Digital Dealer - August 2018 - 7

abuse resources, people
and opportunities they have
once they're at a higher
level. Incidentally, failure to
keep commitments-even
"little things" like getting to
work on time - is a red flag
that should disqualify them
from a larger platform to
demonstrate similar disrespect for others, until they
clean up their behaviors in
the position they're currently
in.
5. DOES THE PERSON
HAVE A THIRST FOR
GROWTH?

How do they respond to
feedback you give them
in their current position?
Do they enjoy training or
look at it as an interruption? Are they working on,
and investing in their own
growth? Frankly, as pertains
to getting better on the job,
you don't have the time or
energy to smack someone
in the head with a bat and
drag them around the bases.
Nor should you have to beg
or bribe someone to work
on themselves. A "been
there, done that," know-it-all
mindset is dangerous in any
position, but it's particularly
devastating if the know-it-all
is in leadership.
6. DO THEY POSSESS
THE TRAITS YOU
CANNOT EFFECTIVELY
TEACH THEM OR
CHANGE ABOUT THEM?

Since among other traits,
you cannot teach character,
drive, motivation, talent,
attitude or a higher energy
level, it is important that the
candidate bring these traits
to the table. Believing someone who is negative, low-energy, untalented, corrupt or

PAST ACCOMPLISHMENTS ARE
A SOLID INDICATOR OF FUTURE
PERFORMANCE."
undriven is going to magically change just because their
title, office, or responsibilities
change is nonsense. People
like that don't need a change
of scene, or position; they
need a change of self.
While you can teach skills
and knowledge, the adage
is true: you can't put into
someone what was left out.
You can only draw out what
was left in. If someone lacks
these traits in their current
position, don't believe for a
second that they will all of a
sudden develop them if you
promote them, or change
in the moving van from one
business entity to the other.
7. DOES THE PERSON
ACCEPT RESPONSIBILITY
FOR THEIR RESULTS?

While this is certainly an
aspect of character, it's an
important enough trait to
warrant its own category
in this article. Frankly, if
someone plays the blame
game as a follower, they will
certainly do it as a leader,
and until someone develops
the integrity to accept that
it's their personal decisions
more than outside conditions
that determine their success
they are unfit for leadership.
There are additional
factors you could add, but
these areas can help you
get through the emotional
sway of promoting someone
because you really "like" him
or her - or because they've
tenured and you feel you
owe them a shot - and look
D I G I TA L D E A L E R . C O M

more objectively instead at
whether they are actually
fit for the job and have the
makeup to do the job with
the excellence you expect
and deserve.
DAVE ANDERSON is president
of LearnToLead, which provides
in-person and virtual training
to many of the world's best
dealerships. Dave speaks to
dealer groups over 120 times
each year and has given
seminars in 17 countries. He's
written the leadership column
for Dealer Magazine for over
20 years, and he is the host of
the energetic and high-impact
podcast, The Game Changer
Life, based on his 14th book,
Unstoppable. For leadership
tips, follow Dave on Twitter @
DaveAnderson100. EMAIL:
dave@learntolead.com

AUGUST 2018

7
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Table of Contents for the Digital Edition of Digital Dealer - August 2018
