Auto Dealer Monthly Magazine is the daily operations publication serving the retail automotive industry. This automotive publication serves dealer principals, officers and general managers with the latest best practices.
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the What's When asked how often dealers should start, repeat and renew training, our sources' answers varied. By Tariq kaMal One of the frst steps to implementing a training program is setting the schedule. That's easy enough for a one-day motivational session, but ongoing training requires more planning. "The best companies treat training and development of their people as an investment," says Tony Troussov, director of training for automotive Development Group in Bloomington, Minn. "Similar to a fnancial investment, investing in your people needs to be an ongoing process. Whether it is done internally or externally, it must be part of a dealer's DNa." so how frequently should dealers provide training? let's ask the trainers. "a dealer should have a training plan that includes structured training With regularity. once a year or every six months just doesn't get the job done." Gizzo's approach is designed to head off complacency, a problem that several trainers say is endemic to the car business. he believes that no dealer should be afraid to shake up their staff — or themselves. "My advice is, do not yield to your personal discomfort! Once the process of identifying training opportunities and taking action is adopted by all, the organization will improve dramatically and the team will consistently meet or exceed more objectives." "The most successful dealers know that there is no 'standing still' in the car business," says Michael cassinelli, sales and fnance trainer for IPS agency in Georgetown, ky. "if you're not constantly pushing your people to learn, adapt and improve, then the reality is your people are actually devolving. They're not 'staying the same'; instead, they're getting worse." every day as often as needed "as self-serving as it sounds, a dealer should be constantly training," says cory Mosley, principal of Mosley automotive Training. "i work with some of the most well-known and proftable dealers who, even though they train internally, have me come in quarterly with fresh outside information. Zig Ziglar said it best: 'People often say that motivation doesn't last. Well, neither does bathing — that's why we recommended it daily.'" "Think about the people who are the best at what they do," says jerry Thibeau, ceo of charlotte, N.c.based Phone Ninjas. "i guarantee you those people are training daily. Dealerships should be focused on providing daily training and coaching." john Gizzo is vice president of subprime retail strategy for atlantabased Global lending services. he says dealers should seek training "every day. actually, more than every day. it is my belief that every time an action or process is witnessed that 10 can be improved upon, leaders should seize the opportunity to train." Gerry Gould is director of training at clearwater, Fla.-based united Development systems inc. (uDs). he says that "training is a journey, not a destination," and he emphasizes that mantra with his dealer clients. "i feel a dealer should have a training plan that includes structured training with regularity," Gould says. "Once a year or every six months just doesn't get the job done." joe Webb, founder of Dealerknows consulting in chicago, says training should be undertaken "as it is needed," a requirement that varies by the dealership. Noting that no trainer can take up residence at a single store, the responsibility for day-to-day training belongs to the dealer. "Training needs to be ongoing, so reinforcement sessions are crucial," he says. "But day-to-day training must already be taking place on the showroom foor between the management [and] the team." PhoTo ©isTockPhoTo.coM / FraNckrePorTer