First time in a long time I've been able to time stamp my Good-Morning Message at 5:30 AM. .... My visit to the Back Surgeon yesterday as an outpatient has me up and energized at 90% of the previous levels of Alpha Dawg performance.
I could hardly sleep last night, if I slept at all. I couldn't wait to get to the Keyboard here and put thoughts into print. I had so many ideas running through my mind for new projects and new businesses.
I walked the dog and fed the cat and am on mt second cup of coffee already. It's been several months since I did those things. God Bless Debbie because, the Trooper she is; she has picked up the slack and been doing my husband chores for the last few months since my back injury. The dog was gobsmacked when she saw me get the leash. She started barking and ran to the door... old times. On the other hand, the cat just screeched and bitched at me. Some things never change.
Let's face it, if you're not a dealer's son or daughter, it's 10X more difficult, but' that doesn't stop someone with burning desire. I think these seminars would be small maybe 20 people at a time, BUT; I would also create a special online group for the people that attended the seminars only... and other friends of mine who are the Super-Performers that could help me mentor them.
Not saying the NADA Dealer Academy isn't worthwhile, but I have other opinions about what it takes to be successful.
There are distinct skill sets and experience you must have to reach and advance to every level of management. My expertise is in the Variable Operations; I have little knowledge of what it takes to run a service department... BUT, I do know how to manage the Managers of Service, parts, and Body Shop... and who I trust to measure and monitor their performance, what you have to know to be a General Manager (which I never was because I lacked that expertise)
I do know how to read and interpret a 'Financial Statement' which is the number one skill a Dealer or General Manager must have.
A General Sales Manager should have experience and expertise in four areas; Used Cars, New Cars (inventory and desking, hiring, firing,promoting, advertising, CRM, meetings) That's more than Four isn't it? Oh well, it's a hard job.
I see to many young sale persons who believe they should be in management because they're smart. Because they have entitlement mentality. Unfortunately their game plan is to discredit, insult, embarrass and belittle and spread stories and discontent about their managers. YOU WILL NEVER GET ANYTHING BUT FIRED TRYING TO BRING SOMEONE DOWN HOPING TO GET THEIR JOB.
Too many have the disease "Manager-itis" which is trying to get a position before you have paid your dues or before you have a track record for success and longevity. I had five years as a salesman before I went for management, and when I did, I had many seminars, mentors, and pages of my personal goals and business plan. Also, a reputation as the top salesman in every dealership I worked at (three as a salesman).
I could go on and on, BUT; wait for it... I am putting together a project that will wow the industry. #AlphaDawg
Looking forward to reading YOUR Comments and suggestions here..... #AlphaDawg