Be Humble in the Face of Adversity

In the world of equipment dealerships, economic downturns are inevitable. Whether from fluctuating commodity prices, changes in demand or broader market forces, slow times put immense pressure on every facet of your business. With tighter margins, your leadership style can either deepen a business crisis or it can be a vital source of stability. A tested and powerful approach in challenging times is humble leadership.

What Is Humble Leadership?

Humble leadership is a philosophy that prioritizes the needs of team members, supports their growth and fosters leadership through empathy, integrity and service. Rather than exerting authority from the top down, humble leaders listen, empower and invest in their employees. This approach is not about relinquishing control, but rather about recognizing that the most sustainable success comes from building people up — not just profits.

In dealerships where technicians, parts teams and salespeople can work long, physically demanding hours and face complex customer issues, humble leadership becomes more than a feel-good concept; it becomes a practical strategy and healthy culture for weathering economic storms.

Sustaining Employee Retention

During a downturn, one of the most significant risks a dealership faces is losing good people. Technicians and service staff are the backbone of operations, and skilled labor is increasingly hard to replace. Unfortunately, economic pressures often lead to reactive decision-making, such as slashing hours, increasing workloads and cutting support, all of which drive burnout, disengagement and turnover.

Humble leadership takes a fundamentally different approach. The vital first step is recognizing that employees need to feel valued, heard and supported — especially during tough times. This may look like:

• Transparent Communication: Leaders who openly share the realities of the business without creating panic. They bring the team into the conversation, seeking input and fostering a sense of ownership in problem-solving.

• Prioritizing Development: Even in lean times, leaders find ways to invest in training and cross-skilling. A technician who feels their manager is committed to their growth is less likely to leave for a competitor when opportunities arise.

• Flexibility & Empathy: Understanding personal challenges — such as childcare issues or burnout — and working with employees to find solutions demonstrates genuine care. This builds loyalty that no bonus or benefit can match.

By focusing on the well-being and empowerment of employees, humble and transformational leaders create a culture of trust. When employees feel respected and appreciated, they’re more likely to stay committed, even if the immediate financial rewards aren’t at their peak.

The Ripple Effect: Customer Retention

Employee satisfaction doesn’t end at the shop doors — it directly affects customer experience. In our industry, relationships matter. A customer isn’t just buying a product; they’re buying long-term support, service and uptime reliability. That relationship is built on the people who service their machines, answer their questions and stand behind the dealership’s promises.

When employees are disengaged or in constant turnover, customers feel it. Service delays, inconsistent communication and lack of accountability all become more common. 

On the other hand, when employees feel supported, they go the extra mile. They show up with better attitudes, pay closer attention to detail and solve problems faster — all of which improve the customer experience.

Humble leadership improves customer retention from:

• Consistency of Service: Retaining more employees means that customers work with the same trusted technicians and parts professionals. That consistency builds confidence and trust.

• Improved Responsiveness: Empowered employees are more likely to take initiative, solve problems more quickly and exceed expectations.

• Reputation & Referrals: Word of mouth is powerful, whether from your employees or your customers. A dealership known for treating both its people and customers well becomes the preferred partner.

  
  

Leading by Example in a Tough Economy 

Leaders have a challenging job in downturns — balancing costs while maintaining morale. But humble leadership doesn’t require costly programs or big bonuses. It requires intention, humility and a daily commitment to putting people first.

When a leader walks the floor to ask a tech how their week is going, when they support a parts manager dealing with a tough customer, or when they acknowledge hard work with authentic appreciation — those moments compound into a culture that sustains itself.

In times of economic hardship, the instinct may be to lead from the top — to tighten control and demand more. But in dealerships, where loyalty, trust and relationships drive long-term success, the most effective leaders do the opposite.

They lead by serving, by stepping down from the pedestal, rolling up their sleeves and serving their teams with humility and purpose. By putting people first, especially when times are hardest, leaders build a culture of loyalty and trust that not only retains employees but keeps customers coming back.

In the end, it’s not through command, but through service, that the greatest dealerships led by humble leaders rise above the storm.

Jen began working in the automobile dealership industry in 2002 in the areas of Business Development Center installation and training.  In 2005, Jen joined MBA Dealer Services, LLC and began performing the administrative duties of the fixed operations consulting business. During that time, she helped create and install then Chrysler LLC’s Service and Parts Manager Performance Groups (now FCA 20 Groups). To this date, she continues to lead the administration of these 20 Groups on behalf of MBA.  In 2014, Jen began a similar task with Case New Holland with the creation and installation of the Service and Parts Manager Performance Dealer Groups, which led to her being introduced to Machinery Advisory Consortium.  She now administers the Dealer Groups for both Case IH, New Holland, AGCO and a mixed brands group, as well as manages all other MAC projects. In 2018, Jennifer became the CEO of MBA Dealer Services, LLC and in 2025, she became a MAC advisor.