People will always resist change, no matter the business, the department, or the industry.

They have to rip the band aid off, and just do it. The longer they talk about it, the longer they wait, the more time they give people to poke holes in it, or focus on why its “not going to work”.
Even worse, they could set the new hire or solutions up for failure. Not consciously, or in a devious fashion, but just by their focusing on the negativity, or whats “bad” about the solution. Ive seen it happen.

If its the right decision it should profit all, which means in a few weeks they wont remember their ruffled feathers.

These seems to be the two common brain cramps I see that many managers are suffering from when attempting to hire high-caliber folks.

I’ll address this topic and more at the upcoming Digital Dealer Conference in Nashville where I will be speaking on Selection, Hiring, Orientation, and Training for the Internet Department.

“When I see a problem with a salesperson or process the managers look at our responsibility in the situation change that first and then work on changing the behavior of the people around us”….WOW- this is an example of what “managing” is all about.
The most successful dealership I have worked in had this mentality- look at managements side of the street first, clean it up- then be able to address behaviors as they come up on the “employees side of the street” with a clear conscience and the respect of the employees.
Do as I say not as I do is never a winning formula in any business- exspecially ours!

HANDLE A JOB SEARCH AS YOU WOULD A SALES OPPORTUNITY!!!!!! Impecable timely follow up- professionalism- humilty with CONFIDENCE- and a positive smiling attitude

Know what “job” you are looking for and market yourself accordingly
Stress accomplishements on resume WITH numbers, our industry pays attention to numbers- be able to provide references and documentation to support those numbers i.e.
Sales
Average grosses
Internet hits to sales
CSI
Appointment to sales conversions etc
(true performance proof of area in which you worked)

Get and stay organized- have a process for your job search with appropriate follow up in way of a standard protocol for scheduled follow up, cover letters (2) standard thank you for telephone interview, face to face interview- hand written is best (email is appropriate if that was how you corresponded in the past otherwise- hand written snail mail for notes)
Create Excel spreadsheet with:
Date Applied
Dealership Location Phone
Position
Source Monster/Referral/Paper etc.
Contact person
Resume/Cover sent via email, fax or website
Date 1st contact- interview
Result-Notes- Follow Up
Date 2nd contact-interview
Result-Notes- interview- Follow Up
Date 3rd contact- interview
Result- Notes- interview- follow UF

Create a standardized “process or plan” from beginning to end with all supporting correspondence templates and FOLLOW IT

Use your networks- get the word out there
Cold calling for a job is ok!!!!
(And remember that you are “selling” yourself and its a number game, just like any other sale)

Be prepared for the interview by knowing the store/group and possibly some key areas that you know they are looking to improve in and where your strengths will benefit them.

Keep eye contact and ask questions – engage

Role play the interview…..it is a huge help before you actually walk in! Got a friend in the biz, ask him/her to help- review YOU- what you have done NOT what you are going to DO.

Any other questions? There are so many “tips” feel free to give me a call and I would be happy to go through some of them with you!

Good Luck!

Wendi

@Joe “The biggest complaint is that most dealers/managers don’t provide the right support, training, and motivation to attract and keep good people.” – That too is one my my biggest grips. My first training at a dealer on the sales side was a week long of Joe Verde tapes from 1977 and then to go mystery shop a few dealers in the local area. It was all foreign language to me at the time and was basically useless. Truth is, most managers are just that…managers, not leaders and motivators. Though I doubt that only applies to our industry.

@Matt We have dealers in the VA area that are open 7 days a week. And you know there are most likely a few working all 7. This business (like many others) will wear you out and I too never understood the culture of the car dealer when it comes to the hours insisted upon, well..I understand it but I don’t agree with it.

I worked for a small town dealer and we had 45 hours a week on the schedule, closed early on Wednesday and got off every 4th Saturday. I’m glad I was broke into the sales side of the business at that dealer or else I might have not stuck around (although that is the same dealer that used the Joe Verde tapes for training..HA!).

However, on the flip side..sales is a career and not a “job”. There is a lot of self fulfillment involved and like with any career, you get out of it what you put into it. It takes time and dedication to be successful and if you want to make the big money…well you have to work hard at it.

Since the beginning, I’ve always been shocked at the culture of most dealerships. The biggest complaint is that most dealers/managers don’t provide the right support, training, and motivation to attract and keep good people.

The hours can be ridiculous and the energy can be a drag. Not to mention how dealers operate from FEAR, not confidence and service! That’s what leads to customer frustration and the “games” they complain about.

On the flip side, I currently work at a great dealer group and we are looking to make the environment a great one for productivity and for customer experience.

This is the key…what most dealers don’t understand is that if your staff is happy, that will translate into greater revenue in parts, service, and sales!

Like John Scott said, he can tell within minutes what’s going on.

Let’s turn dealerships into a great place to work! It will benefit all involved.