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How to Inspire a Team Atmosphere throughout your Dealership

2006

Team. It's a word that we tend to throw around a lot but we don't often really think about what it is, beyond some of the sports we may play or watch on television. Believe it or not, teams in the pit at the Indy races have the same thing in common as teams in a dealership: they are all working to accomplish one goal, whatever that goal may be. Getting your staff members to work together as a team is the only way for everyone to win.

"It's important to identify teams and personalities that can work together to accomplish a goal," explains John Steadman, president of JOVI Enterprises, an automotive consulting and training company that has been helping to build a team atmosphere at dealerships for decades. "I usually work with people using a pit crew mentality. Instead of having one person doing it all, which would take too long, you have people with different talents all working together to reach a goal faster."

Once you have all the right people with different talents under one roof, the challenge is to figure out how to get them working together smoothly. Don't despair; there are several important elements that managers tend to overlook. When you address those issues, a team atmosphere will naturally begin to be felt throughout the organization.

One common occurrence in dealerships is for the "employee of the month" to end up being the same person, over and over. This tends to tear down team camaraderie, rather than build it up. It's important to make sure that different people hold that title in the course of the year.

"It's important to have employee think-tanks," says Steadman. "Start by asking them basic questions about what they like, what they don't like, and what they would alter if they had the ability to change things at the business."

Equally as important as holding the meetings and hearing the employees out is actually taking action by responding to some of their requests. While it's unrealistic to think that all their concerns can be remedied, it's important for them to see some of their issues being addressed. Furthermore, they need to understand why some things can't be changed.

"There needs to be a response and a reason for the response," adds Steadman. "That's one of the downfalls of management; they need to explain why some things are for the betterment of all, not just for one. They need to explain what it does for the team as a whole."

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