Dealer Principal & Owner Coaching
You're a layer removed from the floor and the reporting you get has been shaped by people who want you to feel good about it. That's not dishonesty. It's gravity.
If any of this sounds familiar.
- 01
You're looking at outcome numbers weekly and behavior numbers never, so by the time you see a problem it's already a quarter old.
- 02
You're not sure whether the last three vendor decisions were made because something was broken or because someone was persuasive.
- 03
You want to develop your GM but the only tool you've got is asking about the month, which trains them to manage the month.
What actually happens in the first month.
- 01 / 04
Week one — I spend a day in the store and tell you what I saw, plainly.
- 02 / 04
Week two — we agree on the four things you should be looking at weekly instead of the forty you could.
- 03 / 04
Week three — we change one question you ask your GM. One. It's usually the highest-leverage change available.
- 04 / 04
Week four — honest read on whether the picture you have of your store got more accurate.
What should a dealer principal look at every week?
A dealer principal should look at a small set of behavior numbers, not just outcome numbers: first human response time on leads, appointment show rate, sold-on-shown, and active lead count per salesperson. Outcome numbers like units and gross tell you what already happened. Behavior numbers tell you what is about to happen, which is the only thing you can still change.
The things you're actually wondering.
Bring me one thingthat's stuck.
Thirty minutes. No deck, no pitch, no follow-up sequence you have to unsubscribe from. If it's useful we'll keep going. If it isn't, you'll know inside thirty minutes and so will I.