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Managemen

Introductions

Name
Dealership
Position
Years in Auto Business
Number of Employees

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Purpose
To develop leadership skills that
will assist you in improving your
employees performance
To develop a Performance
Development Planner that will
serve as a guide for
implementing your new skills in
the dealership

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Agenda

The Leader
The Employee
The Situation
Coaching and Counseling
Applying the Process

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Housekeeping

Breaks/lunch
Restrooms
Phones
No pagers/cell
phones
Participation

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Pre-assessment

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Leadership
How do you define
leadership?

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Leadership is...

The ability to influence

others to perform a
task, reach a goal or
achieve an objective.

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Activity: Leader
Write down a leader that
influenced you.
What did this person do
to influence you?

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Leadership Questions:
What does the employee need to be
able to perform the task successfully?
What can I do to support and improve
his/her performance?
How can I help the employee reach a
point where he or she can successfully
do it alone?

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Leader
Employee
Situation

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The Leader
Objectives
Identify your own Leadership Style
Define the Four Primary Leadership
Styles and when they are used

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Definition of
Leadership Styles

The behaviors a person uses to

get someone to do something

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Four Primary Styles

Directing
Coaching
Supporting
Delegating

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10

20

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Style
Flexibilit
y
Graph

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Break

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Four Primary Styles

Directing
Coaching
Supporting
Delegating

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Directive Behaviors
Setting goals and standards
Showing or telling how to do the
task
Developing an action plan
Establishing deadlines
Closely supervising progress

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Supportive Behaviors

Listening
Praising achievements
Asking for suggestions
Encouraging and reassuring
follower
Involving follower in problem
solving

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Directing Style
High Directive, Low Supportive
Focus: Structure, Control,
Supervision

The Leader:
Identifies problems
Sets goals and defines roles
Develops action plan to solve problems
Controls decision making
Provides specific directions
Closely supervises and evaluates work...

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Coaching Style
High Directive, High Supportive
Focus: Supervision, Interaction,
Recognition
The Leader:
Identifies problems
Sets goals
Recognizes and praises progress
Explains decisions
Solicits ideas
Makes final decisions after feedback
Continues to direct work
Evaluates work...

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Supporting Style
High Supportive, Low Directive
Focus: Participation,
Empowerment, Encouragement
The Leader:
Involves employees in identifying
problems, setting goals
Lets employees lead
Provides assurance, support, resources, and
ideas if requested
Shares responsibility
Listens and facilitates problem solving
Evaluates employees work with employee...

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Delegating Style
Low Directive, Low Supportive
Focus: Empower, Delegate, Monitor
The Leader:
Jointly defines problem with employee
Collaborates with employee in setting goals
Lets employee develop action plan and
control decision making
Accepts the employees decisions
Evaluates performance only periodically
Lets employees take responsibility and
credit...

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Activity: Case Study

Its time to set goals for the
quarter
How would your Leadership
Style approach this task?

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Performance
Development
Planner

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Break

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Leader
Employee
Situation

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The Employee
Objectives
Define the characteristics of
Competence and Commitment
Identify the four Employee
Development Levels
Learn to diagnose Employee
Development Levels based on
observed behaviors

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Activity: Best
Employee
Why is this person the
best?
List the specific behaviors.

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Competence is:

The knowledge and skills the

individual brings to the
specific task or goal.a
persons ability

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Commitment is:
The motivation an individual
has
for performing a task and
the level of confidence they
have in their ability to perform
the task successfully.a
persons willingness

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Competence or
Commitment?
What does this behavior
indicate?

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Development Level
The competence
and commitment an
employee brings to a specific
task

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Meet Joe
Competence?
Commitment?

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D1Enthusiastic
Beginner
Low Competence, High
Commitment
Accepts the new task

without hesitation
Asks a lot of questions about
the task
Answers questions about the task
on a superficial level
Listens very carefully to instructions
Seems very eager

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Meet Jean

Competence?
Commitment?

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D2Disillusioned
Learner
Some Competence,
Low
Commitment
Does
not perform task to
acceptable level
Is unclear about directions
Procrastinates
Asks questions about the task
Is defensive or uncomfortable
about job performance

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Meet Tom

Competence?
Commitment?

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D3Emerging
Contributor
High Competence,
Variable
Commitment
Has demonstrated
knowledge

and ability
Appears hesitant to finish or take
the next step
Seems unsure, overwhelmed, or
confused
Reluctant to perform alone
Solicits frequent feedback in some
task related areas

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Meet Tina

Competence?
Commitment?

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D4Peak Performer
High Competence,
High Commitment

Can operate independently

Makes efficient use of resources
Is responsible and results-oriented
Makes effective decisions
regarding task
Performs to high standards
Is aware of expertise

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Magic Questions
How competent (able) is
the person to perform the
given task?
How committed (willing)
is the person?

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Who am I?
In your table team:
Use your Workbook
Read the descriptions and ask
yourselves these two questions:
How competent is the person
to perform the task?
How committed is the person?

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Performance
Development
Planner

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Lunch

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Leader
Employee
Situation

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The Situation
Objectives
Understand how to match Leadership
Styles to Development Levels for effective
leadership.
Develop a process for applying
Performance Based Leadership
Define the skills of Style Flexibility and
Style Effectiveness
Identify your own level of Style Flexibility
and Style Effectiveness from the results of
the SBAII

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Applying an
Effective Style
Determine the needs of the employee
by looking at levels of competence and
commitment
Determine which Leadership Style would
best satisfy those needs
Just Do It

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Mary
Competence?

Low

Commitment?

High

Development Level?

Enthusiastic
Beginner

What does Mary

need?

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Activity: Case Study

Read each situation to determine:
What does my employee need?
Which Leadership Style would satisfy
this need?

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Style
Flexibilit
y
Graph

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Style
Effectivenes
s
Graph

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A
A

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The Goal of the Leader

Build your Employees Development Level so
you can start using less
time-consuming styles (S3, S4) and
still get high quality results.

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Performance
Development
Planner

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Coaching & Counseling

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Lets start with a word

game..
Providing guidance to an
employee in and effort to
resolve personal conflicts and/or
motivational problems that
effect the employees
performance or behavior.

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That would leave

Coaching.
Providing one on one instruction
for an employee in an effort to
establish or increase
performance skills.

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Coaching and
Counseling
Objectives
Understand the difference between
Coaching and Counseling and when they
are most effective
Identify the Six Primary Steps to
effective Coaching and Counseling
Sessions
Identify the key actions for
accomplishing each of the primary steps

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Coach or Counsel?

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Coaching & Counseling

Both are processes with very
specific steps, that if done
effectively will result in a desired
outcome.

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Personal Case Study

1. Think about a time when you
had to coach or counsel an
employee that did not have the
desired results.
2. Outline the process you
followed and the specific actions
you took during each step of the
process.

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Group Case Study

1. Share your case study with your
table team.
2. As a table chose the one case
study that you think would be
most relevant to the rest of the
group
3. Map out the process that you
chose on your flip chart.

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Steps of Effective
Coaching:
Assess

Low competence--Not able

1. Explain
2. Show
3. Discuss and Reach
4.
Let Try
Agreement
5. Develop Action Plan
6. Follow-up
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Steps of Effective
Coaching:
Assess

Low competence--Not able

1. Explain
2. Show
3. Discuss and Reach
4.
Let Try
Agreement
5. Develop Action Plan
6. Follow-up
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Steps of Effective
Coaching:
Assess

Low competence--Not able

1. Explain
2. Show Them How
3. Discuss and Reach
4.
Let Try
Agreement
5. Develop Action Plan
6. Follow-up
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Steps of Effective
Coaching:
Assess

Low competence--Not able

1. Explain
2. Show
3. Discuss and Reach
4.
Let Try
Agreement
5. Develop Action Plan
6. Follow-up
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Steps of Effective
Coaching:
Assess

Low competence--Not able

1. Explain
2. Show
3. Discuss and Reach
4.
Let Try
Agreement
5. Develop Action Plan
6. Follow-up
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Steps of Effective
Coaching:
Assess

Low competence--Not able

1. Explain
2. Show
3. Discuss and Reach
4.
Let Try
Agreement
5. Develop Action Plan
6. Follow-up
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Steps of Effective
Coaching:
Assess

Low competence--Not able

1. Explain
2. Show
3. Discuss and Reach
4.
Let Try
Agreement
5. Develop Action Plan
6. Follow-up
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Debrief Questions
Did the employee learn?
How do you know the
employee learned?
Can the employee perform the
desired task/skill effectively?
How do you know the employee
can perform?

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Break

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Counseling is . . .
Providing guidance to an
employee in an effort to
resolve personal conflict
and/or motivational
problems that effect the
employees performance or
behavior.

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Steps of Effective
Counseling:
Assess

Low commitment--Not
willing

1. Open
2. Reach
Discussion
3. Discuss Options
Agreement
4. Develop Action Plan
5. Conclude
6. Follow-up
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Steps of Effective
Counseling:
Assess

Low commitment--Not
willing

1. Open
2. Reach
Discussion
3. Discuss Options
Agreement
4. Develop Action Plan
5. Conclude
6. Follow-up
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Steps of Effective
Counseling:
Assess

Low commitment--Not
willing

1. Open
2. Reach
Discussion
3. Discuss Options
Agreement
4. Develop Action Plan
5. Conclude
6. Follow-up
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Steps of Effective
Counseling:
Assess

Low commitment--Not
willing

1. Open
2. Reach
Discussion
3. Discuss Options
Agreement
4. Develop Action Plan
5. Conclude
6. Follow-up
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Steps of Effective
Counseling:
Assess

Low commitment--Not
willing

1. Open
2. Reach
Discussion
3. Discuss Options
Agreement
4. Develop Action Plan
5. Conclude
6. Follow-up
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Steps of Effective
Counseling:
Assess

Low commitment--Not
willing

1. Open
2. Reach
Discussion
3. Discuss Options
Agreement
4. Develop Action Plan
5. Conclude
6. Follow-up
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Steps of Effective
Counseling:
Assess

Low commitment--Not
willing

1. Open
2. Reach
Discussion
3. Discuss Options
Agreement
4. Develop Action Plan
5. Conclude
6. Follow-up
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Counseling
Discussion Planner

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Table Team Case Study

Did you miss any steps?
If so, which ones?
Were the steps done in correct
order?
What specific actions did you miss?
How did these mistakes effect the
outcome?
What will you do differently when
you get back to the dealership?

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Individual Case
Studies
Repeat the analysis on your
personal case history.
Develop an action plan for what
you will do differently when you
get back to the dealership?

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Break

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Applying The Process

Objectives
Complete the Performance
Development Worksheet based on
the continuous improvement
process
Develop ideas for implementing
the Worksheet in the dealership

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Performance
Development Steps
What are my expectations for the
employee? What are the goals?
Based on these goals, what is the
employees Development Level?
Based on this Development Level,
what leadership style do I need to use?
How do I support the employee to
achieve the goals?

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SMART Goals

S
M
A
R
T

Specific
Measurable
Attainable
Relevant
Trackable

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Performance
Development
Worksheet

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Performance
Development Steps
What are my expectations for
the employee?
Based on these goals, what is the
employees Development Level?
Based on this Development Level,
what Leadership Style do I need
to use?
How do I support the employee to
achieve the goals?

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Assessing Competence
Knowledge is an understanding
of the facts
Skill is the ability to do
something well

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Performance
Development
Worksheet

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Performance
Development
Worksheet

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Performance
Development Steps
What are my expectations for
the employee?
Based on these goals, what is the
employees Development Level?
Based on this Development Level,
what Leadership Style do I need
to use?
How do I support the employee to
achieve the goals?

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Performance
Development
Worksheet

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Performance
Development Steps
What are my expectations for
the employee?
Based on these goals, what is the
employees Development Level?
Based on this Development Level, what
Leadership Style do I need to use?
How do I support the employee to
achieve the goals?

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Coach or Counsel?

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Continuous Improvement

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Performance Development Worksheet

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Follow-up
and
Reward or
Recognition

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Post-assessment

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