We NEED to get trained!

Being excellent on the phone, having effective systems in place, or even flaunting a stylish, contemporary website, is one thing. With those duties, however, it appears that we are a bunch of clumsies attempting to squeeze a square peg into a round hole. Have you ever wondered why we encounter these obstacles? We might be using the tired justification that “time is a luxury we can’t afford” or the grand old “we’ve sold cars since the dinosaurs roamed, and we’re doing peachy.” Peachy? Really? Is remaining in the uninteresting “peachy” rut sufficient when it no longer works? The individual who is “so busy” that he doesn’t have time to manage and just spins is my personal favorite.



We feel as though we have a good understanding of the monster that represents our situation, yet we are powerless to respond until it delivers a sucker punch. Even as we waver from those blows, we react rashly rather than dealing with the underlying issue. That is, it is crucial for our sales consultants and business development agents to have continual training, for our systems to run like ninjas, and for our website to serve as a warm welcome for customers. The word “experience,” however, is a treacherous buzzword that frequently leads us astray and has been our record on repeat for more than twenty years. The never-ending story of conversations about transformation in the auto sector that are only halfheartedly carried out before being forgotten.



Sorry to burst your bubble, but hiring a trainer for a day of jargon-filled seminars does not qualify as training. It’s not a brilliant idea to have an unplanned brainstorming session with your GSM. Have you ever wondered whether it makes sense to withdraw a GSM in the middle of his workday? Giving them a half-baked problem without warning and expecting them to come up with quick fixes that are nothing more than verbal diarrhea in a hurry. When they repeat the same bullshit about their performance, what happens to the team’s morale? Even worse, let’s say you go back to the GSM a few days later for updates, and they give you a blank, startled-looking look. Sounds recognizable? Then you might ask a chance sales consultant or BD agent for a quick “quiz,” but all you get in return is the same astonished expression. A disaster (and turnover) is guaranteed if the general manager is hovering over them while they are on a call.



So what picture does that paint? What was it? A bad picture, that’s what. And no, playing pinata with the GM isn’t the point of this. It serves as a reminder of a pressing problem. Everyone wants to level up, but in order to do so, you need the right tools: clear objectives, instructions, and efficient procedures. Without these, we are essentially imprisoned on an unknown, chaotic battlefield. Nobody wants to be the center of attention, but when a nincompoop is in charge, it is inevitable. It’s time to put the dunce cap away and focus on what can actually change dealerships for the better. Give your GSM a minute of your time, and let them rally the troops to make sure the website is brand-new, that there is a reminder of the procedures, and most importantly, that a method for ongoing training is put up. Be the tortoise instead of the hare because when things go south—and they will—chance favors the prepared.



Spending a little time developing your managers will pay off in the long run, not just in terms of trust but also in terms of creating a proactive, upbeat environment at your dealership. It’s typical to see training or change as “rocking the boat,” in the sense that “if it ain’t broke, don’t fix it.” But have things become so bad that we’ve lost the ability to mend them? Maybe, but the bright side is that it’s okay to desire to “repair” the cause of the issue. addressing the problems that can cause us to stumble as we adjust to the new normal. If you’re sincere about wanting to address the issue at its root, take a break and participate in a free Phone and Web Mystery Shop to find out the truth.

No leads were lost. reduced overhead.
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