The latest wave of eager, book-schooled, graduates will soon
be crashing onto the shores of every industry throughout the
world; hiring managers are finding themselves taking on the
somewhat unenviable role of traffic directors. With eyes
focused on the goal of long-term success for their company,
decision-makers and strategists have already determined
which departments can indeed take on fresh, inexperienced
employees and which simply cannot. Making room for
enthusiastic new hires often compels managers to implement
changes to their workplace; it also propels many to take an
active role in growing the business by promoting their
existing employee superstars. Should they?
Promotions
How readily can your own staff accommodate new situations,
new members, new business practices? Who is it that you
really should or should not promote?
When considering an employee for a promotion, be sure that
person is not only productive but also ready to take on the
responsibilities that would be inherent to his or her new
role. Some people are very good at what they do, but they
want predictability and have no real desire to move up the
corporate ladder. They set modest goals for themselves and
like working with very little pressure.
People like this are perfectly content to perform the same
job year after year. They're loyal, diligent workers who
want to earn an honest day's pay - nothing more. Be aware
however, that they are often also quite accommodating and
may heartily agree to take on the promotion only because you
seem to want them to. They can prove to be unduly stressed,
unmotivated, unhappy - disastrous in their new role.
You may come to the disturbing realization that the same
person who performed so well previously is now completely
ineffective. It's important to know not only your
subordinates' abilities, but also their career goals. Don't
make the mistake of imposing lofty career objectives on
someone who simply does not have them. You need to fill
positions of authority with people who are enterprising,
ambitious, assertive and self-confident.
Before offering a promotion to an employee, ask yourself
these questions:
1. Does your candidate for the job really want to move up?
2. What kind of work approach, personality and pace does the
job require?
3. Does the person you have in mind exhibit those traits?
Remember that promoting a great person into the wrong job
will create stress, confrontations, confusion, worry and
resentment. If you want peace of mind as well as a good
night's sleep, make sure you research your needs and analyze
your employees to help ensure a good mutual fit!
Succession Plans
While you yourself may have no intention of leaving your
dealership, unexpected situations can arise and grow beyond
your control. A health issue or family crisis can erupt. A
new interest or a sudden desire to cast aside the pressures
of business and pursue long-held personal dreams has
compelled countless auto dealership owners, presidents and
GMs to do what they never thought they would do: step down
from their job. Some ensured a smooth and cost effective
transition of power by implementing their succession plans.
Too many others caused pandemonium and lost money, as there
was no such plan in place.
It's possible that someday, one of your own staff members
may need to take over your job! Do you currently have people
in place who could be qualified and ready to do so?
You may be planning to turn over the reins of your business
to a son, daughter, or other significant family member.
However, bearing your name or knowing your family's
well-kept secrets is not enough to successfully take charge
of your dealership. What are the criteria for positions of
leadership at your dealership? Does your relative meet them?
If not, which other staff members could assume your position
of authority?
Longtime customers will feel less anxious if, after your
departure, your dealership is still overseen by a person
with similar values, a similar business outlook and a
similar measure of the concern you have shown throughout the
years. Preserving the good name, solid reputation and
positive image of your dealership is key. It becomes
critical to provide your customers, as well as your staff,
with an ongoing sense of confidence about the future of your
company whether you are there at the helm, or not.
Your short-term goal should be to develop a pool of leaders,
find workers who show some potential to make independent
decisions, act on their own behalf and make decisions. Doing
so, however, can be more difficult than it seems.
For example, a person who is openly enthusiastic, talkative
and comfortable in the spotlight might seem like a good
choice to take charge of others. However, be careful! The
same high level of self-confidence and leadership ability
you think you see may really be social assertiveness, a
comfort around people and an ability to strut before an
audience. Make sure there are other signs of determination,
ambition or resolve. People whose greatest strength is their
social savvy often talk a bigger game than they can actually
play.
The effects of poor leadership can be widespread within a
dealership and may vary from lose of a customer base, to
poor sales, to low morale. The opportunity to avoid these
mishaps is yours; the key lies in knowing your needs, not
guessing, and being certain about the work habits,
objectives and personalities of the people who surround you.
The future of your dealership is in your hands and depends
on the strategies you have in place today. There is no
turning back, no second chance and no margin for error!
Carol Ardell is Senior Consultant for The Omnia Group, a
company that assesses existing employee and job candidate
compatibility with managerial requirements and individual
work environments.
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