Coaching Change for Automotive Professionals

Renee Stuart, CPC ELI-MP | Certified Personal Brand StrategistOffice: 503-303-4699 | Cell: 503-310-9263 | [email protected]

www.reneestuart.com | www.reputationrevenue.com

Case Study – Coaching Change: The Power of Personal Branding for Automotive Professionals

Automotive professionals are looking to overcome internal barriers within the dealership

and improve their overall sales performance.

Reputation Revenue suggested leadership coaching and individual personal brand

strategies to boost employee engagement.

A former average performer achieved top sales 5 months in a row, averaging over 20

units a month, and 4 others who focused on their personal brands stepped into the

winner’s circle.

Automotive professionals across the country are seeking innovative ways to differentiate

themselves and standout amongst today’s socially savvy and highly informed car buyers.

This case study describes the success stories of automotive dealership managers and sales

consultants who wanted to find tangible tools to improve their sales performance and work hard

to rekindle their love for the car business.

These were the top-5 industry challenges identified by Reputation Revenue in this case study:

Poor employee engagement

Entitled and complacent staff members

Employees’ unwillingness to follow directions

Inadequate product knowledge among team members

Lack of employee advocacy

As a solution, Reputation Revenue provided one-on-one leadership coaching and created a

personal brand strategy that allowed all case study clients to tap into their own unique promise

of value and turn their deepest passions into an enterprise.

Dealership Boosts Employee Engagement and

Scores Big with Today’s Socially Savvy, Highly

Informed Customer!

“The tension always starts when I begin to work a deal with a manager.

Nothing is ever consistent. The manager talks too much. It’s either… I’ve presented

a ridiculous offer, the customer is buried in their trade, or I’m told to go do

something I already know how to do. It’s clear to me that management doesn’t trust

my talent!” – Case Study Client

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Challenge: Employee Engagement

Today, dealership managers view poor employee engagement as one of their biggest challenges.

Sales managers imply that employees do not seem to care about having a long-term career in the

car business. Salespeople believe that, regardless of how well they perform, their contribution

is never good enough.

Both parties are correct because all individuals’ perceptions are

“true” for them. One particular case study client sold 26 cars in

one month. When the owner of the company acknowledged his

efforts, words were exchanged. Within seconds,

interpretations were made. The coaching opportunity

presented itself when I was able to help the client to

understand that all people come with a personal guidance

system that is similar to the navigation system in the cars that

we sell. It tells us when to turn, merge, and stop. It will also

say “recalculating” when we need to take a moment to evaluate

and learn from the experience that yielded the undesirable

result.

In this example, a simple “great job last month” would have

validated this employee. Yet, the owner stated, “Just think, you could have hit a higher sales

target if you’d worked [on] your days off.” It was the last thing that the salesperson expected to

hear. Initially, he felt unappreciated, although he began to question his decision to take days off.

This experience prompted an internal conversation that eventually led to conflicting feelings.

His interpretation of the event forced him to make a choice between his family time and his

career potential, both of which he valued deeply and neither of which he was willing to sacrifice.

It was only after this client looked at his own personal values and sought to understand the

owner’s values that he was able to attribute a more positive meaning to what was said.

Solution: Employee Engagement

Employee engagement is a measurable degree of an employee’s positive or negative emotional

attachment to their job, colleagues and organization which profoundly influences their

willingness to learn and perform at work. By helping your employees to identify their personal

values, they will become better equipped to avoid the pitfalls of experiencing an internal value

conflict. In addition, they will be more prepared to incorporate their values into their own

personal brand strategy, showing up at work prepared to leverage their authentic self. By

creating a culture of engaged employees who are fully involved in, and enthusiastic about their

work, each person will begin to act in a way that furthers the organization’s interests, as well as

their own. Also, having a personal brand statement for each employee is equally as important

as the company’s mission statement. When we clearly know our direction, we rarely have to

listen for the word “recalculating”.

“After selling 26 cars last month, the owner came to me and said, “Just think, you could have reached a higher sales target if you’d worked [on] your days off.”

– Case Study Client





Result: Employee Engagement

In this case, the salesperson identified his personal values, then began to self-direct. By taking

action with a purpose, he consciously chose a different thought. That thought led to a behavior

that ultimately delivered him more desirable results. That is, he could master the behavior and

own the results. Encouraging autonomy in your organization can lead to reduced conflict, and

increase employee engagement. As your people learn to recognize, understand, and

acknowledge their own operating system, they will begin to take responsibility for their own

actions and focus less on what other people are doing.

Challenge: Entitlement and Complacency

It is no secret that the retail car business is full of entitled,

complacent, and untouchable sacred cows.

During the interview phase of this case study, I spoke to

executive leaders, middle managers, salespeople, and industry

talent experts. All of them agreed that this challenge is a

major issue for dealers across America. Have you heard this?

Maybe you have even made this statement yourself.

Every example of entitlement and complacency that was

shared with me during this study pointed to two primary

contributors: lack of acknowledgement and lack of validation

at all levels. The employee’s internal voice says, “If my

strengths and contributions aren’t good enough for you, then

screw you.” This is called the “quit-and-stay” employment

option. My research showed that these employees did not

consciously view themselves as better than the rest, nor did

they consciously feel that they were someone special or should be shown special treatment.

Their complacent and entitled behavior was showing up as the result of an undesirable thought,

causing them to feel like their contribution had no value. So they quit showing up authentically

and stayed to collect a paycheck!

The coaching opportunity presented itself as I helped all members of this case study to discover

their own top strengths. Certain reactions and previous experiential behaviors began to make

sense for them as they identified what they believed was their strongest professional

contributing factors.

I asked one client, “How could utilizing your strengths help serve you in your

current role at the dealership.” The following was his response:

“Utilizing my strengths would create consistency in what I do. By “doing”, people would

recognize my actions and validate my results. My results would equal steady progress

and succession. My peers would want to know “how” I’m doing it. By proof, I would

gain respect and trust from my peers. With respect and trust, I will be able to teach and

lead, which would ultimately fulfill a career goal of mine.” – Case Study Client

“Not a good day. Management reverted back to the “first-of-the-month” mentality, meaning they pass up deals they will take the last week of the month. Personally, I would take a few short deals at the beginning of the month to give the salespeople some momentum and build their confidence early in the month.”






Solution: Entitlement and Complacency

Eliminate the “Quit-and-Stay” employment option at your dealership. By assessing and

acknowledging each member of your team’s strengths, your organization will be able to leverage

the power of all employees, who will perform at their greatest capacity. Strengths and

leadership assessments provide both the management team and the employee with a tangible

tool to identify the individual’s strongest contributing factor. In addition, it helps them to see

firsthand what they are great at. Also, you should consider offering succession planning to your

people. This will help your company to stand out as new talent is

looking at joining your team. Having a business reputation for

rewarding your high-potential talent will not only attract the best

individuals in the industry, but it will also help you to retain talented

employees.

Result: Entitlement and Complacency

In this case study, all clients identified their top strengths and began

to utilize them in their own best interests. In one example, the client

felt territorial over his department, trying to do everything himself

(because no one else could do it as well as he could). Yet, at the end

of every day, he found himself feeling unappreciated and

overwhelmed. It was only after he identified his own motivated skill

sets that he was able let go of trying to control everything and

everyone else around him. He did it through acknowledging and

validating his own strengths. By taking responsibility for what he did

best, he independently created opportunities for others to show up

strong, too. Therefore, he provided a platform for the organization to openly acknowledge and

validate employees.

Challenge: Unwillingness to Follow Directions

When was the last time you gave an employee directions on how to handle an objection with a

customer, only to find him/her 15 minutes later at the vending machine buying a bag of chips,

whereas the customer with whom you thought you were working a deal is nowhere in sight?

Manager: Where is your customer?

Salesperson: Oh, he left to go think about it.

What happens next might be the underlying reason why your employees do not follow your

directions. If the reaction to the above scenario involves any form of conflict, the recipients will

either defend themselves (causing more conflict) or leave the situation feeling defeated.

Regardless of whether they exhibit fight or flight, they have learned something about you. They

have downloaded this experience into their personal guidance system and have stored the

coordinates for the “next time” that they sense that a similar event is about to take place. Next

time, they will program an alternate route to avoid you. Over the course of this case study, each

client shared a story of this nature with me.

“My ideal manager would act more like a coach, leading the car deal process by asking questions, like “What do you think needs to happen?” Then, offer some positive reinforcement, like “Go get ’em. I know

you got this one.”






In this example, the coaching opportunity presented itself when I was able to help the client to

recognize that he always has a choice regarding whether to contribute to the conflict. By taking

time to identify his own professional contribution and consider the possibility that the message

delivered in the meeting was general, he was able to conclude for himself that any situation in

which conflict is present will only include him if he chooses to makes it about him.

Understanding this high potential concept is critical to your

personal brand. If you allow these types of experiences to

negatively impact you and control your thoughts, sooner or

later, it will show up in your body language, tone of voice, and

overall behavior and actions. It has been said that “you are

branded within the first 7 seconds of someone’s coming into

contact with you.” How are you showing up when people

experience your brand?

Solution: Unwillingness to Follow Directions

No matter what your job title is, lead by example. When

evaluating what the situation requires, seek to understand the

results that need to be achieved to make a difference. Then,

identify and leverage your professional contribution. Look for

the little things that your employees do correctly and

recognize them. Search for the small victories in your day and make note of them. In sales 101,

we are taught to “sell”, not “tell”, as great leader know their strengths, values, and professional

contributions. They exemplify their character by doing business as themselves. Utilizing this

solution can help you to positively influence others and develop a personal brand that will

propagate your own positive business and community reputation.

Result: Unwillingness to Follow Directions

In this case, the client acknowledged and validated his own professional contribution, making

what other people generally do and say no long his primary focal point. By choosing to stay

focused on his own contributing factor, he was able to remain positive and attentive to the

opportunities that were available to him. As a result of his choices, the spotlight was ultimately

shined on him when the management team expressed to the entire sales force that they should

be following his lead, watching what he is doing, and learning from him. The proof is in the

results, which were written all over the sales board.

“Today, management called everyone in for a sales meeting. A middle-of-the-day

sales meeting is normally not a very good sign. This one started out just as bad as

the rest, emphasizing the negative that we’ve all done. We were all reprimanded

for things that only a few salespeople were doing wrong.” – Case Study Client

“I am noticing that my days are not as bad as they once seemed to be. Even when something I perceived to be bad happens, I’m feeling better equipped to look at the brighter side.”






Challenge: Inadequate Product Knowledge

In many published automotive blog posts and magazine articles, the authors state that our

industry’s sales staff does not have adequate knowledge of their own product. Yet, every day,

this ill-equipped talent is set free to meet and greet your customers and kindly inserts them into

the sales funnel.

For those of you who have been in the car business for more than a decade, did you ever imagine

that one day you would have to be a cell phone expert, computer expert, voice command expert,

drivability expert, safety expert, and self-park expert to sell a car?

It has been rumored that in some dealerships, on their first day of employment, new hires are

pointed to a computer station, given a username and password, and told to stay there until they

have watched a series of product videos and have passed all of their tests. Is that true for your

store?

As the case study clients and I began to construct their personal brand strategy, complete with a

unique communication plan, I asked each of them the following question: “How do you learn

most effectively?” This was a pivotal question, as not everyone learns in the same way. A few

clients discovered that they learned best by listening. Others learned best by reading, some by

writing, and most by doing. On occasion, a little self-talk helped. The coaching opportunity

presented itself by offering all of them a way to evaluate their learning options. One particular

case study client expressed relief in just knowing that it was not necessary to have super powers

in all methods of learning.

Once each of the case study clients identified their most effective learning method, I asked,

“How do you best perform?” Some people liked to work alone, whereas others worked best as

part of a team. I also asked the following questions:

“Do you produce your best results as a decision maker or as an advisor?”

“How well do you perform under stress?”

“How well do you perform in a highly structured and predictable environment?”

“Do you produce your best results in a large organization or a small one?”

This line of questioning allowed the clients to discover for themselves what their best learning

and performance opportunities were. Coaches Note: You are the only expert in your life who

truly knows who you are and what you need. You are the only expert who can recognize what

is absolutely best for you.

“We had a training seminar this morning, and they asked if we had any

questions. Well, I’ve never asked any questions before because I’m a little shy, but

today was different. I asked my questions, and it turned out my contribution

added value for the whole group.” – Case Study Client





Solution: Inadequate Product Knowledge

By providing different learning options during your product training, workshops, and seminars,

you will be able to maximize the cognitive skills of your employees. Understanding how your

employees learn most effectively is a key contributor to your frontline business success;

understanding how they best perform is equally important. Meet with your team members

individually and ask them what their best learning and performing techniques are. Show

genuine interest in their success and have them provide you with their individual written

learning commitment. Create a culture that encourages continuous personal and professional

development.

Result: Inadequate Product Knowledge

In this case, clients identified their ideal learning and performance techniques. By

understanding the most effective ways for them to learn, communicate, and perform, they were

able to leverage their best skill set in developing their personal

brand. One client chose to market himself via live video streaming.

He also established a used car blog to enhance his online personal

brand. A handful of others created digital content through blogging,

with a primary focus on topics that highlighted their personal values

and passions, such as music, muscle cars, health and fitness, faith,

adventure, and the military. Another client used “myPages”, a new

website solution that is specifically designed for automotive

salespeople. Each of these clients has embraced innovation. In

addition, they are reaching consumers far beyond what any

advertising budget could permit. They have powered their personal

brand by creating differentiation in their market place. They are showing up in the search

engine, offering a unique promise of value, which gives them a clear advantage over their peers

and competitors.

Challenge: Employee Advocacy

How many times a day do you hear a co-worker say, “I love my work?” Probably not many

because “love” is not a word that most people associate with work. Yet, when I asked the case

study clients why they stay in the car business, the most common response was, “I love the car

business.” Given today’s connected world, people share intimate details about their lives with

total strangers. It begs the question of why aren’t your employees advocating and promoting

your store as the best place work in the business they love.

My research pointed to one primary contributor: blame. Many industry professionals are

reminiscing about the way that life used to be in the car business. Today, the dealership is

struggling to reach its factory forecast. In addition, managers appear to be bogged down by

processes and reports. Further, salespeople are not provided with adequate training, and the

fresh talent pool is evaporating.

“I have just earned salesperson of the month for the third month in a row.”


http://reputationrevenue.com/mypages/





Upon exploring clients’ comfort level with their current work

environment, most shared responses that indicated a high

level of catabolic energy. This type of energy only exists when

conflict and victimhood are present. Clients told stories about

staff members being picked on, disrespected, cursed at,

disliked, ignored, and made to feel invisible. The coaching

opportunity presented itself when I was able to help clients to

consciously identify their own energetic contribution and

recognize that the “who” they choose to bring to work every

day has influence. In one example, a client felt victimized by

a coworker who had exhibited some inappropriate behavior

toward him. Once the client stopped seeing himself as a

victim, he was able to let go of the experience and move

forward during his day. The stronger he presented himself at

work, the stronger his energetic contribution became.

Consequently, he created alliances with his coworkers and experienced a welcomed sense of

belonging.

Solution: Employee Advocacy

By creating a culture that encourages high-energy actions in an environment in which

enthusiasm is rewarded, your people will begin to express themselves genuinely and

authentically. When hostility is removed and each employee builds trust and camaraderie with

the team, they will begin to self-govern their disagreements and support each other as masters

in their trade. To improve your executive presence, offer the Energy Leadership Index

Assessment to your managers and high-potential talent. They are in a position of influence,

which will determine exactly who is contributing healthy or destructive energy within your

organization. The entire organization is greater than the sum of its parts.

Result: Employee Advocacy

In this case, clients took the opportunity to evaluate their

organization. As noted in many of the embedded quotes, most

clients began to recognize that their current employers were

operating at their best capacity, presenting the best level of

knowledge and leadership ability available through the

employees. The clients began to recognize that they were “one”

of those people. Only now, the case study clients were equipped

with the tools to help themselves to navigate a more desirable

life from the inside out. Once they were able to tie together their

personal values, greatest strengths, professional contributions,

and performance capacity, they only needed to determine if they

belonged where they worked. It was a choice that only they

could make. One client made it clear that he was past getting his

feet wet; he made a career commitment. He went from being an

“I’m noticing now that the more the guys try to give me a hard time, the more they are noticing greatness all around me. I seem to have won the respect of a coworker who has been my main competition. He would like us to work together.”


“I’m starting to work on a blog I created for my career in automotive. I’ve been hesitant for several years to do something like this because I actually thought I would get out of the car business. I’ve decided to stop getting my feet wet and make a successful career out of this.” – Case Study Client

http://reputationrevenue.com/work-with-me/eli-assessment/

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average performer to superstar after claiming top salesperson five months in a row. He was

offered a promotion that fulfilled one of his long-term career goals.

Case Study Conclusion

Before I began working with the clients selected for this case study, I first wanted to know with

whom I would be working. I also wanted to know what they were hoping to accomplish. Using

social media, I posted a questionnaire throughout my networks to solicit participant feedback.

When I asked respondents why they believed that they would be the best candidate for this

study, their responses were nearly unanimous. One respondent stated, “I’m a seasoned

automotive professional. I come to work to work. I have high integrity for the service I provide.

I know times have changed. Now, I’m looking to find a way to differentiate myself in the

marketplace.” They did not say it, but I could sense a love for the car business in each of them.

Currently, automotive professionals want to know the same thing about their customers that I

wanted to know about each of them. It is no coincidence that buyers want to know the same

thing about their salespeople. Who are you?

Some would say that our sales professionals are at a bit of a disadvantage. Buyers spend hours

and sometimes days researching their vehicle selection online. With every click of the mouse,

they are collecting answers to specific questions. As they get closer to making a decision, some

buyers join informational forums, whereas others read blog posts and ask questions in the

comment box. However, most buyers turn to their social networks. By the time they hit your

showroom floor, they are the expert! They are the ones who truly know who they are and what

they need, just like you are the only expert who can recognize what is absolutely best for you.

Empowered and informed consumers have created their own journey. Today, the salesperson’s

job is to meet them on their journey and work to collaborate, advise, and consult with them

toward a final sale. Open-minded dealers create a culture for everyone to actively support the

success of the dealership. They implement ways for their employees to meet buyers where they

are and encourage their people to join the conversation. They embrace employee advocacy and

add millions of dollars to their bottom line every year.

According to a study completed in June 2011 by the Pew Research Center, the average American

has 634 online ties in their overall network. The clients in this case study developed a plan to

connect with their network. By identifying their values, acknowledging their strengths, focusing

on the greatest contributions, and leveraging their best abilities, they created a personal brand

strategy that placed them at the epicenter of today’s social media movement. They recognized

that “selling has changed, only because buying has fundamentally changed”.

Dealers and executive managers, the time has come to develop a work environment that

is powered by human connection. Invest in your human capital and leverage your people.

Encourage them to show up authentically.

http://www.pewinternet.org/~/media/Files/Reports/2011/PIP%20-%20Social%20networking%20sites%20and%20our%20lives.pdf

http://reputationrevenue.com/work-with-me/brand-ambassador-training/



Documents

Coaching Change for Automotive Professionals