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As Seen in Digital Dealer - Increasing Leadership Effectiveness: It’s Simple (But Not Necessarily Easy)!

As Seen in Digital Dealer - Increasing Leadership Effectiveness: It’s Simple (But Not Necessarily Easy)!

Think of the most effective leader you’ve known or read about? What characteristics made that person come to mind? Pick up any magazine, journal, or periodical and you’ll probably find one or more articles that talk about desirable leadership best practices and/or about becoming a better and more effective leader. Most of those articles make leadership sound like a mystical process that blends heart and head into someone who magically morphs into a super powerful, charismatic, influential, and bottom line human being. And the authors sometimes seem more concerned with whether a leader is good or bad than with whether or not the leader actually makes something happen.

Let’s take “good” and “bad” out of the picture for a moment. Instead, let’s focus on effectiveness and ineffectiveness. Can the same leader be effective and ineffective? Does it matter who’s being led? Do skill levels of the followers make a difference? Does individual willingness to follow make a difference?

Well, the answer to all four questions is yes. What comes first, however, is understanding what leaders actually do. In simplest terms, leaders use power and influence to produce results. Period. And everyone leads one or more someones, even if it’s only themselves. When led effectively, people and organizations grow. When led ineffectively, people labor and organizations can feel like a prison.

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As Seen in Multi-Unit Franchisee Report - Three Relationships That Are Key To Success

As Seen in Multi-Unit Franchisee Report - Three Relationships That Are Key To Success

Value is derived from a variety of areas within the organization. Understanding the value drivers is a critical component of ensuring long-term sustainability and success. The four key areas of focus, as outlined in “Building a Foundation to Weather the Storm” are relationships, lending, operations and leadership. Although leadership is one of the most important categories for long-term success, it is not the only one.

We discussed last time how leadership impacts value in the areas of generational management, recruiting and retention, successor identification, and development. This time, we are going to look at the area of relationships and drill down into how they impact the value of your franchise operations. As with any business operation, relationships are a critical piece of the complex multi-unit franchisee business puzzle. The franchise industry is one that relies on relationships more than many others because of the dependence on brand reputation and product quality.

Although there are a multitude of relationships that have impact on the success of a franchise, there are three that play directly into the value of your organization:

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As Seen On #AskNCM: How Do I Mentor a Family Member Employee?

As Seen in Multi-Unit Franchisee Report - Success Requires More Than Operational Knowledge and Capital

As Seen in Multi-Unit Franchisee Report - Success Requires More Than Operational Knowledge and Capital

Driving value in business is dependent on a variety of factors. Previously, we identified four key areas for building tangible and perceived value in a franchise operations:

  • Relationships
  • Lending
  • Operations
  • Leadership

All of these are critical but without strong leadership and operations, the ability to receive lending and build relationships will be impacted.

Leadership in today's organizations is drastically different than in prior generations. No longer can we rely on how it's been done to keep us moving forward into the future. Rather, there needs to be focused intentionality in areas where franchisees have never really had to pay much attention. Here are three areas in which leadership is changing and how you can set your franchise locations up for success.

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As Seen in Digital Dealer - Developing a Dealer-Minded Attitude

As Seen in Digital Dealer - Developing a Dealer-Minded Attitude

It is just too easy to not care. This was the keynote topic at a graduation a colleague of mine recently attended. In reflecting upon the focus on the commencement speech, and the audience – high school seniors, I realized that this is the same theme dealers are struggling with – how to get people to care.

More and more, what we hear from dealers is, “how do I get my people to care about the business as much I do?” Essentially, what they are referring to is, how do they foster a “Dealer/Owner-Minded Attitude” in their dealership.

The reality is it is very easy for today’s employees, and in even in some instances, our future leaders to show ambivalence regarding the impact they have on the organization or their own future. Often the root of ambivalence is fear – fear of failing, not being good enough, and/or not being chosen “seen” as a leader. And unfortunately, this is becoming common in the workplace, in part due to the generational diversity, but also in how culture has created a stigma of everyone gets a trophy. Therefore, this ambivalence, often comes across as a lack of caring – because without care, there is no failure or rejection.

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