In 25 plus years of implementing sales, acquisitions programs and service advisor training, I have worked with more than one thousand dealers across the country, including many world #1’s: Galpin Ford, Crevier BMW, Norm Reeves Honda Superstore in Cerritos, Longo Toyota and Lexus, Universal City Nissan, all ranked #1 when I worked with them. I have seen what worked and why, and what didn't work and why. And I have taken note.  Literally.  

For the vast majority of dealers, the following is true:

  •  Most dealers/general managers promote their sales managers based on their ability to sell, not lead. And as a result, leadership and what it produces, is not focused on or achieved. These team leaders have a great deal of potential influence over their subordinates.  Time after time, I rarely see this potential realized.  
  •  To support the above point: In most dealerships, 50 to 75% of the sales staff is in the mediocre range or below as a result of a lack of team leadership / a lack of any true professional development program. 
  •  Expectations are low and the staff is dominated by mediocrity. 
  •  Most of these dealerships do “fairly well” in spite of abysmal acquisition, sales conversion and professional development.  “Abysmal” in terms of achievement compared to “potential”.  

For the vast minority, the following is true:

  •  There is a professional development machine in the dealership and it is ALWAYS spearheaded by a general manager or owner that is a top flight salesperson at heart.  This person embraces their team leaders and team members and shows them the way. This person facilitates their professional development to levels most of them never dreamed of. This person is inspirational. This person is a leader. This person has a very large line of people left in their wake that attribute life changing results to him or her. 
  •  These dealerships do not do “fairly well”, these dealerships do exceptionally well. They lead their market, their region and or the country in many of the vital categories. 
  •  Many of these dealerships have a waiting list of people wanting to come to work for them.  

Systems produce consistency, they produce productive habits, they produce results.  Results in any category they are tailored to.  

The Professional Development System that I have developed, is designed to produce results in sales performance (producing lot traffic and converting lot traffic as well as producing GP), vehicle acquisition and in the leadership that oversees and is responsible for the sales department and their results.  

This system has 8 operation basics that support the core functions of leadership. 

When I reference leadership, I am not talking about theoretical leadership.  I am talking about actual leadership, in action.  I am talking about the process of developing talent in the sales and service departments to stellar results (stellar being the opposite of abysmal as referenced earlier).  I am talking about 75% or more in the high producing zone, not 75% under producing as is the norm.  To be clear, in my definition, anything in the mediocre (average) range or lower is “under producing”. 

The 4 core functions of leadership:

Direct / inspire, establishment of high standards and personal goals.  Establishment of 2 way agreements. 

Facilitate the achievement.   

Account for the achievement.  

Correct, maintain or increase the achievement.  

If it seems something is missing, it is likely included within these core functions or in the 8 basics that support and produce them.  

When these basics become functional habits, leadership is occurring and professional development is occurring and so are the results.  It's that simple.  

No undertaking like this is easy.  There are obstacles and challenges. But addressing and handling the obstacles and challenges is built into the system.  

Does this implementation take effort?  It sure does. 

But I would argue that implementing it takes less effort than it takes to run an operation without this system in play.  Far less effort.  As running an operation without this system creates a truly tremendous amount of extra work, failed attempts, high turnover, lowered expectations and general disappointment.   

And the current results from the 2 approaches (with or without) are not comparable.  

Incidentally, the turnover that has plagued this industry for years will very likely become an issue again as soon as the market conditions that created the higher income change.  

This scenario (higher income produces employee retention) is further support for the need of a system that has a primary goal of creating professionals and matching professional income.  

It may seem this system is a bit pretentious and downplays much of the talented leadership that exists in the retail automotive industry.  I reiterate, this system was created from observation of that talent.  

Why I am looking for a position as general manager:

I want the opportunity to have much more control over the implementation of this system. I take pride in producing results and am looking for a home with the right dealership and owner. 

I am also very ready to get off the road (travel).

What I offer. 

An immediate and significant increase in:

  • Vehicle acquisition. Depending on the size of the dealership, 25 to 45 additional vehicles taken in during the first full month. 
  • Sales activity that produces lot traffic.
  • Conversion rate of that lot traffic. 
  • Gross profit.
  • Team leadership from the sales managers and the service manager.  
  • The professional development of all the staff members. 

I can make these claims because I have produced them consistently in dealerships that I had no control over. 

I look forward to speaking with you,

Shawn Evans
972 750-1061
www.shawnevanspds.com