Is there truly a talent shortage in the automotive industry today? Why do some dealerships consistently attract top-level talent while other dealerships have trouble finding even average people to staff their business? At Ethos Group, through decades of experience, we know there are fundamental differences between high-performing organizations and those performing at or below average in the industry. Building a high-performance culture starts with the leaders and the vision they create to attract the right people who can execute their plan at the highest level. Creating a culture that fosters the growth of high performers is a crucial component of taking any organization from simply competing to dominating their market. High performers have an uncanny ability to generate new business, create income, exceed sales goals, attract new clients, attract new employees, inspire their peers and thereby help the organization succeed. In the case of high performers, what separates them from their peers is the fact that they are self-motivated and have high levels of personal accountability. What high performers need most from leadership is to remove obstacles that decrease productivity, demotivate them and, when left unchecked, cause them to exit the organization. If your organization is serious about hiring and retaining the very best, here are five of the most common mistakes you need to avoid.
- Unclear Vision and Values
High performers want to be part of something bigger than themselves. They need to connect with the greater purpose of the organization and want to feel they have a personal connection to the company’s vision and core values. Leadership needs to provide high performers with a compelling vision of “why” they would want to work in the organization and how their work will contribute to the fulfillment of that vision. Most ambitious employees want to work for leaders and companies that have a strong vision of what they want to achieve and find value in the commitment to making it happen. When high performers fail to reach self-actualization due to a lack of vision, they will look elsewhere. - Promotions Based on Tenure, Not Performance
Promoting an employee because they have “earned the opportunity” based on tenure and not results will kill your organization’s momentum and make the high performers question the leadership’s commitment to excellence. Your best employees will consistently deliver exceptional results, are self-motivated and, by nature, will challenge weak managers. High performers crave a culture where employees earn rewards, pay and promotions through measurable performance standards. They want a culture based on merit and will not stick around to work for managers who were promoted because of tenure and not performance. When an organizational culture rewards longevity and not results, it sends the message that not getting fired is more important than consistently exceeding expectations. High performers will not stick around to work for a manager they don’t feel will add value to their professional and personal growth. - Weak Leadership
High performers don’t quit a company, they leave due to poor management. When an organization promotes average people into management positions, they don’t magically become great managers. These new managers will lack the same drive and high level of personal accountability that the high performers have, which means these weak managers will consistently struggle to lead the high performers. Over time, these managers will hire people who are average and will not be able to elevate employees on their team beyond their average skill level. Weak managers will put any organization on the fast track to mediocrity. - Lack of Recognition
According to a recent case study published in the Harvard Business Review, high performers can deliver as much as 400% more productivity than the average employee. Behavior that gets recognized and rewarded gets repeated, and this is especially important in motivating your high performers. They are intrinsically driven to achieve results, but they want to be recognized and paid for their contributions. If they are not recognized, they will find that recognition with another organization. - No Accountability for Weak Performers
When you ignore poor performance and don’t address employees who fail to live up to the performance standards, it will diminish your credibility as a leader. If you’re a leader who talks about your vision of being the best in your market and then sits by idly while employees fail to hit your high standards, your employees will rightfully question your commitment. High performers will show up to work on time, follow the process, display a great attitude and see their contributions as a crucial part of achieving your dealership’s team goals. When they feel your words as a leader are not aligned with your actions, they will look for leadership in another organization that will share their commitment to winning.
For more information on how Ethos Group can help your dealership develop more leaders in your F&I office, sales management tower and your sales floor, please contact Chris Nesseth at cnesseth@ethosgroup.com or (319) 270-4779, or contact Austin Shane at ashane@ethosgroup.com or (319) 296-8760.
