GOODBYE!

Longtime columnist Chris Schulthies is retiring and offers his farewell thoughts

I began selling cars in 1986 at Grant Brown Pontiac Buick GMC Cadillac in Toronto. At 22 years of age, this was not a mindful career decision, but a random stop until I found a “real job.”

I was irresponsible, immature, directionless and had a meagre Grade 12 education. After realizing that Fortune 500 Companies would not be pursuing me with VP positions, I continued in the retail automotive industry (somewhat embarrassed by the stigma attached to it) and made countless and costly mistakes. 

Time matured me and with the gentle guidance of exceptional sales managers and general managers I found a path, a career and a home. Now some 38 years later I have enjoyed both a successful retail career in sales and management as well as a second career as a sales trainer, consultant and business owner.

I have learned from brilliant automotive minds all across North America. Here are a few of the simple lessons that stand out:

GRIT WINS!

Time and time again I have witnessed highly educated and extremely intelligent people fail. 

They get bogged down in bureaucracy, endless (unnecessary) meetings and a disconnect from the showroom floor. Successful leaders are never far from the showroom floor, service kiosks, their customers and their teams. 

When your team wins, give THEM the credit and kudos. Your satisfaction and reward should come from the fact that you hired, trained and coached them to their current results and success. 

They cut through bureaucracy, reduce meetings and perpetuate a “can do”, MUST WIN attitude. They lead from the front, and are not hidden in the back. They find a way and achieve results through grit, risk, determination, ownership and positive, supportive leadership — no excuses. GRIT WINS!

PARK YOUR EGO. BE HUMBLE.

Don’t start meetings/training sessions with statements such as, “When I used to sell cars, I did this…”. Don’t make it about you. 

Nobody wants to hear exaggerated stories that may not be relevant in today’s landscape. Don’t pretend to know all of the answers; you don’t — and be willing to admit as such. 

Be receptive to new ideas (really), no matter how outrageous — give them all 10 seconds of pause and thought before going to the negative. Be the last to speak in the room, not the first. 

Learn from the room and the temperament before offering opinions or solutions. When your team wins, give THEM the credit and kudos. Your satisfaction and reward should come from the fact that you hired, trained and coached them to their current results and success. Loud, bombastic and dismissive egos are the mask of immaturity, insecurity and fear.

COMMUNICATE. TELL TRUTHS.

Does your team know what your monthly and annual sales targets are (Sales and Service): would they know if asked? 

Can your team articulate the Core Values of your organization (are they documented, “real” and “lived” — or just slogans in a boardroom?). 

Have individual team members been told (and coached) when their performance, attitude, behaviour or actions are not acceptable? 

Have individual team members been provided with a framework and guidelines for advancement? Do team members that work under you tell you the truth, or simply what you would like to hear (fearing retaliation). Are you willing to hear and accept the truth even if it is a critique of your leadership? When people apply to your organization for employment, are their phone calls and e-mails returned when they are not selected?

DON’T CHEAT.

I have seen endless scams involving overcharging customers and creative ways of manipulating numbers and confusing them — some legal, some illegal, but most certainly unethical. In fact, some are genius. 

I have always wondered; if someone is smart and tenacious enough to conjure up such creative scams, would that intelligence not be put to better use in creating processes and customer service initiatives that treat customers with transparency, integrity, kindness and respect? Good guys can in fact finish first. DON’T CHEAT.

HAVE A SALES PROCESS.

A sales process (Sales, E-Leads, Service) is a step-by-step approach to selling a product or service that is DOCUMENTED, TRAINED, COACHED, MEASURED and ENFORCED. 

By that definition, does your dealership really have a sales process? An enforced sales process (that reflects your customers’ current wishes, attitudes and use of technology)?

Is the absolute BEST solution for improved sales, increased gross profits, staff retention, customer satisfaction and hedge to the ups and down of the economy and product cycles. 

Implementing and maintaining a modern sales process is challenging, however in an industry that is often looking to tech for the “next big thing” or the “cure-all”, the work of (undeniably) committing to your sales process is the quintessential “magic bullet” that stands waiting to go to work. 

ENJOY THE JOURNEY

Document in writing, photos or video all of your victories, successes and milestones (and with your team when applicable). There will be many — your list over the years will be impressive, however you will forget. 

It is incredibly important to reflect on your WINS when challenges and roadblocks appear insurmountable or when faced with failure (learnings). It is even more important to celebrate and soak up your successes in the moment, whether a gathering of your team, a celebration drink or dinner, a weekend get-away, a new experience or an “off-the-grid” vacation. 

Live it all NOW, enjoy it all NOW. Don’t wait for some arbitrary date of retirement.

BE GRATEFUL

This is an industry that rewards performance, attitude and grit (not office politics) and allows people to advance into senior leadership roles, even ownership. Moreover, the retail automotive industry allows people with a Grade 12 education to earn a significant six-figure income and enjoy a dynamic and rewarding career alongside some of the very best business minds in all of industry. BE GRATEFUL!

The retail automotive industry allows people with a Grade 12 education to earn a significant six-figure income and enjoy a dynamic and rewarding career alongside some of the very best business minds in all of industry. BE GRATEFUL!

I would like to thank Todd Phillips (Editor) and Niel Hiscox (Publisher) of Canadian auto dealer for the incredible opportunity to contribute to this outstanding publication. Todd’s insights, intelligence and gentle guidance have been invaluable in my 20+ years as a columnist and humble member of this industry.

I would also like to thank the Dealer Principals, General Managers, Sales Managers, Sales Consultants, OEM Managers, industry suppliers and fellow sales/leadership trainers that I have had the immense pleasure to collaborate with, learn from and laugh with. 

I will deeply miss you all. 

Finally, I thank my wife Sandra for her endless support, guidance and counsel and the job of raising our two children (Kurt and Kylie) while also navigating a successful career in banking while I trekked over a million miles in the air. We are now travelling the world TOGETHER.

I hand over the reins of Wye Management to Hector Bosotti. Hector has been a builder of Wye for over 20 years as a Master Trainer and Consultant. Hector is a colleague, confidant, mentor and friend. 

He has international experience in both the retail and training side of the industry, and (in my humble opinion), one of North America’s absolute best, most knowledgeable and dynamic trainers. 

I leave Wye Management to a brilliant and capable team that will continue our 33-year legacy and provide the auto industry with continued fresh, bleeding- edge sales and management training and consulting.

About Chris Schulthies

Chris Schulthies is the president of Toronto-based Wye Management. Wye Management provides sales and management training (showroom and digital) for dealerships, dealer groups, OEMs and industry suppliers in Canada and the U.S. You can contact him at cschulthies@wyemanagement.com or 416.908.6346.

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