Performance isn’t just an outcome we measure. It’s intelligence that shapes what happens next. That intelligence should be driving business results.
Performance Intelligence: Rethinking How We Drive Enterprise Transformation Read More »
Why most managers are promoted without being taught the leadership skills required to retain and develop employees.
The Leadership Skills Dealership Managers Were Never Taught Read More »
Your employees know things you need to hear. What’s frustrating customers. Which processes are broken. Why their colleagues are quietly interviewing elsewhere.
Every program OEMs launch depends on people who may not be there in six months.
Training investments. Brand standards implementation. EV transition preparation. Customer experience initiatives. All of it flows through dealership employees: a workforce turning over at 42% annually, with sales consultants hitting 66% and BDC representatives exceeding 100%.¹
The Brand Problem OEMs Don’t See and Dealers Pay For Read More »
When we analyze what drives employee engagement and retention, the same theme emerges repeatedly: management matters more than almost anything else.
Why Your Dealership’s Retention Problem Is a Leadership Problem Read More »
Why work-life balance in dealerships is no longer a perk, but part of a new employer-employee contract built on flexibility and accountability.
The New Employer-Employee Contract in Dealerships: Flexibility With Accountability Read More »
Here’s a number that should change how you think about retention: employees who see strong career growth opportunities are twice as likely to recommend their workplace.¹
Why Growth in Dealerships Must Mean More Than Promotion Read More »
Sales consultant turnover jumped to 66% in 2024, up 12 percentage points from the previous year.¹ In non-luxury dealerships, that number hit 73%. In the Southwest, 86%.¹
Why Paying More Isn’t Solving Dealership Turnover Read More »
Fixed operations is where dealerships actually make money. Service and parts generate consistent profit regardless of whether the new car market is booming or struggling. When variable ops gets squeezed, fixed ops keeps the lights on.
Tim Bergstrom knows all 2,500 of his employees by name.¹
That’s not a marketing claim or an exaggeration. It’s an operational commitment that illustrates everything about how Bergstrom Automotive approaches employee experience.
When “You’re Family” Isn’t Just a Slogan: What Real Dealership Culture Looks Like Read More »
