notes from the drive
Practical thinking on Dealership Leadership, F&I Performance, and running the Overdrive™ Business Operating System.
Topics
The strongest leadership teams hardly ever talk about one customer. If your manager meeting keeps pulling single deals into the room, here's why.
Two guides, one assistant, two completely different employees. Before you write off a weak performer, take an honest look at who they report to.
You will never find an open week for the important work. Claim the time first and let everything else fight over what is left.
Carfax found unfixed recalls on more than 1 in 4 taxis and rideshares. The recall work is already paid for. What's missing is a name next to the list.
Most dealership leaders aren't failing at accountability because they don't care. They're failing because they're too buried in the work to lead.
Eighty-five percent of what actually matters comes from a handful of numbers. Everything else is noise. Here is how to find your five.
Role confusion stalls dealership teams. Here's how Scorers and Playmakers work, and what leaders should do so both roles win.
When every request is the top priority, nothing is. Rank the work, pick a few real ones, and stop treating the whole list like a fire.
Most performance problems are a skill gap or a will problem. One needs coaching. The other needs a decision. Here's how to tell them apart.
Most companies document too much or nothing at all. Both cost you the same thing.
Somewhere along the way, leaders got so worried about being called a micromanager that they quit managing at all.
Growth stalls where the owner won't let go.