Our MAC advisors regularly publish articles in various capital goods industry publications. Here are the most recent articles from these publications, including Farm Equipment in the People & Profits and/or the Leadership Lessons columns. You can find more of our dealership improvement publications grouped into high-level topics. Many of these articles are available on the Farm Equipment Magazine website. If you are unable to find them at their site, especially ones from 2010 and before, please contact us and we will provide you with a copy.
Leadership Lessons — Good to Great Dealership Flywheel Spoke #3 Build a Strong Culture & Leverage Vital Processes
“Culture eats strategy for breakfast” — a quote attributed to management guru Peter Drucker defines the core idea of this spoke. The best plans fail without a strong culture to support them. On the flip side a strong culture means your dealership is more likely to overcome setbacks and changes even without a strong strategy.
To grow from good to great requires more than a strong culture — being great requires a culture of performance.
Leadership Lessons — Good to Great Dealership Flywheel Spoke #2 Invest to Grow: High Absorption
Absorption is simple to calculate, but to understand its “Good to Great” power in a dealership is complicated.
Absorption is both a defensive and offensive strategy, and, although it is a financial metric that contributes to a high return on assets (one of two goals of a dealership), better absorption also contributes to creating repeat customers (the second main goal).
See a list of the speeches & seminars by our MAC members.
Leadership Lessons — Good to Great Dealership Flywheel, Leveraging the New to Used Cascade
What is the New to Used Cascade and why is it important as the first spoke to describe in the Good to Great Dealership Flywheel?
There are many implications for leveraging the New to Used Cascade, which is why I choose to start our journey here. The biggest implication is the fundamental approach a dealership makes to selling machines.
Leadership Lessons — From Good to Great – The Sustainable Dealership Flywheel
What makes a dealership good? And what does it take to move a dealership from good to great? These questions are our subject for this column in 2020. Over the year, we’ll discuss each element of the Sustainable Dealership Flywheel, and how they link to build the momentum that distinguishes a “Good to Great” dealership.
Leadership Lessons — A Boss Who Wants You to be Successful
An early leadership lesson for me was the need to develop my replacement. My advancement in a company was determined by my ability to develop management and leadership behaviors in others. Jon Tanner’s quote above highlights how that fulfills those who do it well.
Growing leaders from within and helping each achieve beyond their expectations is the most rewarding part of being a manager. It fosters a positive internal culture as people see a path within your dealership to develop and grow. It also projects to your customers as they are more comfortable dealing with someone who has grown up and had success in your company.
Leadership Lessons — My Three Basic Rules for Leading
In recent years, I’ve worked with hundreds of dealership managers; although we spend most of our time discussing KPIs, processes and growing sales, we invariably end up on the subject of people’s challenges and opportunities.
Formerly, the question was typically, “Where can I find good people?” But that has shifted recently.
Leadership Lessons — Is Servant Leadership the Right Style for Your Dealership?
Servant leadership is an approach that is quite different from some of today’s other popular styles, such as autocratic, participatory and democratic. Robert Greenleaf and the Greenleaf Foundation is credited with coining the term Servant-Leadership — that true leadership must be executed in the form of true service. His title says is all: The Power of Servant-Leadership.
Leadership Lessons — Personal Values & 3 Simple Changes to Show Them
Farm Equipment, March 14, 2019
Values in an organization start at the top. As a leader in a dealership, your values and your personal character will be reflected in how your company operates, how it affects people, how its culture is defined and cultivated and ultimately its success.
That is the fundamental Leadership Lesson — your values and character matter.
Leadership Lessons — Communicating in the Age of ‘Me Too’
Farm Equipment, March 21, 2019
Leaders and managers are finding themselves wondering what the heck is going on in the workplace with some women and minorities being “so sensitive.” Many male leaders now take inventory of past interactions with women and other minorities to determine if they will be the next to be judged and possibly tossed for something they did in jest many years ago. The past can’t be erased, but the future is a clean sheet of paper upon which you can imprint a new way to communicate.
Let’s take lessons from each of the three communication styles: Passive, Aggressive and Assertive.
Leadership Lessons — ‘Best is Standard’ & 'All-In' — The Power of Benchmark Models for Your Dealership
Among the many slogans that Clemson football coach Dabo Swinney has coined, these two sum up a critical aspect of his championship culture: Clemson aims for a benchmark, a standard of excellence, that is unchanging. That benchmark does not change. Even with yearly changes in staff, players and competition, the benchmark stays the same. And if you want to play for Clemson, then you need to be "All-In" to live and work toward that standard.
Leadership Lessons — Growing as a Leader
Farm Equipment, January 19, 2019
For 2019 the focus of this series will be on the personal development and growth of dealership leaders, especially those who are in new roles that require more leadership skills.
Last year our challenge to readers was making 2018 “The Year of Human Capital Investment” — the hiring, developing and managing people that are essential to a successful farm equipment dealership. For 2019 we shift focus from developing everyone to developing you: the leaders — the CEOs, owners/operators and other executives who are ultimately responsible for the dealership.