Digital Dealer - July 2019 - 10

D E A L E R OP S & M ANAGEM ENT: L e a d e r shi p Continued from pg. 9

WITHOUT PURPOSE, YOU CAN BECOME LOST
IN THE MINUTIA OF THE DAY TO DAY OR IN WHAT
OTHERS EXPECT FROM YOU."
have you finished 'Good
to Great'? After discussing
Maxell's five levels of leadership, we agreed it was
time to move on to Collins'
discussion about the 'Level
Five Leader'?"
While encouraging us
to have a seat, Jimmy
responded, "Oh, yes Loyd,
I have listened to the audio
twice during a weekend
drive to the beach. I am a
roaring Hedge Hog, looking
for a seat on the bus. That
book was fascinating but
also disappointing. It did not
provide any instructions on
how to become a Level Five
Leader."
Amused, Doc let out a
chuckle and pointing back
at Jimmy with a big grin
and proclaimed "You did
read it! Or," as he paused
a second "more appropriately, listened to it. I am
impressed and don't regret
for a minute losing my $5
bet to Loyd. I figured that
when you finished the second chapter on the Level
Five Leader and discovered
there was no black and
white formula you would
have been so pissed that
you would conclude you
were wasting your time."
"Doc, don't provoke another argument", I asserted.
"With the circumstances at
hand, we are well beyond a
discussion of the Level Five
Leader discussion."
"What circumstances are
you referring to Loyd."
10

J U LY 2 0 1 9

"Chevy banging on your
dad, Jimmy," I responded.
"What we need is a plan for
succession of a Chevy dealership. Your dad is under a
lot of pressure and he is at
a loss as what to do."
"I would agree", responded Dr Merlot nodding back
to me. Looking over at
Jimmy he continued. "Your
dad is in a conundrum. He
wants you to be the Chevy

to talk about how I can
become a better leader; not
dwell on past performance
which we all agree was
poor."
"Jimmy!" injected Doc
with a chuckle, "how can
you lead if you do not
engage your people? How
many times has Loyd told
you that you cannot run a
store from behind a desk?"
Doc, surprisingly had

... HOW CAN YOU LEAD
IF YOU DO NOT ENGAGE
YOUR PEOPLE?"
GM and wah-lah," throwing
his hands in the air like a
magician, "become a leader
respected by one and all."
"I am the leader!" responded Jimmy defiantly.
"This is a difficult store. I am
assembling a good team
and I'll get it turned around."
Then appealing for support
from Doc and me he continued, "Dad just needs to
convince Chevy to give me
more time."
"So, Jimmy", I responded.
"You lost 1.1MM here last
year and you are back 400k
through six months this
year. You have not been
sales efficient for two years.
Where's the leadership?"
"I said time, not money
and vehicles," responded Jimmy defensively. "I
thought we were going

D I G I TA L D E A L E R . C O M

made a very reasonable
point. "Amen, Doc!", I offered in support and joined
his stare soliciting Jimmy's
response.
After a few moments Doc
had all the silence he could
stand. "Jimmy, you are so
far over your head that you
cannot see the surface.
Both you and your dad
appear to have lost a sense
of reason. He is trying to
convey respect and esteem
to you, his beloved son. And
you, are letting him do it,
assuming that because you
have the title GM, you will
garner the respect of your
managers and Chevrolet."
Doc paused for a moment
to regrip the hammer that I
could see he was preparing
to deliver. "Do you have
any idea how embarrassing

this predicament is to your
dad?"
Doc paused again and
being all too familiar with his
style I felt I needed to intercede to prevent him from
delivering a knockout that
would be our blowout. "Jimmy, what's your purpose as
GM of this store?"
"Well, Loyd," Jimmy
responded eagerly understanding that I had rescued
him from Doc's hammer. "I
want to become the leader
of this organization so my
dad can retire."
"That's a reasonable and
honest answer Jimmy. And
as we have confirmed your
dad's purpose is aligned
with yours; become his successor, lead the good life;
go to make meetings; hand
out bonuses; be respected
by one and all." I then sat
quietly hoping that Doc
understood I was seeking
a question, not looking to
give an answer. Just as Doc
had all the silence he could
handle, Jimmy responded.
"So that should be good,
our goals and purposes are
aligned. Right?"
"Yes, they are aligned
Jimmy," I responded preparing to deliver a soliloquy
on leadership when Doc
burst in.
"You are perfectly aligned
Jimmy, but unfortunately, in
absolutely, the wrong direction. This may sound crazy,
but you have enabled your
dad to enable you. Conse-
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