Digital Dealer - February 2020 - 33

ty to your service sales team?
Dave Anderson is one of my heroes. He
is a straight shooter who says effective
leaders must provide clarity, candid feedback, and consequences. Does this take
some time and effort on the part of the
dealers and general managers? Of course
it does, but follow the money trail. Since
most of the money you take to the bank
comes from the service department, then
it is a great investment of your time that
will provide a huge return.
Okay, but isn't it the job of the service
director? In a perfect world, yes, it is; but
most service management personnel did

" It may be
necessary to create a
new position called
the service drive
sales manager. Just
like the GSM (General
Sales Manager) in
variable ops. "

not grow up in a sales environment -
while most dealers and general managers
did.
The only effective way most directors
can learn how to manage a sales organization is for the dealer and general manager to spend time in the department and
model these sales management skills.
It may be necessary to create a new
position called the service drive sales

February 2020

3 Leadership Essentials
to Strengthen Your
Service Sales Team
B
Set the tone. I believe it falls on
dealers and general managers to set
the tone for the service sales team
by providing resolute clarity on what
is expected. Closing ratios, hours per
RO, and service sales penetration are
just a few of the key performance
indicators that need to be clariﬁed.

C
Get candid. Personally, I think

advisors need to sell a minimum
of 40% of the services they oﬀer. If
that's not happening, the advisor
needs candid feedback. This should
include what they are doing wrong,
how they can correct it, action
points that will help them to become
more successful, and praise (wise
managers look for every opportunity

manager. Just like the GSM (General Sales
Manager) in variable ops, this individual
is tasked with making sure the service
sales team meets expectations. The
service sales manager is the chief sales
trainer, mentor, coach, and motivator.
Next month, I'll focus more on the concept of a service sales manager and give
you a real-world case study of a dealer-

to "catch their employees doing the
right things," so make sure your
candid feedback includes praise, as
well as correction).

D
Lastly, your fixed ops sales
strategy must have some teeth.

Anderson says the diﬀerence
between a performance suggestion
and a performance standard is the
consequences. I've always preferred
the carrot to the stick, but however
you met out the consequences, they
must be clearly spelled out - both
reward and punishment. Saying to
your ﬁxed ops sales team, "this is
the performance standard you are
required to meet; I'll do everything
I can to help you meet it, and I'll
provide a bonus when you do."

ship that's doing it.
In closing, remember the ancient words
"where your treasure is there your heart
will be also." Your treasure is in ﬁxed ops,
does your behavior demonstrate that's
where your heart is also?
Have feedback, questions or topic suggestions?
Email magazine@digitaldealer.com

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Digital Dealer - February 2020

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