David Martin
The Mar-Kee Group
Accountability for AllAccountability for All
1. An obligation or willingness to accept responsibility
2. Measuring performance against a defined set of rules
or standa...
∗ Having a good plan of action and securing the cooperation
of others to carry it out
∗ Following-up and following through...
∗ Some dealerships seem to have a mission statement that says:
“We will hold all employees accountable -- as long as it is...
∗Salespeople
∗Managers
∗Owners/Dealer Principals
Who Should Be Held Accountable?
∗ All starts with the WHY?
∗ Tangible goals must be in place
∗ Goals must be: Specific
Measured
Attainable
Relevant
Tracke...
∗ Monthly income
∗ Number of sales needed (based on averages)
∗ Number of write-ups needed
∗ Number of product presentatio...
∗ Must be held responsible for:
∗ Representing the dealership in a professional manner
∗ Following the dress code and good...
∗ Group most often associated with accountability
∗ Typically responsible for overseeing (punishing) those that do not
com...
1. Communicate specific performance standards that are expected
2. Be sure they understand your vision, mission and values...
6. Provide unfiltered, candid feedback on performance
7. Confront them with appropriate consequences when warranted
8. Reg...
• Training, training, training
∗ Capitalize on every opportunity to do business
∗ Shows your commitment to the business
∗ ...
WHO is training YOURS?
1) Your customer?
2) Veteran salespeople with too much time on their hands?
3) You?
FACT: Your Sal...
1) They don’t know WHAT to do.
2)They don’t know HOW to do it.
3) Someone INTERFERES with their desire or
willingness to d...
Do Not Undo The Classroom Training
1) Reinforce training in actual situations
2) Real world, real customer—not theoretica...
 The trickiest group to hold accountable
 The dealership is not a democracy, nor should it be
 Those on top must take a...
• Leaders lead – either up or down
∗ Employees look to you for direction
∗ Treat people as you want them to be -
not as yo...
∗ Give all managers clear guidelines on your expectations
∗ Don’t accept statements such as:
∗ “We can’t find good people ...
 Must be consequences for employees who remain mediocre (or worse)
 If there is no consequence for a manager who fails t...
∗ Their attitude
∗ Their work ethic
∗ Their discipline
∗ Their character choices
∗ Where they spend their time
∗ With whom...
Hold People Accountable on the
Aspects of Their Job That They Can
Control
“That’s nice, but now
let’s talk about something...
∗ WHY? Because we:
1. Sell cars one at a time.
2. Lose deals one at a time.
3. Mishandle sales calls and Internet leads on...
6. Don’t follow our sales processes one at a time.
7. Fail to follow-up on customers one at a time.
8. Allow cars to age o...
Snapshot How are you doing in these vital areas?
Use a scale of 1-10 to rate the
effectiveness of your current programs
We...
Snapshot
We currently have:
Timely assessment of training progress _____
Sales skill certification _____
Standards for con...
∗ As a leader, you must acknowledge shortcomings where
they exist and vow to pay the price to make the necessary
changes.
...
∗ Accepting accountability is crucial to real leadership
∗ You cannot control all that happens to you, but you can
control...
∗ You have two choices each day: perform or make excuses.
You get to choose!
∗ Regardless of how honorable your intentions...
∗ The end of excuses begins at the top!
∗ Excuses will finally end when you, as the leader, decide to
do away with them pe...
∗ As a leader, if you hide behind excuses and rationalize poor
results, you give your people the freedom to do the same.
∗...
David Martin
The Mar-Kee Group
Accountability for AllAccountability for All
David Martin
The Mar-Kee Group
Accountability for AllAccountability for All
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Does your business need a culture change?

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Unfortunately I missed David Martin’s workshop at this year’s AADA Convention, however I did manage to get a copy of his presentation titled “Accountability for All” which you can see here.
If you’re not familiar with David’s background he heads one of the most influential sales training companies in North America and has played an active role in the success of auto dealerships across the country and in Australia.

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Does your business need a culture change?

  1. 1. David Martin The Mar-Kee Group Accountability for AllAccountability for All
  2. 2. 1. An obligation or willingness to accept responsibility 2. Measuring performance against a defined set of rules or standards Accountability: Positive or Negative?
  3. 3. ∗ Having a good plan of action and securing the cooperation of others to carry it out ∗ Following-up and following through on the plan ∗ Monitoring the process and changing it when and where necessary ∗ Giving everyone the best possible chance to succeed Accountability Involves:
  4. 4. ∗ Some dealerships seem to have a mission statement that says: “We will hold all employees accountable -- as long as it is easy, convenient and popular with the staff.” Is Accountability Present In Your Dealership?
  5. 5. ∗Salespeople ∗Managers ∗Owners/Dealer Principals Who Should Be Held Accountable?
  6. 6. ∗ All starts with the WHY? ∗ Tangible goals must be in place ∗ Goals must be: Specific Measured Attainable Relevant Tracked Salespeople Short-term: 2 months or less Medium-term: 2 to 12 months Long-term: 12 months and over
  7. 7. ∗ Monthly income ∗ Number of sales needed (based on averages) ∗ Number of write-ups needed ∗ Number of product presentations needed ∗ Number of opportunities needed ∗ All numbers broken down into weekly/daily ∗ This is the ultimate accountability to personal financial success Salespeople Should Break Down Their Financials Goals to:
  8. 8. ∗ Must be held responsible for: ∗ Representing the dealership in a professional manner ∗ Following the dress code and good grooming ∗ Staying educated on products and trends ∗ Following your sales process (no shortcuts) ∗ Utilizing technology ∗ Completing scheduled CRM tasks ∗ Follow-up and prospecting ∗ 100/100/100 Salespeople
  9. 9. ∗ Group most often associated with accountability ∗ Typically responsible for overseeing (punishing) those that do not complete follow-up activities; chastising sales consultants with below- average results and acting as a general watchdog ∗ One of their most important duties is to hold salespeople accountable and measure performance activities Managers/Team Leaders
  10. 10. 1. Communicate specific performance standards that are expected 2. Be sure they understand your vision, mission and values 3. Learn what motivates each one 4. Provide the time, tools and structure to improve their skills 5. Routinely have one-on-one coaching and review sessions To Hold Salespeople Accountable, What Must Managers Do?
  11. 11. 6. Provide unfiltered, candid feedback on performance 7. Confront them with appropriate consequences when warranted 8. Regularly evaluate those who are not performing 9. Be prepared to remove those who cannot or will not comply with your standards 10. Lead by example To Hold Salespeople Accountable, What Must Managers Do?
  12. 12. • Training, training, training ∗ Capitalize on every opportunity to do business ∗ Shows your commitment to the business ∗ Everyone makes more money ∗ Customer satisfaction is enhanced Managers/Team Leaders
  13. 13. WHO is training YOURS? 1) Your customer? 2) Veteran salespeople with too much time on their hands? 3) You? FACT: Your Salespeople are Being Trained Every Day!
  14. 14. 1) They don’t know WHAT to do. 2)They don’t know HOW to do it. 3) Someone INTERFERES with their desire or willingness to do it. Why Do Salespeople Fail?
  15. 15. Do Not Undo The Classroom Training 1) Reinforce training in actual situations 2) Real world, real customer—not theoretical 3)Have salesperson present proposal to sales manager first 4)Role play Train at the Desk– Every Day, Every Deal
  16. 16.  The trickiest group to hold accountable  The dealership is not a democracy, nor should it be  Those on top must take accountability to a higher level  See your staff as stock holders  Have quarterly meetings to tell them what you are going to do to make their business thrive Owners/Dealer Principals  Inventory and stocking levels  Planned training  Employee improvements  Business reinvestment  Advertising guidelines and plans  Capital improvements
  17. 17. • Leaders lead – either up or down ∗ Employees look to you for direction ∗ Treat people as you want them to be - not as you see them Owners/Dealer Principals
  18. 18. ∗ Give all managers clear guidelines on your expectations ∗ Don’t accept statements such as: ∗ “We can’t find good people in our area” ∗ “Let’s see if he works out and then we will train him” ∗ “I can’t fire him because I have no one to replace him” ∗ Face some facts: ∗ Managers are paid to get results regardless of conditions. It is not always easy, but it is always possible. ∗ Managers should focus on the things they can control and stop getting distracted and complaining about things they cannot control. Owners/Dealer Principals
  19. 19.  Must be consequences for employees who remain mediocre (or worse)  If there is no consequence for a manager who fails to either develop or replace below average salespeople, you have accepted mediocrity at the highest levels  Create minimum standards of performance and have the courage to enforce them  Minimum standards are designed to: ◦ Motivate an employee to strive for more than they thought possible. ◦ Weed out the wrong people before they can do much harm. ◦ Compel managers to either “get their people better or get better people.” Owners/Dealer Principals
  20. 20. ∗ Their attitude ∗ Their work ethic ∗ Their discipline ∗ Their character choices ∗ Where they spend their time ∗ With whom they spend their time Failure is not an accident Hold People Accountable on the Aspects of Their Job That They Can Control
  21. 21. Hold People Accountable on the Aspects of Their Job That They Can Control “That’s nice, but now let’s talk about something we can control.”
  22. 22. ∗ WHY? Because we: 1. Sell cars one at a time. 2. Lose deals one at a time. 3. Mishandle sales calls and Internet leads one at a time. 4. Give poor product presentations one at a time. 5. Fail to take customers on test drives one at a time. Stop Looking at “The Big Picture”. Concentrate on “The Little Picture”
  23. 23. 6. Don’t follow our sales processes one at a time. 7. Fail to follow-up on customers one at a time. 8. Allow cars to age on us one at a time 9. Make bad hiring decisions one at a time 10. Tolerate mediocre employees one at a time. When dealers concentrate on making positive changes one at a time – good things result! Stop Looking at “The Big Picture”. Concentrate on “The Little Picture”
  24. 24. Snapshot How are you doing in these vital areas? Use a scale of 1-10 to rate the effectiveness of your current programs We currently have: An ongoing recruiting process _____ A firm set of hiring standards _____ Clear job descriptions _____ An orientation process _____ An initial training schedule/plan _____ Performance tracking _____ Regularly-scheduled ongoing training _____
  25. 25. Snapshot We currently have: Timely assessment of training progress _____ Sales skill certification _____ Standards for continued employment _____ Weekly counseling sessions (salespeople) _____ Management accountability _____ Opportunity for advancement _____ An environment that creates success _____ How are you doing in these vital areas? Use a scale of 1-10 to rate the effectiveness of your current programs
  26. 26. ∗ As a leader, you must acknowledge shortcomings where they exist and vow to pay the price to make the necessary changes. ∗ “When it comes to paying the price, you can either pay now and play later or play now and pay later. But either way – you will pay!” - John Maxwell ∗ Remember – the cost of doing the right thing is miniscule in comparison to the cost of doing nothing. Owners/Dealer Principals
  27. 27. ∗ Accepting accountability is crucial to real leadership ∗ You cannot control all that happens to you, but you can control (and are responsible for) how you handle it. ∗ The quality of your life & business will be measured by the quality of the response you choose when bad things happen. Owners/Dealer Principals
  28. 28. ∗ You have two choices each day: perform or make excuses. You get to choose! ∗ Regardless of how honorable your intentions or how persistent your efforts, you will always be measured by performance and results. ∗ The more you focus on performance and accountability, the less likely you will be embarrassed into making excuses. Owners/Dealer Principals
  29. 29. ∗ The end of excuses begins at the top! ∗ Excuses will finally end when you, as the leader, decide to do away with them personally and when you stop accepting them from others. ∗ Unfortunately, giving up excuses is easier said than done because they provide protection for our egos and allow us to shift blame. Owners/Dealer Principals
  30. 30. ∗ As a leader, if you hide behind excuses and rationalize poor results, you give your people the freedom to do the same. ∗ But if you accept and take responsibility, even if it is a blow to your ego, you create a positive pressure for your people to do the same. ∗ Eliminating excuses and demanding accountability in your dealership begins and ends with YOU! Owners/Dealer Principals
  31. 31. David Martin The Mar-Kee Group Accountability for AllAccountability for All
  32. 32. David Martin The Mar-Kee Group Accountability for AllAccountability for All
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