Hertz’s Post

Car Pros CFO Shirley Jones penned this terrific article – "5 ways to knock down silos and build bridges across dealership departments" – for CBT News. In it, you will read some of the ways she has helped to foster collaboration and drive success across our dealership departments, with great tips that any dealership can implement. Read on for more: https://lnkd.in/gHUdSNJg #carpros #carbusiness #dealership #automotive #retail #autoretail #leadership #growthmindset

Extra! Extra! Read all about #JMFamily’s journey from dealership roots to a multifaceted automotive enterprise. Discover insights from our CEO and President, Brent Burns' recent talk at the University of Miami Herbert Business School’s “The Future of Leadership” series, below.   #WeAreJMFamily

Many Americans visit auto dealerships but face negative stereotypes and discomfort. To improve the customer experience, hire the right team and implement strong leadership traits. Discover why adaptive leadership in the auto industry matters in our latest blog: https://bit.ly/3QeYomo

I recently had the opportunity to chat with Authority Magazine about servant leadership and the importance of building relationships at Rohrman Automotive Group: https://lnkd.in/gTuC26-x This article explores a different perspective on leadership, one that prioritizes the needs of our team and customers. It's been incredibly rewarding to see this approach foster a positive and collaborative work environment, and I'm confident it will continue to drive our success. I'd love to hear your thoughts on servant-minded leadership and how it can be applied in different industries! #leadership #servantleadership #RohrmanAutomotiveGroup

Check out another great thought leadership piece by an mWEBB client - Organizational silos – from finance to fixed ops to sales – represent one of the biggest challenges to successful operations in a dealership. Shirley Jones of Car Pros Automotive Group believes in building bridges and her recent article at CBT News offers some tips on how to do that. https://lnkd.in/gihTszSG #carpros #carbusiness #dealership #automotive #retail #autoretail #leadership #growthmindset #autoindustry #thoughtleadership

Gallup is spot on! Coaching is the key to unlocking leadership performance and driving team engagement and execution. Even better - get the data to identify your team's strengths and challenges to really focus your coaching #squadify

🤔 What Drives a Leader to Innovate in the Face of Adversity? What happens when a career setback turns into an opportunity for groundbreaking innovation? Discover Joe Jankowski's journey from a CFO and CEO of a major dealer group to founding a leading consultancy in retail warranty reimbursement. 🚀 Key Moments: • The 2009 turning point that reshaped Joe's career trajectory. • The birth of a consultancy that revolutionized administrative functions for dealers. • How embracing an innovative idea catapulted his company to market leadership. 🔗 Witness the power of resilience and innovation in transforming challenges into success stories in the automotive industry: https://bit.ly/47bgvQb #SuccessionPlanning #AutomotiveSuccess #BusinessTransformation

Elevate Your Dealership's Success in the Automotive Industry As September is Back to School month why not offer our Leadership and Performance Coaching Program to all dealers looking to drive sales and experiences to new heights of excellence. Lion Partnership and its partners of seasoned Leadership and Performance Consultants have a deep understanding of the automotive industry's intricacies. We specialize in helping dealerships achieve remarkable results. Here's what Lion Partnership can bring to your dealership: ✅ Enhanced Leadership: Unlock the full potential of your management team and foster a culture of leadership excellence. 📈 Improved Sales Performance: Boost sales, increase conversion rates, and maximize profitability. 🌟 Customer Satisfaction: Elevate the customer experience and turn satisfied customers into loyal advocates. 🏢 Operational Efficiency: Streamline processes and reduce costs while maintaining high standards. 🔍 Market Insights: Stay ahead of industry trends and make data-driven decisions for a competitive edge. 🌟 Change Management: Successfully navigate transformations and ensure your team embraces change. Let's collaborate to tailor strategies that align with your dealership's unique goals and challenges. Whether you're a small local dealership or a larger automotive group, we have the expertise to guide you towards success. 📩 Reach out to us today to schedule a consultation and learn more about how we can help your dealership thrive in today's competitive automotive landscape. Your success story begins here! Rick Ricart Christina Flores Chris Baker Liza Borches Brett Morgan Brent McGavock Kelly Webb Roberts Brian Benstock Rob Cavender Collin Sewell Bill Feinstein Scott Biehl Jim Rose Francesco Policaro Nicole Pereira Paul Cummings Derek Lau, MBA Benjamin Leung Mike Terry Billy Fuccillo Jr Scott Miranda William Camastro Jackie Webb Hibner Katie Quinn JR Toothman Jill Hattan Eric Hoffman Gene Welsh Fred Beans Pamela Pearson Alissa Bournival Dinos Constantine David Rodgers Bob Nouri Matt Bowers Corina Straub Diehl Gregg Vitello James Boening Laura Zanchin Eric Levitt #LeadershipConsultant #AutomotiveIndustry #PerformanceImprovement #DealershipSuccess #ConsultingServices

Why Good Companies Go Bad by Donald Sull From the Magazine (July–August 1999) Victims of Active Inertia To see the destructive potential of active inertia, consider the examples of Firestone Tire & Rubber and Laura Ashley. Both companies were leading players in their industries, and both failed to meet the challenge of change—not because they didn’t act but because they didn’t act appropriately. As Firestone entered the 1970s, it was enjoying seven decades of uninterrupted growth. It sat atop the thriving U.S. tire industry, alongside Goodyear, its crosstown rival in Akron, Ohio. Firestone’s managers had a clear vision of their company’s positioning and strategy. They saw the Big Three Detroit automakers as their key customers, they saw Goodyear and the other leading U.S. tire makers as their competitors, and they saw their challenge as simply keeping up with the steadily increasing demand for tires. The company had become a monument to its own success. Its culture and operations reflected the vision of its founder, Harvey Firestone, Sr., who insisted on treating customers and employees as part of the “Firestone family.” The Firestone country club was open to all employees, regardless of rank, and Harvey himself maintained close friendships with the top executives of the big carmakers. (In fact, his granddaughter married Henry Ford’s grandson.) Firestone created fiercely loyal managers, steeping them in the company’s family values and in its Akron-centered worldview. The company’s operating and capital allocation processes were designed to exploit the booming demand for tires by quickly bringing new production capacity on line. In the capital-budgeting process, for example, frontline employees identified market opportunities and translated them into proposals for investing in additional capacity. Middle managers then selected the most promising proposals and presented them to top executives, who tended to speedily approve the middle managers’ recommendations. Firestone’s long-standing success gave the company a strong, unified sense of its strategies and values, its relationships with customers and employees, and its operating and investment processes. The company had, in short, a clear formula for success, which had served it well since the turn of the century.