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David Ciambella featured in the Orlando Business Journal

David Ciambella featured in the Orlando Business Journal

Our CEO, David Ciambella, featured in Orlando Business Journal's People on the Move.  

Click here to learn more about The Rawls Group's CEO. 

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Who Will Be the Leader?

Ensuring the future success and sustainability of a dealership is not based solely on operational knowledge and efficiencies. In fact, identifying and developing future leaders is critical to building sustainable dealership value. This involves overcoming leadership barriers that lurk in areas that most tend to overlook.

No longer is auto industry knowledge and experience enough to sustain and lead a dealership into the future. Innovations in technology, a lingering fear of economic uncertainty, ongoing regulatory changes and generational perspectives of “old school” and “new school” way of thinking can build organizational tension, impacting performance. Therefore, what may have been good enough previously is no longer good enough to lead your organization into the future.

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The Rawls Group Appoints David Ciambella as President and Chief Executive Officer

 

The Rawls Group, one of the nation’s most respected business succession planning firms, is proud to announce that David Ciambella has been named President and Chief Executive Officer. Initiating the firm’s succession plan, this move was effective January 1, 2017, with Loyd Rawls, the founder transitioning to Chairman of the Board.

“David has a relentless passion for succession planning. As a proven leader, he is committed to the growth of The Rawls Group and the acknowledgement of TRG as the global standard for succession planning.” said Loyd Rawls, Chairman. “David’s history and experience with our firm, combined with his receptiveness to new challenges and opportunities will ensure that TRG will continue to set the benchmark for succession planning into the future.”

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NCM-Rawls Dealer Executive Program: Where Leadership and Legacy Intersect

The long-term viability and success of dealership is no longer dependent on the operations of the store alone. The retail automotive industry is not the same as it was for our father’s and grandfather’s. Today, there are multiple generations working within the dealership, family member employees involved in the day-to-day, and competition is more than just the store in the next town.

Dealer owners, operators and managers need to be more agile and flexible than ever before in order to ensure the future of the business. Advancements in technology, generational shifts and demographics, continued changes in laws and legislation and manufacturer requirements impact all areas of ownership, and more than ever, focus must also be in the areas of recruiting and retention, short and long-term strategic planning, and preparing for owner transition and succession.

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NCM® Associates and The Rawls Group Announce New Leadership and Succession Program

Kansas City, Mo., January 16, 2017 – NCM® Associates and The Rawls Group announce the launch of their new NCM-Rawls Dealer Executive Program, where leadership and legacy intersect.

A collaboration between two leading automotive service providers, the NCM-Rawls Dealer Executive Program offers an exclusive 10-month leadership development curriculum specifically designed with an emphasis on succession planning for current and future dealers to gain the critical knowledge, tools, and resources necessary for long-term success. ™

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Getting Comfortable with Your Exit Strategy

Before you can get comfortable, you first need to define your exit strategy. This means being able to define what your exit will look like and the range of options are broad and include:

  • Complete cold turkey break from operations
  • Exiting day-to-day management but continuing to have operational final say
  • Entrepreneur’s retirement: participate when you want to, and delegate decision making power to an individual successor or board of directors
  • Sale of the business
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Successors: Bring Value

Here's a new concept, Successors: Bring Value!

The opportunities are endless - your dealership is a multifaceted, financially complex business, employing hundreds of different types of people, and accounting for millions of dollars in sales. But when you dive deeper, these dealerships consist of unique mini-economies that compete and thrive off of one another. Each department can be viewed as an interdependent business seeking to generate profit and minimize loss. The front end focuses on sales and exists in a variable world; working with manufacturers to acquire the right product, to sell as many units as possible, at the right price, in order to generate the gross revenue that will result in profit to the bottom line. Conversely, the back end relies on fixed costs, associated with the number of cars that come through the dealership and maximizing the serviceable hours of employees to generate adequate profit to the bottom line. Then there is the unique used-cars world that takes on its own special circumstances in regards to its place in the dealership’s greater-economy. In addition are the ancillary businesses associated with dealerships such as outside insurance sales, collision centers, quick lubes, cafés, employee benefits, reinsurance programs, etc. that co-exist with the major departments and serve as additional profit centers. Each of these interdependent departments can be reviewed for their solvency on a single statement, but ultimately rely on one another to achieve success. In fact, when departments work synergistically, the overall dealership economy produces generous profits, functions seamlessly, and provides a stable source of employment to the local community. 

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1383 Hits

Successor Identification - Family versus Non-Family Member Successors

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Identifying Successors: Family Member Versus a Key-Manager?

Identifying and developing successor candidates can be a challenging endeavor, especially when evaluating family member and key manager successor candidates. The difference between a family member employee and a key manager can be compared to an ongoing rivalry between 2 current NFL quarterbacks, Tom Brady and Peyton Manning. Their routes to the NFL couldn’t have been more different. Brady an unknown back-up in college and Manning whose essentially quarterback royalty.

The expectations of a young Tom Brady were low. His sixth-round draft position led to little hope of success. Mistakes were expected and successes a pleasant surprise. Brady’s was an underdog, lucky to be given a chance. This is the story of a key manager with hopes of running his own business someday.

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As Seen in Multi-Unit Franchisee Report - Successor Prep for the New Generation

Picture a 50-something year-old multi-unit franchisee who has been in business for more than 20 years and has tirelessly worked to grow and build a diverse business. His kids are in their mid- to late-20's and have been getting more involved in day-to-day operations. They are ecstatic to be entering the family enterprise and proudly fly the family name. The company has a fantastic reputation in the community and the family name holds weight and notoriety in the industry. It is well-established with sound business practices and a formula for success that has produced generous profits and provided a great place of employment for many families. Sound familiar? 

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Identifying Successors - Can I Have Multiple Successors?

family_business_heartburn_relief_loyd_rawls

~ An Excerpt from Family Business Heartburn Relief™~

The vast majority of businesses have a designated "successor leader." However, a business can have multiple successor candidates, who can provide support to "the leader." Successor candidates include any family member or key manager who brings value to the business and is prepared to serve as a leader with a goal of perpetuating the success of the business.

Multiple successor candidates ideally generate a team of successors who are led by the successor leader. The interaction of multiple successor candidates can be complex especially if there are no expressed parameters for sibling/cousin/Key Manager interaction; or if back biting, resentment and rivalry are tolerated. However, assuming there is mutual respect among the group of next generation successors, the more successors who have skin in the game and a vested interest in continued success, the merrier. Multiple successors, effectively managed, create organizational strength, resilience, power and leadership bench strength. 

Email This email address is being protected from spambots. You need JavaScript enabled to view it. for an electronic version of Family Business Heartburn Relief

...
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1689 Hits

Successful Successors Come in All Sizes

The story of first generation family businesses is usually an inspiring saga about an individual with a vision who overcame a great deal of adversity through hard work, dedication, good timing and a certain amount of luck. Success does not come easy, especially when you start at the ground floor. The lessons learned through the sacrifices of G1 become a value system that is modeled for future generations. As future generations are introduced however, the story of G1 often becomes more like folklore – the message is heard but is not entirely relevant anymore. The successful family business is sure to have had a positive change on the family’s standard of living and your successor isn’t starting with the same perspective as G1. So in order to successfully pass the baton to the next generation, it is important to identify who you’re working with and what will motivate them.

The difference between successful G1 and G2 business owners can be compared to an ongoing rivalry between two current NFL quarterbacks – a first generation Tom Brady and a second generation Peyton Manning. Their routes to the NFL couldn’t have been more different; Brady an unknown back-up in college and 6th Round Draft Pick vs. Manning who is essentially quarterback royalty and a First Round Draft Pick. Despite the differences, they are both tremendously successful at what they do and are both known for a relentless work ethic to be the best.

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Successor Development - What About the Youngest?

Birth order can be a significant factor in many situations. Should it be relevant in the succession of your family business?

If you’re like most parents, you probably strive to treat your children equally, paying special attention so as not to create jealousy or the illusion of favoritism. Additionally, you want to equip each of them with all of the tools they will need to be successful in life. Unfortunately, reality has a funny way of making “equal” unattainable.

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Win the Right to Be Heard: Successor Prep for the New Generation

Picture this, 60+ year-old dealer who has been in business 20+ years. Possibly inherited the dealerships from his/her own family and have tirelessly worked to grow and build the business. The kids are in their late 20’s and have been getting more involved in the dealerships. They are ecstatic to be entering the family enterprise and proudly fly the family name. The company has a fantastic reputation in the community and the family name holds weight and notoriety in the industry. It is well-established with sound business practices and a formula for success that has produced generous profits and provided a great place of employment for many families. Sound familiar?  

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1524 Hits

Are You Really Listening to Your Successor

"Good morning, Jacob. Thank you for the fine dinner last evening. It was nice to spend time with you and Sandy. It is very apparent that you married above yourself."

"Oh yes, Loyd. You continue to have an outstanding ability to pick up on the obvious," he responded with a chuckle. Dr. Merlot, my succession planning alter-ego, joined us as we enjoyed a cup of coffee before continuing the prior day’s discussion about Successor Development Curriculums for Jake Jr. and Sally, Jacob’s son and daughter who were both working in the dealerships.

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Successor Filters

For many dealers, coming to terms with the assets and liabilities impacting the continued success of their business can be a difficult wakeup call. The ability to build a resilient, sustainable business over multiple generations is a multi-faceted endeavor impacted by different factors. One common concern heard from dealers however; is “Who has what it takes to fill my shoes?”. Here is an example of just that type of situation.

"Loyd, is there anything else you want to discuss? This succession assessment has really put me under a microscope. I haven't been bruised up like this since I slipped on the ice a few years back!"

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Keys to Preparing Your Successor

Just as there are many roads that lead to Rome, there are many paths that can be taken when it comes to preparing your successor. Many Dealers believe operational experience in the front and back ends of the business and participating in learning opportunities such as Dealer Academy are all that is necessary to become a successful auto dealer. Operational rotations and successfully completing industry education are extremely valuable steps in the successor preparation process. However, this approach often results in a false sense of security for both the Dealer and the aspiring successor as other critical developmental opportunities are omitted. So, what else can you do to ensure your successor is adequately prepared to lead your business in the future? Here are some tips to help ensure your successor is equipped to take the leadership baton and successfully run with it.

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Are You Missing Out on the Successor Right In Front of You?

 "Loyd, thank you for coming to see me. Please sit down," Mr. John Doe, the elderly but fit gentleman, offered as we settled into his office. Settling back into his chair, he continued. "My accountant attended one of your succession planning seminars and suggested we talk. We have three dealerships. I have a son who is pretending to run our stores. I also have a daughter and a son-in-law who work here. I own 35% but 51% of the voting stock. I don't know what to do," he continued apparently relieved to have someone to speak to. "My son will not listen to me. And unfortunately he is the only capable family member. I doubt he works 40 hours a week; he says he works from home. I know he trains for marathons, coaches his son’s baseball team and never misses a school meeting. Meanwhile, the businesses underperform. When I threaten to fire him he just smiles and says do what you have to do. My son-in-law wants me to appoint him the Dealer but he's had some issues with drugs," he offered with a conciliatory shrug of the shoulders. 

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How Do I Build Bench Strength in My Organization?

Talk about bench strength occupies quite a bit of time in board rooms and kitchens all around the world.  I’ve read some articles that talk about the “marriage” between succession planning and successor development; and I’ve read others that talk about how hard it is to find people suited to be the next generation of leaders.  Still others present business owners and leaders with something akin to “silver bullet” coaching that can get people ready overnight.

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OPPORTUNITYISNOWHERE

Take a close look at the letters above. Now, without changing the sequence of the letters, break those twenty letters into a sentence.

If business has been tough or you don't feel passion or commitment from your people, your sentence might read "Opportunity is nowhere." You might be thinking, "What have I done with that list of business brokers? I know it's around here somewhere."

Tempting as that broker search might be, don’t jump at it. Those same twenty letters can create another sentence: "Opportunity is now here." Same twenty letters, same and yet a completely different approach to finding a solution.

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