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As Seen in Multi-Unit Franchisee Report - Positional Versus Inspirational Leadership: Where Do You Fall?

As Seen in Multi-Unit Franchisee Report - Positional Versus Inspirational Leadership: Where Do You Fall?

Leadership influences others' choices, priorities, and behavior. Historically, the ability to leverage power and position has been the models of what some would consider great leaders. As our industry evolves due to technological advancements, changing consumer behavior, and demographic shifts, position and power fall short in inspiring good people. There are too many competitors recruiting for good talent, whether it be hourly or senior level leadership positions, which is making it harder for you to retain movers and shakers in your organization. As a result, it's imperative to foster an environment where your people are inspired, respected, and empowered, making them to want to stick around. Power and position may create compliance in your organization but it will also create challenges in nurturing a sense of buy-in amongst your people to your organization's mission and vision. This can demotivate employee loyalty and their drive to go above and beyond the call of duty.

If you asked your employees and those around you to identify your leadership style, how would they answer? Would you be defined as someone that is comfortable managing with authority? Perhaps you are viewed as using strong discipline to motivate performance, or adversely, would you be viewed as being informative, empowering, and passionate? And if you were being very honest with yourself, would you be surprised by your employees' perception of you?

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As Seen in Digital Dealer - Think Big

As Seen in Digital Dealer - Think Big

When starting out in business, most do not naturally look forward to the future and ask, “What do I want my legacy to be, and who will fill my shoes?” Rather, as entrepreneurs, we look at how we can get a business up and running, be profitable, and hopefully live a rewarding lifestyle. It is not until we are looking at what “next” looks like that we start to consider what we want to leave behind. And often, by the time we are looking at what’s “next,” we find ourselves a few steps behind the curve in planning for an effective leadership transition.

Even for those that are ahead of the curve in planning for “what’s next”, there is often a fear of failure. The fear that no one can run the business like you do causes many to get stuck in a rut, creating blinders to untapped resources and obstacles towards development of next generation leaders. Yet today, dealers have exponential opportunity to properly identify and develop their future leaders. To do this, however, you must embrace your vision, build out a leadership transition plan, and position the right leader for success to one-day fill your shoes.

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As Seen in Multi-Unit Franchisee Report - The Critical Difference Between Effective and Ineffective Leadership

As Seen in Multi-Unit Franchisee Report - The Critical Difference Between Effective and Ineffective Leadership

Whether you're running your first and only location or multiple locations, leadership is all about the use of power and influence to produce results. Power and influence are also the keys to effective leadership. Power comes from the organizational chart - can you make people comply with your directives? (sometimes called accountability); and influence comes from inside the person - do you have what it takes to get people to commit to your dreams? (sometimes called dependability). How well and how often you choose between those two styles usually determines your effectiveness as a leader.

Knowing how to balance and when to use these two keys is critical. If you've populated your employee base with people who currently lack the behavior, attitudes, skills, knowledge, experience, and talent to meet your expectations then you will more than likely find yourself believing that the local unemployment index is too low and that someone else must have all the good people who live and work in your business communities. As a result, you may find yourself relying almost exclusively on power and accountability as a way of forcing your staff to comply with your directives to get even a close approximation of the results you want in terms of productivity and profitability.

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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 Digital Dealer - A Sad or Celebratory Day?

As Seen in Digital Dealer - A Sad or Celebratory Day?

Some people may skip this article because they consider they take pride in not sweating the small stuff. After all, there are a great many consultants and gurus who consistently preach the message of “don’t sweat the small stuff…and, by the way, it’s all small stuff.” Good for them; they may have become successful by following that counsel. If you are one of those fortunate souls, congratulations.

If you are having trouble expanding your market, keeping people productive, growing your bottom line, and building lasting relationships with family members, clients, customers, vendors, and strategic partners, then you may want to consider sweating the small stuff. It’s the small stuff that makes the difference.

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As Seen in Multi-Unit Franchisee Report - Managing The Changes That Come With Multi-Unit Growth

As Seen in Multi-Unit Franchisee Report - Managing The Changes That Come With Multi-Unit Growth

Growth is not only about driving more profit, it's also about building a portfolio of locations, and to many, a diversity of brands. In the beginning, it is very easy to devote all your time to the first location. But before you know it you are on to your second. You find you are able to split your time between the two and still run the operations as you wish. It's when you move into the third, fourth, and so on that you start to notice a change. Multiple locations for franchisees offer extreme opportunity, but without a growth plan, multi-unit and multi-brand ownership creates challenges to performance.

One of the biggest challenges is analyzing how you sustain growth, while also looking for continued expansion without killing yourself trying to be everything to every location, brand, or business unit. Regardless of the size or diversity of your business, when you look at your strategic plan in terms of where you would like to be, there are key questions that need answering to ensure you can support, sustain, and continue to grow.

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The Rawls Group Appoints David Ciambella as President and Chief Executive Officer

 

The Rawls Group, one of the nation’s most respected business succession planning firms, is proud to announce that David Ciambella has been named President and Chief Executive Officer. Initiating the firm’s succession plan, this move was effective January 1, 2017, with Loyd Rawls, the founder transitioning to Chairman of the Board.

“David has a relentless passion for succession planning. As a proven leader, he is committed to the growth of The Rawls Group and the acknowledgement of TRG as the global standard for succession planning.” said Loyd Rawls, Chairman. “David’s history and experience with our firm, combined with his receptiveness to new challenges and opportunities will ensure that TRG will continue to set the benchmark for succession planning into the future.”

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As Seen in Multi-Unit Franchisee Report - Reputation Management On The Local Level

As Seen in Multi-Unit Franchisee Report - Reputation Management On The Local Level

Like all businesses, the franchise world is full of opportunities and potential land mines. If you entered the franchise world for the same reasons I did, you were probably looking for something in your area of interest that met several criteria: brand recognition; proven market; franchisee friendly policies; and processes, services, or products that could be easily replicated once you paid your fees and had access to the brand's secrets. After all, isn't replicating the proven easier than starting alone from scratch?

In some ways, a franchise is a sail that pulls us along until we really know what we are doing and where we are going. Certainly, there are some tradeoffs, like giving up some control that non-franchisees have over their businesses. And many times, the level of influence you'd like to have over the business is just not possible because you do not hold the authority that comes with a privately held business operation. As a result, logos, color schemes, promotional materials, and menus become someone else's sphere of influence.

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As Seen in Digital Dealer - Business Growth Comes from Sweating the Small Stuff

As Seen in Digital Dealer - Business Growth Comes from Sweating the Small Stuff

Some people may skip this article because they consider they take pride in not sweating the small stuff. After all, there are a great many consultants and gurus who consistently preach the message of “don’t sweat the small stuff…and, by the way, it’s all small stuff.” Good for them; they may have become successful by following that counsel. If you are one of those fortunate souls, congratulations.

If you are having trouble expanding your market, keeping people productive, growing your bottom line, and building lasting relationships with family members, clients, customers, vendors, and strategic partners, then you may want to consider sweating the small stuff. It’s the small stuff that makes the difference.

Read the complete article on the Digital Dealer Website website

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As Seen in Digital Dealer - Respecting Each Other’s Differences Builds Long-term Success

As Seen in Digital Dealer - Respecting Each Other’s Differences Builds Long-term Success

As owners or managers in the business, we often put a lot of pressure on ourselves to “do it all”. We like to own the work and too often, avoid delegating or mentoring others for fear of losing our position of power. What happens is that we, as the leader, set an example that others try to follow, and before you know it, people are working in silos. The reality is that teamwork is one of the most crucial foundations to a successful, long-term business and the entry for our future leaders.

Because we are human, the tendency to share and collaborate often does not come natural. We are competitive by nature, we want personal recognition and our personal opinions and beliefs impact our daily interactions with others. All of these influences creates barriers to reaching out to those around us for help or “across the aisle” to another department for insight, diminishing our ability to ensure proper mentorship and growth of our colleagues and future leaders.

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NCM-Rawls Dealer Executive Program: Where Leadership and Legacy Intersect

The long-term viability and success of dealership is no longer dependent on the operations of the store alone. The retail automotive industry is not the same as it was for our father’s and grandfather’s. Today, there are multiple generations working within the dealership, family member employees involved in the day-to-day, and competition is more than just the store in the next town.

Dealer owners, operators and managers need to be more agile and flexible than ever before in order to ensure the future of the business. Advancements in technology, generational shifts and demographics, continued changes in laws and legislation and manufacturer requirements impact all areas of ownership, and more than ever, focus must also be in the areas of recruiting and retention, short and long-term strategic planning, and preparing for owner transition and succession.

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NCM® Associates and The Rawls Group Announce New Leadership and Succession Program

Kansas City, Mo., January 16, 2017 – NCM® Associates and The Rawls Group announce the launch of their new NCM-Rawls Dealer Executive Program, where leadership and legacy intersect.

A collaboration between two leading automotive service providers, the NCM-Rawls Dealer Executive Program offers an exclusive 10-month leadership development curriculum specifically designed with an emphasis on succession planning for current and future dealers to gain the critical knowledge, tools, and resources necessary for long-term success. ™

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Webcast Replay: Turning Investment and Planning Roadblocks into Roadmaps

Webcast Replay: Turning Investment and Planning Roadblocks into Roadmaps
 

 

 

 

Turning Investment Roadblocks into Roadmaps

Click Here to Access Replay of Webcast 

Hosted by The Rawls Group - Business Succession Planners and Bernstein Private Wealth Management.

Entrepreneurs we meet often struggle with turning their vision into reality. Market fluctuations, cash flow, capital expenditures, family, ability to recruit and retain top talent, and a litany of other influences quickly take the business off course. Common questions we hear are:

  • How do I overcome roadblocks to grow my business and increase value?  
  • How can I feed the golden goose while also building personal wealth independent from the business?
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As Seen in Digital Dealer Magazine - Where Do You Fall in Your Dealership – Flintstones or Jetsons?

As Seen in Digital Dealer Magazine - Where Do You Fall in Your Dealership – Flintstones or Jetsons?

Think back to 2006. Think specifically about how technology has influenced our everyday lives. Do you remember what the business environment was like?

In the last 10 years we have grown used to having immediate access to information, and absorbing everything digitally in the moment. But when you look at the timeline of technological advances, it is shocking to realize that it has only been nine years, (yes, I said nine!), since the iPhone was released, revolutionizing the way we interact and find information. Even more of a shocker is that it was not until 2010 (only SIX years ago) that Apple released their first iPad, moving consumers from digital readers, to full functioning tablets. Now think, how prevalent are phones and tablets in our daily business and personal lives now? How have these devices changed the way you and your team conduct business? How does it impact the way your customers find and interact with you?

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As Seen in Multi-Unit Franchisee Report - Technology And The Multi-Unit Operator

As Seen in Multi-Unit Franchisee Report - Technology And The Multi-Unit Operator

How often do you conduct business via your cell phone? And when was the last time you took a picture with a traditional camera? Technology has developed so today, that our phone has become our constant companion fulfilling a variety of needs. If you had to guess when the first camera phone was released, would you know? I was surprised too, it was 2002; and it was one of those flip phones. Today, in addition to taking pictures, we can stream live video, and even see the person with whom we are talking, in the moment! The reality check here is that although the introduction of the camera phone was impressive at the time, it was a very small step to introducing a new way to communicate.

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As Seen in Multi-Unit Franchisee - True Business Success Requires Liquidity

As Seen in Multi-Unit Franchisee - True Business Success Requires Liquidity

Everyone feels the liquidity pinch some time or another. Growth, acquisitions, internal investments, taxes, and bonuses take capital and drain liquidity. With all of these needs using up your cash, it can be hard to set some aside for a rainy day, but that's just what you should be doing to ensure the future success of your business, says Champ Rawls.

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As Seen in Multi-Unit Franchisee - Leading By Example: How to avoid Common Mistakes even Smart Leaders make

As Seen in Multi-Unit Franchisee - Leading By Example: How to avoid Common Mistakes even Smart Leaders make

There's no such thing as a perfect leader, but some leaders are indisputably better than others. Learn how to harness your strengths, and avoid common mistakes with these tips from leadership expert, Dan Schneider.

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As Seen in Digital Dealer Magazine - Finding Your Place in the Family Business

Finding your role in a family-owned dealership can be a difficult task. Not everyone is cut out or may care to take on the responsibilities of Successor/Owner, so where do you fit?

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What's The Purpose Of Your Success?

Succession is dependent upon success. Therefore, mediocrity is not a succession option. In order for you to have confidence your successors can survive the predictable distractions, issues and problems associated with the transfer of ownership and management control your business must perform above benchmark to assure that there is adequate margin for a dip in productivity.

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Knowing Your Role and Playing Your Position

Football is one of my favorite sports and football season is one of my favorite times of year! It has been said that football is the ultimate team sport. Success on each play requires each player understand their role, work together, communicate effectively and ultimately execute to achieve the desired outcome. The teams that win consistently have committed players who know their role, play their position and trust their teammates will do the same each play. From my perspective, there is a striking parallel between football and family business. To successfully compete and operate a family-owned dealership or dealership group, requires each family member, manager and employee to understand their unique role, work together, communicate effectively and operate interdependent departments well. Whether you are a team member of a family business or a superstar on a football team, knowing your role and playing your position are key ingredients to success.

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