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The managers who weren’t willing to adapt simply had to exit the business. By the fall, their comfort zone had necessarily stretched. Maintainers who had to shut down their businesses in March 2020 were forced to get creative and think outside of the box if they wanted to survive. When the market is down, Maintainers tend to be a leader in the downward turn.Ī Maintainer has the potential to become a Builder if something forces them outside of their comfort zone-for instance, a sudden global pandemic. When the market is strong, sales may improve, but metrics tend to fall short of the growth the Builders are producing in other sales teams. It will continue to ride the slow current of the status quo. The business won’t necessarily get any worse or better. Unfortunately, the Maintainer doesn’t foster growth in the dealership. Many people love working for Maintainers because they don’t rock the boat and are generally content to let their employees operate as they always have. In fact, go to right now and type in “manager.” You’ll see some of the first terms that appear as “other words for manage” include: administer, guide, conduct, and maintain. Builders are always working to make something bigger and better. After all, to build something requires action it’s exciting and new. Basically, this is the kind of manager you want to be. They guide and train their people so that everyone is equipped to achieve the goals they’ve set out to reach. They’ll refine new processes and ensure everyone’s success.īuilders are prepared, organized, and maintain a constant view on where they want to go next while capitalizing on the present. Their effectiveness as leaders will be readily seen as they start to usher their employees through that change. Where do we want to be in three months? In six months? One year?īuilders view change as something to embrace-not for its own sake, but if the change is warranted and makes sense.What is trending and giving us a clue for the future?.What can we do to deliver a better experience for our customers?.They’re asking the kinds of questions that make visions come to life:
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For the Builder, training isn’t something you did right after hiring your employees training is something that you do constantly.īuilders are always figuring out how to get to the edge and push beyond it. They understand that their people will only get so far on their own, and that it’s the manager’s responsibility to help them grow beyond that. More holistically thinking, builders establish a culture of growth and healthy competition. Consequently, they also develop their people. The Builderīuilders do exactly what their name implies: they build the team. Consequently, you might learn about a necessary transition to make that optimizes your leadership. More likely, this last person is someone else on your team who undermines and slows your best efforts.īy the time you’re done reading, you’ll know which of these three types your management style falls into. You’re a leader who builds their team, one who manages people in predictable ways, or someone who tears teams apart. How you manage the details of your sales team, especially the way you hold your people accountable to them, will show up in one of these three ways.
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Generally speaking, managers can be broadly defined as one of three types: the Builder, the Maintainer, and the Destroyer.