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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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As Seen in Digital Dealer Magazine - Finding Your Place in the Family Business

Finding your role in a family-owned dealership can be a difficult task. Not everyone is cut out or may care to take on the responsibilities of Successor/Owner, so where do you fit?

Read the complete article on the Dealer Magazine website

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Pass the Baton So Your Successor Can Fill Your Shoes

Developing a successor is paramount to sustainable business success. It requires empowering your successor to step up to the challenge, while holding them accountable to strategic goals. For a period of time there are multiple hands on the baton. If this delicate transition is not done properly there can be a demotivating tug of war experience - you might run past the disqualification line before the hand off is complete, or even worse, drop the baton.

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As Seen in Multi-Unit Franchisee - The Trouble with Saying ' I Got This'

As Seen in Multi-Unit Franchisee - The Trouble with Saying ' I Got This'

Designated successors generally have a vision of what being "the leader" is; I will do this better, this differently, and these changes will be made immediately. As one works toward this role of leader or owner, one key component to understand is the practice of humility. Champ Rawls discusses how to avoid the "I Got This" mentality to better yourself and your team during the transition of ownership.

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As Seen in Multi-Unit Franchisee - Turning Today's Employees Into Tomorrow's Leaders

As Seen in Multi-Unit Franchisee - Turning Today's Employees Into Tomorrow's Leaders

One of the biggest challenges of business ownership is attracting good talent - but retaining them is even harder. As a multi-unit franchisee business owner, you look at your strong employees as future leaders. With changing demographics in the workplace creating generational diversity, how do you turn your current and future employees into leaders?

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Succession Planning: A Tool to Build Business Value by Kendall Rawls

Often times the term succession planning creates a negative feeling for business owners. The reality is, the stigma tied around the word succession is too closely aligned with “death” and “retirement”. In addition, the natural anxiety and emotions that come with the thought of exiting the business can, and do often prevent owners from planning for the future. Entrepreneurs simply do not want to plan for a time that means they are no longer building a business. The reality, however; is that succession planning has a direct impact on the value of the business.

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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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Don’t Put the TITLE in Entitlement!

“Executive Manager,” “Director of the Custodial Arts,” “Chief Comradery Officer,” “General Associate Vice President” – Sweet titles, but what do they mean? Nothing without a job description. Unfortunately, a common family business mistake is endowing an important sounding title on someone in order to justify a paycheck that isn’t being earned.

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How to Build Respect for Your Successor Amongst the Management Team

Pride and heartfelt emotions are often factors when a business leader assesses his/her successor’s ability. Therefore, honest management feedback regarding a successor’s performance is a valuable piece of the succession planning puzzle. However, getting reliable feedback from management may be difficult unless the business culture supports open communication and an empowered management team. Ultimately, they are the ones who will be going to battle with the successor and their buy-in will be proportionate to their voice in the process. Management loyalty is not a company asset that gets re-titled to the successor!

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Chimp, Chump, Champ: The 3 Stages of Successor Development

On a limited basis, The Rawls Group provides Successor Development Forums (SDF) for prospective leaders who feel they need coaching and education on the unique challenges of successor development. An SDF is not intended to be a "lucky sperm club;” it is intended to be a “work group" for successor candidates who are seeking coaching that they cannot get at home.

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Successor Development Checklist

One of the biggest burdens weighing upon family business leaders is whether or not their successors will be ready and capable leaders for the next generation. No matter how intelligent, educated, progressive or firm, it is likely there will be some doubt and even more likely some challenges as you work towards preparing the next generation to lead. After many years of working with families, management teams and their business successors, we have put together a Successor Development Checklist to help clarify which factors are most important in knowing whether or not you have positioned your successor and team for the next generation.

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Motivating Prospective Family Member Successors

Many of you have kids in high school, college or who have just entered the workforce. As you see them grow and mature, you have dreams of them working for the family business. But now that your children are getting older and your dreams of them joining the business can soon become reality, you find yourself in a quandary as they’re not giving you "positive vibes" about this idea.

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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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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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How to Move Under-Performers Up or Out of Your business

Take stock of the employees in your company; most likely you have already mentally classified them into categories of nonperformers, underperformers, average performers, or super performers. Hopefully, you have the majority of your people in the super performer bucket, but in all likelihood, you have a mix of all four types.

As the business environment becomes more complex and even more litigious, it's important to know how to deal with each of the 4 groups for two very different and yet related reasons: Risk Management and Productivity Management. With the concept in mind that you are only as strong as your weakest member the following will provide insight into how to address those in the non performer and under performer buckets.

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