Accountability is NOT a

Four Letter Word!

Have you ever gone to a fast food restaurant without someone delivering a word track?   Of course not. They are trained to deliver a word track for a reason. Do you think using a word track - or not - is a choice? What would happen if someone in your service department decided they didn't want to use a word track because it's "too pushy" or "they never buy anything" and "they probably don't have the money"? Dealerships spend thousands of dollars training their employees, but all that training will be wasted if the employees are not held accountable for the processes. Accountability is critical to improving CSI.

1. Listen to their best practices and suggestions

You probably have some very talented individuals on your team who can contribute to setting policies. Studies have shown that employees who are included in the game plan are more apt to buy in. If they are a part of the process they will feel respected, appreciated and be much more likely to lead the pack.

2. Make sure they understand why consistency is important

Have you ever noticed that customer surveys - no matter the industry - can be wildly different from one guest to another? Severe swings in ratings are a good indication that there is no consistency in procedures, training and recommendations. It is not unusual to find everyone in a store making different recommendations for each mileage increment based on what they feel is important. Imagine how confusing this is to your guests. Inconsistent recommendations will eliminate your client's trust in your store and eventually lead to a low CSI.

3. Put your policies, procedures, consequences and rewards in writing

We always recommend using a very detailed job description so there is never any question as to what you expect. Having your policies, procedures and the consequences for not adhering to them will take any guesswork out of the equation. This should be reviewed one-on-one and used when hiring. Consequences are never fun but absolutely necessary. If your job requirements are specifically outlined then the consequences should not need to be carried out often.

4. Outline minimum standards for the position 

This can only happen after the other steps have been put in place. Minimum standards are imperative to keep everyone performing. This is not a performance goal, but rather what each chair on your drive should produce based on past performance. As your group improves, the standards should be raised. Warning: Minimum standards that are not met have to have a consequence or else they are just another suggestion. Some examples of consequences are a loss of bonus opportunity, more time off the drive and in training, or eventually a write-up - better yet an exciting promotion to being a porter.

5. Hold one-on-one coaching sessions

Everyone likes to feel important, and face time with a manager will reinforce that you are interested in their progress and want to make sure they have the tools they need for success. Keep your door open and listen to your employees. Give them specific feedback on performance and goals while eliminating any gray areas. Learn each individual's motivational triggers and use them.

6. Get rid of rebellious employees

Negativity is poison in the service drive and is a sure way to kill your profits. Sometimes your most successful advisor is only successful because they have drug everyone else down. Your drive will be much more productive if everyone works as a team and negativity is eliminated.

7. Lead by example

First you have to step into the role of a positive motivating leader and then you need to show them how to keep commitments and follow through with promises. Your team's growth and welfare should be more important than personal preferences and agendas. Put your people before your paperwork.

No matter how talented an employee may be, non-existant training, guidance and leadership will cause them to throw away their potential and waste what could have been a great resource for your business.

If you are having constant turnover or a lack of growth, the change may need to start with you!   

This article originally published October 2014 in CBT Magazine.