Once upon a time there were two different stores in two different states who both recognized that, conceptually, CRM processes were indeed the new business approach to running their dealerships. And if they were to survive, they simply had to adopt some new ways of doing business that added differential in the way they did business versus the way the rest of the dealerships did business. In fact, both stores told me that consumers could purchase the identical product they each sold at over 26 to 35 dealerships within a 45-minute drive. Therefore, would it not be wise to differentiate or make their stores stand out as to attract those customers by giving them something different? Sure, but how do we do it? Both stores invite us in to lay down some good processes for almost everything:
- Twenty-first century communications processes or how to speak with customers in today’s market environment
- The new CRM initiatives or how to capture and what to do with all that data
- The new objection-handling technique process
- CRM managerial leadership processes
- The new incoming telephone technique process that gets folks in on an appointment with a 70 percent show ratio along with a 50 percent close ratio
- The new follow-up technique process to again get the customers to now re-visit the dealership with half giving an appointment and half of those buying
- The new behavioral identification processes so they could learn to communicate with customers the way the customers want or are able to communicate clearly
- The new owner base retention and referral technique process
- Receptionist duties
- Sales manager duties
- GSM duties, just to mention a few
The first day of the workshop held in the first store we have 27 salespeople and managers split into two different classes, morning and afternoon so we had coverage on the floor. Everyone is engaged and on point with the curriculum. There are great questions, great role-playing, and great enthusiasm for the newfound CRM elements that just make perfect sense. Everyone is eager to learn more and to begin utilizing the techniques because they clearly see how this stuff is going to give everyone a raise in pay. The managers actually said they were impressed with the sales team and the maturity in which they learned the material. Similarly, the sales folks mentioned that they were really impressed with the questions and answers submitted by the managerial team. Wow, we have connection going here. You see, the managers and sales professionals are all on equal turf in the workshop. All are working as a team by embracing new techniques that they know will make themselves, each other and the store better. That is a good feeling of hope and they are learning together as a team. And everyone had a bunch of fun along the way.
Now, the first day in the second store rolls around and we have 22 salespeople again split in a morning and afternoon session. The enthusiasm is the same, the questions are similar, and role-playing and eagerness are all the same except for one thing. No managers attending. When I would look out to the tower it was the same old thing; look busy even though you’re not and perhaps a little, “I know everything anyway. Why have someone teach me something that I know anyway?” The GM would not insist that the managers attend. Hmm, see something wrong here? You bet you do.
Here is the way the story unfolds. The first store implemented and accepted the responsibility of fulfilling everything to perfection and as a consequence began receiving appointments via incoming phone inquires, converting those to sales, and closing percentages went up. They knew how to speak to customers in new ways not explored before; the team worked as a team enjoying the new processes. Follow-up calls now meant receiving appointments for a re-visit, the Internet department now had new ground upon which to stand and the improvements took hold. Great first month, better second month and the improvements keep coming because this store made CRM processes their new store culture. Meaning, this is the new way we are approaching business that allows us flexibility and adaptability for any market climate. That is one team looking in the same direction.
The second store’s salespeople were very excited for about three weeks and then reverted back to doing what ever they felt like. Why? Because there was not one manager who could mentor the team, much less even speak on the process matters involving techniques. Four salespeople have left and business is just about where it was except worse. And the managers are continuing to berate salespeople into submission and killing their spirits. There is a vast difference between manipulating and influencing others. Manipulation deliberately uses and abuses other people to act out your intentions. Influence, on the other hand, requires buy-in on the part of the person being influenced and a willingness on their part to support your goals. You cannot influence another without that buy-in taking place. People respect other people who have the power to positively influence others and get things done. Manipulation is the dark side of management.
When you manipulate others, you give away any chance of gaining respect from others. It doesn’t matter whether the manipulation is overt or covert; manipulation has no role in a true leader’s skill set; influence does. A simple review of Dale Carnegie’s age-old best-selling book, How to Win Friends and Influence People expands on this.
CRM “anything” is only as good as the leadership of the store makes it. So many leaders believe they are “doing all the right things” by belonging to the right clubs, associating with the right leaders in the community, attending highly visible community functions, or belonging to the right professional associations. That’s just the persona. It’s not the person. Unfortunately, there are too many leaders with “manufactured” images rather than real ones. People can tell the difference. When you peel off the veneer, you often find the different person hiding behind the “professional” image. Sometimes the real person underneath isn’t a very nice person. Leaders who command the greatest respect are those who are themselves 24 hours a day, seven days a week. There are no Dr. Jekyll/Mr. Hyde surprises with a real person. You will command a deeper level of respect when you let your humanity show. It demonstrates to others that you are not afraid to let your true colors show.
Respect is something you must earn as a leader. You cannot demand it from anyone. The only person you can demand respect from is yourself. Demand that you become more of the leader you were meant to be. When you respect yourself and others, people will respect you in return. Examine how your actions can enhance your ability to influence others and command their respect, not just demand it.
As a leader, the choice is to either stretch yourself towards new horizons or stay put. Staying put is not the way of a real leader.
Chuck Barker
Chuck Barker has been CEO of his two companies, Impact Marketing & Consulting Group, LLC and Impact Summit, LLC, for the last 24 years, both located in Virginia. His experience ranges from an executive with Harris Corporation (16,000 employees) one of Fortune Magazine’s largest companies to the automobile industry where he has performed all executive positions. His companies specialize in growing businesses, dealerships and people. He delivers unparalleled sales & service development programs, management leadership workshop programs and dealer/principal business & profit improvement ideas for automobile dealerships. He has recently published the first comprehensive ‘in-house’ sales training solution program for dealers entitled The Dealership Success Guide.