Your Store Shouldn't Have to Work Around Your Mood
You can still desk deals at 60 percent. The harder question is whether your people get a fair hearing on the days your battery is low.
Observations on the desk, store economics, and leadership realities for the people responsible for the store.
Observations on the desk, store economics, and leadership realities for the people responsible for the store.
You can still desk deals at 60 percent. The harder question is whether your people get a fair hearing on the days your battery is low.
Fear can get compliance today. But when salespeople become afraid to make decisions without the manager, fear turns into dependence—and the manager becomes the bottleneck.
A manager who answers every question quickly can train the floor to wait, hide incomplete problems, and check the manager's mood before using judgment. Speed helps until the whole store depends on it.
Quiet agreement feels respectful in the room and becomes resentment after the plan fails. Strong dealership leadership makes disagreement useful before the store spends three months working around a decision nobody believed in.
Coaching is when a specific person gets better at a specific thing because of something you did on purpose. The funnel, the diagnosis, the cadence, and the questions that separate coaching from supervision.