Truck Parts and Service | Heavy Duty Trucking, Aftermarket, Service Info
Issue link: https://read.dmtmag.com/i/85612
Editorial | Denise L. Rondini A Potent Combination By Denise L. Rondini, Executive Editor drondini@randallreilly.com L succession planning here, but rather de- veloping managers across your organiza- tions who will lead it in the future. Northwood University has recog- eadership development seems to be a recurring theme of many of the conversations I've recently. I am not necessarily talking nized the critical need of the independent aſt ermarket to begin taking steps in this direction. It is launching Heavy Duty Leadership, an intensive, week-long educational experience, designed to foster the development of the next generation of heavy-duty parts distributors and repair garage managers. Th e American Truck Dealers already start, and I encourage you to consider sending people from your organizations to get this formal training. Aſt er all, very few people are born managers. Most folks need a little help to develop the skills that will allow them to be success- ful as managers and leaders. However, leadership also needs to has its Dealer Academy and Next Gen program to develop future leaders of truck dealerships. Th ese programs are great places to leadership development. Both Mike Betts, president of Betts Spring, and Eric Jorgensen, president and CEO of JX Enterprises, shared with me the benefi ts they reap from having defi ned their value proposition. Among them is the empowerment of their people. People at both those organi- zations feel comfortable making decisions — a key leadership component — be- cause they understand the culture of the organization and can determine if their decision fi ts in with the company's values. Additionally, having a value proposi- tion has the potential to turn all employees done a great job entrenching their value propositions into their businesses, they don't need to preach it any more. Th eir employees do it for them. Th e combination of some formal training in leadership and management, coupled with a strong and well-articulated value proposition is a pretty potent com- bination for any business that wants to be around for years to come. Future leaders need formal training. And they also need to be able to make decisions without fear of losing their jobs. Programs like Heavy Duty Leader- ship, Dealer Academy and Next Gen Training and a value proposition are needed for developing future leaders. into teachers. "If a parts counterperson sees somebody doing something that is out of alignment with our goals, that counterper- son has the authority and the responsibility to tell the person, 'Th is is not the way we do that here, be developed on the job, and it seems to me it is easier to develop leaders if they are on board with the goals and mission of your organization. Of course, this means you have to take time to defi ne and articulate what you stand for. You need a value proposition. Having a well-defi ned and articu- lated value proposition can help in your 2 can help current employees become comfortable with mentoring, which is another important characteristic of a leader. Th is sets an example for new em- ployees that it is okay to step up and take responsibility when they see something that needs to be corrected. Both Betts and Jorgensen seem to Th ink about the benefi ts of that. You ' " Jorgensen explains. can give them the fundamentals of leadership. If they can put those skills into action in a place that has clearly outlined what it stands for, it will be hard to stop from them from being successful. So send them to school but then make sure you do your homework too. Defi ne and implement your business' value proposition, then sit back and watch your business grow. take pride in the fact that they are not the lone standard bearers of their company's visions and values. Since they have TRUCK PARTS & SERVICE | March 2012 Denise L. Rondini, Executive Editor