Consultants: do they help?

What is the message to managers when the dealer is bringing in outside input?

The feelings are mixed. We can look at some brief points of view:

"I'm not doing a good enough job!" " I can't get the job done, "I need help!"

Many managers hold these opinions because communication is generally weak in dealerships. Managers should see the "me" issues in how they react. They sometimes look at just "me," not the big picture. The big picture is return on investment, not the personal issues of the managers.

Let's look at change, improvements, managers' involvement and commitment to improve.

Managers, in general, are a hardworking smart group. Consider the issues that contribute to problems or inferior financial performance.

What are they?

Communication        Analysis             Skill
Objectivity         Delegation           Systems
Follow-Up         Accountability     Self-Satisfaction

Let's not forget about the dealer's opinion for bringing in outside input.

What are they?

Return on      Staying Ahead of the        Team
Investment      Profit/Loss Curve       Development

The bottom line is that there are several converging thoughts and efforts. They're all trying to get to the same place - profitability!

In many dealerships these issues cannot be brought out in the open and objectively resolved. When people from within try to solve improvement problems, they often find themselves in a stalemate, and profits do not change.

This is why consultants can be so valuable. They can coach the right analysis and guide the proper solution. If structured, everything is written and followed up, ensuring success.

There are key ingredients which consultants do not bring to the table. Instead, dealers bring them. When dealers use any outside help to improve their operations, the key ingredients are:

* A thorough understanding of what will be changed and what that change will be.

* Support for the change implementation and the consultant team doing the work.

* Conviction and follow-through that registers with the management team.

Without these issues in place, the investment in outside help will not produce the desired result.

Rob Lee is director of in-house operations and an executive conference moderator for NCM Associates, Inc., an employee-owned company and originator of the Twenty Group process over 50 years ago.

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