Issue link: http://read.dmtmag.com/i/679587
SOLUTIONS 24 • May 23, 2016 • Powersports Business www.PowersportsBusiness.com Gart Sutton & Associates conducts two-day work- shops for general manag- ers and owners twice a year. I also get requests for assistance or train- ing from GMs. Defining what the GM job should look like, and actually becoming an effective general manager, is not simple. This article describes a small part of the job requirements. FOCUS A GM has to focus on making all the depart- ments work together for the good of the whole dealership. You want the department manag- ers to be protective of the profitability of their departments, which creates a "silo" effect. However, you have to ensure that this does not get out of hand and destroy cooperation between the departments. This is addressed by conducting daily manager huddles and weekly or bi-weekly manager meetings where they work together to develop systems and solu- tions to improve dealership operations. MANAGEMENT ELEMENTS In a way, the GM's job is similar to that of an orchestra conductor. You need to know how to play every instrument. A good general manager has to understand all of the essential processes that need to be implemented in every department. Once these processes have been implemented, a big part of the GM job is to verify (inspect what you expect) that each department manager is continually monitor- ing and reinforcing these processes with his or her staff. As most managers know, the day you stop driving the process is the day that it will no longer be important to the staff. LEADERSHIP It has been said that a good leader can maxi- mize the potential for anyone on their team. In this case, your primary team is the department managers. Since recent studies indicate over 70 percent of the people currently holding management positions in the business world do not have management skills (aptitude), we can assume you will have some managers who have the title, but don't have the skill set to do the job well. I know this to be true, because I see it in dealerships on a regular basis. As a GM, you generally have two options/ solutions to address these situations. One option is to seek a replacement for that man- ager. This can take a lot of time and effort as you go through the recruitment process, search- ing for a high-quality manager who will work within the compensation plans our businesses can afford. Of course this is happening while you are trying to keep the existing manager functioning until he or she can be replaced. If you lose a manager, guess who will often have to pick up their hat and take their place. The other option, while not always opti- mal, is to continue working with the existing manager, doing what you can to help him or her improve and implementing systems to address shortcomings. More often than not, this is the solution with many of whom you work on a daily basis. ATTITUDE CONTROL Another issue you sometimes encounter is managers who have the aptitude, but struggle to control their attitude. Anytime a manager (including you) can't maintain a positive attitude in front of the team, the performance of the team will suffer. Just like employees with poor attitudes, a manager who has chronic attitude issues will become a cancer. Poor attitudes will not only destroy the ability of a team to perform, they erode customer satisfaction and ultimately, send your customers to your competitors. TIME MANAGEMENT Perhaps the biggest challenge the GM faces is making the best use of the time available. If you have not mastered the use of a day plan- ner system, now would be a good time to get a handle on this. Creating task lists and pri- oritizing these tasks is a vital part of effective time management. As a GM, you have to be proactive, or your day will run you over and you will never complete the daily tasks that need to be accomplished. I wish all of you the best in your endeavor to become a truly great GM. An effective general manager is a major asset to any dealership. PSB Steve Jones is senior projects manager at Gart Sutton & Associates. He has worked in the powersports industry for more than 30 years, for dealerships and manufacturers, and as a consultant and trainer. Contact him at steve@gartsutton.com. Key traits of an effective general manager RETAIL REMEDIES STEVE JONES "As most managers know, the day you stop driving the process is the day that it will no longer be important to the staff."