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Structure, Organization, and Leadership.
Key Daily Priorities for GMs
Arrive Early
Leading by example is key, beginning with the importance of arriving early. By being among the first to arrive, GMs demonstrate a commitment to their role and set a standard of punctuality and preparedness. Early arrival offers an opportunity for uninterrupted time to review the previous day’s metrics, prepare for upcoming tasks, and ensure any operational or staffing issues are addressed before the workday begins. This quiet time also allows GMs to align their goals for the day, ensuring clarity and focus before the team arrives.
Daily Checklist
Utilizing a structured daily checklist is one of the cornerstone practices highlighted in this chapter. The checklist ensures no key tasks are overlooked and keeps the GM aligned with the dealership’s priorities. Typical items include:
Reviewing the dealership’s digital and physical inventory to confirm proper presentation and pricing.
Verifying that service bays are prepped, tools are ready, and technicians have clear schedules.
Inspecting customer-facing areas such as waiting rooms, ensuring they are clean, comfortable, and welcoming.
Confirming appointment schedules and ensuring that resources are allocated efficiently to meet customer needs.
This daily process not only promotes efficiency but also helps GMs proactively identify and address potential challenges before they escalate.
Operational Reviews and Financial Monitoring
GMs must stay vigilant about the dealership’s financial health. This involves reviewing key financial indicators such as cash balances, daily deposits, accounts receivable, and any outstanding transactions. These reviews ensure the dealership remains solvent and operationally efficient. Furthermore, a quick operational review of department performance metrics, such as sales numbers or service productivity, allows GMs to identify trends or discrepancies. For instance, if a department is falling behind in its goals, the GM can intervene early, whether through strategy adjustments, additional resources, or direct coaching.
Engaging with Teams Through Stand-Up Meetings
Effective communication is vital to any dealership’s success, and short stand-up meetings are a practical way to achieve it. These quick, focused huddles with department heads help align everyone with the day’s priorities and goals. GMs can use this time to:
Share critical updates or announcements.
Address any pressing issues from the previous day.
Motivate team members by recognizing accomplishments or setting clear expectations.
These meetings also allow GMs to gather valuable insights from department leaders, such as potential challenges or customer feedback, ensuring everyone is on the same page. Importantly, these meetings should be concise to keep the team focused and avoid disruptions to the workflow.
Walking the Floor (MBWA - Management by Walking Around)
Management by Walking Around (MBWA) emphasizes the importance of a GM’s physical presence throughout the dealership. This practice enables GMs to observe operations in real-time, spot inefficiencies, and address issues immediately.
In the sales department, GMs can engage with the team, review customer interactions, and ensure that the sales floor maintains a professional appearance.
In the service department, walking the floor helps GMs gauge technician productivity, review the flow of vehicles through service bays, and ensure customers are being assisted promptly.
For back-office teams, GMs can check in on administrative processes, such as customer billing or title paperwork, to ensure everything is running smoothly.
Beyond operational oversight, MBWA fosters stronger relationships with employees by creating opportunities for informal conversations. It helps GMs stay attuned to team morale and identify potential issues early, while also demonstrating their investment in every department’s success.
The Role of Culture and Process Discipline
We can't understate the GM's role in creating and sustaining a positive workplace culture that promotes accountability and responsibility. This culture should blend freedom with discipline, encouraging innovation while maintaining structured processes. The GM must serve as a role model, showcasing dedication, fairness, and a focus on results.
Conclusion
By adhering to these best practices, GMs can enhance operational efficiency, employee morale, and customer satisfaction, leading to greater overall success.
This was just a short summary of one chapter of the Dealers Edge Guide, The General Manager’s Desk Reference. The next chapters cover weekly, monthly and quarterly responsibilities.
The General Manager’s Desk Reference Guide is the ultimate resource for automotive dealership leaders, offering actionable insights and expert strategies to excel in every aspect of operations. From daily priorities to long-term planning, this guide provides step-by-step tools to drive efficiency, grow profitability, and inspire team success.
Whether you're a seasoned GM or aspiring leader, this book is your roadmap to mastering the art of dealership management and achieving sustainable results.
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