M. ignition switch debacle—and most recently with VW’s emission issues—clients have contacted me asking for suggestions on how to handle the adverse publicity, for how to keep their team focused, and on how to prepare them for customer’s questions and concerns. Of course, there isn’t a one-size-fits-all remedy; and, while what I’m suggesting in this piece is far from the final word on the topic of crisis management, you may find some ideas to help you deal…Continue