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The Impacts of Family Dynamics on the Transition of Leadership in a Multi-Generational Dealership

In a collaborative effort to demonstrate some common roadblocks that both DHG Dealerships and The Rawls Group often sees within family-run dealership clients who are in the process of making leadership changes, this case study will briefly analyze the family dynamics between Sam (dealer) and his son, Mark.

Background

At 80 years-old, Sam is the majority owner and CEO of his family-run dealership. While Sam remains active in business operations and decisions, the time he spends at the dealership is gradually decreasing as he currently works about one or two days per week. Sam’s management team is very loyal; however, the micromanagement style of leadership he implements has proved to be a difficult challenge to overcome for his 50-year-old son, Mark, who serves as the stockholder “dealer” and is ready to start exercising more control.

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Who Will Be the Leader?

Ensuring the future success and sustainability of a dealership is not based solely on operational knowledge and efficiencies. In fact, identifying and developing future leaders is critical to building sustainable dealership value. This involves overcoming leadership barriers that lurk in areas that most tend to overlook.

No longer is auto industry knowledge and experience enough to sustain and lead a dealership into the future. Innovations in technology, a lingering fear of economic uncertainty, ongoing regulatory changes and generational perspectives of “old school” and “new school” way of thinking can build organizational tension, impacting performance. Therefore, what may have been good enough previously is no longer good enough to lead your organization into the future.

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As Seen in NCM Institute - Generational Tensions: 4 Barriers to Automotive Leadership

As Seen in NCM Institute - Generational Tensions: 4 Barriers to Automotive Leadership

Ensuring the future success and sustainability of a dealership is not based solely on operational knowledge and efficiencies. In addition to creating robust processes, identifying and developing future leaders is critical to building sustainable dealership value. But first, you must overcome the leadership barriers that sabotage your goals..

In the past, when someone took on the position of “dealer,” it was assumed employees would fall in line and follow the owner’s lead. Today, with up to five generations working together at the same dealership, this expectation doesn’t hold true. Instead, good people check out or leave after a transition in leadership if they don’t feel respected for their contributions and see opportunities for growth.

Read the complete article on the NCM Institute Website website

 

 

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Part 2: The Impacts of Family Dynamics on the Transition of Leadership in a Multi-Generational Dealership

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Part 1: The Impacts of Family Dynamics on the Transition of Leadership in a Multi-Generational Dealership

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