We believe that enhanced communication, mutual respect and a partnership arrangement between management and each member of their staff is the key to your greater successes. The foundation of this management approach is a one on one visit with every one of their direct reports, every single day.
One on One Basics
- We conduct the visit at the employee’s work station wherever possible
- It’s about them: getting an update on what is on their plate, bringing out any issues or ideas that are on their mind
- We carry a scribbler or a ledger and be seen to be writing down anything we plan to follow up on
- At the end of the day, our employees want to talk about what you want to talk about
- The One on One gives the employee a venue to celebrate their successes and bring up issues
- We can also nip things in the bud and stop little things turning into big things
- During One on Ones or whenever a staff member brings something up or has a question, we respond with:
- Ok good, ‘what do you think we should do?’ Then, ‘do we have any other alternatives or courses of action?’ Then, ‘are there any other choices?’
- We parrot back exact words and phrases from the staff member together with ‘would you consider …’ or ‘have you thought about …’
- We need to stop answering questions
- Every direct report, every single day
- Ask people what they think instead of telling them what to do … training people not to think is a bad plan. When people think things through, it makes a memorable mental pathway
- Make whatever you want to do their idea … they get behind their own ideas with much more energy
- Coach don’t Coax
- No loaded questions, loaded questions already contain an obvious answer … they can smell them coming and it’s insulting or can even be sarcastic
- Gain commitment not compliance … compliance will never get their best effort
- Post evidence of everyone’s effort for their team to see. For example metrics, etc.
- Share your numbers, where we have been, where we are now, collaborate on target setting
A Huge Deal
- Eliminate the words I, me and my from your vocabularies
- Stop using the word but … it is the verbal eraser
- Stop taking credit for things in every walk of your lives … the result will get you showered in credit from others behind your back
- Replace I with WE, my with OUR and me with US
- Wherever you are, WE equates to either the management team or your departmental team
Process Change Philosophy
We all know change is hard. The four rules for change for anyone are:
- Can we see the way things really are now?
- Can we see the need for change?
- Can we envision the change?
- Actually changing
- It also helps to have a Change Agent to hold people to account
For an organization to succeed and scale great heights, there must be three pillars as the foundation of every decision:
- Decisions and processes have to make sense to the people doing the work … work should be lots of fun … we need to really have each other’s back
- Decisions and processes have to make sense to our clients … doing business with us should be very satisfying
- Last but not least, decisions and processes should help staff and shareholders make more money!
For decisions and processes to make sense to the people doing the work, they should be involved in the making of decisions and processes. We recommend no Band-Aids or quick fixes.
We recommend monthly staff meetings where we do not announce changes. We need consensus. These are not information meetings. Large issues and problems should be identified by staff and management and brought to these meetings. A thorough brainstorm of each issue should follow. Imposing rule changes on staff does not lead to buy-in. Silence from staff does not imply buy-in. Everyone should be involved in the solutions. Everyone, not just management, should hold each other to account on changes that have been agreed upon. We have to be on the same page.
Please remember, there are many interconnected processes. One small change can affect many other things. Looking at things in isolation leads to frustration. Band-Aid solutions can seemingly be brilliant. In the long run, this is not usually so.
All training will take place in the dealership boardroom, in management offices and amongst their direct reports. There is no online or distance learning element. The number of days (8 hours per day) is determined by your present situation together with the number of participants.
We have three instructors for this level of training – Tim Alderson, Bob Veitch and Michael Robins. Bios are available here.
Certification will be determined by the Instructor hands on in concert with our Head Office. We will supply graduates with their Certificates. If your team is ready for change, you can look forward to 100% Certification!