Spring 2009 IDF Meeting

Welcome EXCELL Facilitators : 

Welcome EXCELL Facilitators Honda Zone 6 Spring 2009 Facilitator Meeting Gaithersburg MD.

Introductions : 

Introductions Gary Churylo Earl Jones American Honda Charlie Daniel Dave Heaslip Resource Automotive

Agenda : 

Agenda 2009 EXCELL Validation - Gary 5 Supplemental Processes – Group Discussion Meaningful Process Changes – Accessories Psychology of Change – Dave Lunch – All Meetings that Work – Earl Best Practices – Group Discussion

2009 EXCELL Validation Criteria : 

2009 EXCELL Validation Criteria Gary Churylo Honda Zone Manager Process Improvement Earl Jones Honda Assistant Zone Manager Process Improvement

EXCELL Direction for ‘09 : 

EXCELL Direction for ‘09 Focus on dealership business improvement using the voice of the customer as the driver Strengthen the CIP foundation and use Use EXCELL/CIP to: Improve vehicle and service/parts sales Improve dealership business efficiency Improve AHM field efficiency Improve customer loyalty Improve dealership employee satisfaction Strengthen value of the Facilitator by being the dealership business improvement leader

’09 EXCELL Validation Requirement Changes Summary : 

’09 EXCELL Validation Requirement Changes Summary Majority of the 2009 Validation Criteria remains the same with minor changes with new focus on Business improvement Prevention Meetings are being renamed Business Improvement Meetings Maintain the current 13 Customer Touch Processes and add 5 dealer selected optional processes (total of 18 processes to be documented by dealer) Processes would be what the dealer wants to work on and could include areas such as Internet Sales, Accessory Sales, Service Drive to Vehicle Sales, Website Management, CPO, etc. DISC Does it sell cars, Does it service cars, Does it satisfy (your) Controller, Does it satisfy Customers Completion of positive action on the dealer created Action Plans developed at the recent Growing Your Business workshops (most action plans might have to be edited to be actionable). Plan will need to be developed for dealers that did not attend so that they will able to make up the workshop

Types of Validation : 

Types of Validation Dealer will achieve EXCELL Validation using one of three methods: Qualify for Self Evaluation by either Meeting Performance Indicator criteria or Achieving 2008 Presidents Award Pilot Dealer Validation Process Conventional Verification Visit AHM will determine method of Validation for each dealer

Dealer Self-Evaluation : 

Requirements – must meet all 4 Actively involved with EXCELL Top 25% of Dealers in the Nation - Nov ‘08 YTD Telephone Sales Survey VCI Top 25% in the Nation – Nov ‘08 YTD CSE Question 9d Facilitator must remain employed at the dealer, if not current position Or be a 2008 President’s Award winner and Actively involved with EXCELL Facilitator must remain employed at the dealer, if not current position These Dealers will complete a self evaluation and the District Team will verify that all Validation requirements are being met. Validation is not automatic. Dealer Self-Evaluation

Self-Evaluation Benefits : 

Self-Evaluation Benefits Serves as a Benefit for Top Performing and/or President’s Award Dealers Focuses on positive past Performance, not completion of checkbox activities Engages the District team in the Validation process

’09 Performance Indicators : 

’09 Performance Indicators We will use the same methodology that we used to create the ’08 Validation Performance Indicator goals (assigning dealers to a group based on performance) The Measurements are: Sales Telephone Survey: We will change from using VCI to Q9 – How likely to recommend the dealer CSE Survey: We will continue to use Question 9d - Explanation of Service & Repair The time period that will be used for measurement is a rolling six months instead of YTD at the time of Validation The above Zone Average dealers will be charged with maintaining their Nov ’08 YTD score, however we will be able to Validate the dealer if their score at the time of Validation is above the Nov ’08 YTD Zone Average if everything else is in order (ZM team discretion) Bottom 10% will be assigned a minimum goal Each Performance Indicator stands on it’s own Both goals must be met for Validation

’09 Performance Indicator (CSE) : 

’09 Performance Indicator (CSE) Dealers above Nov ’08 YTD Zone Average for CSE Question #9d will need to maintain their Nov ’08 YTD score to meet their ’09 Performance Indicator Goal Above Zone Average Dealers 3rd Quarter +0.7 4th Quarter +1.5 Below Zone Average Dealers

’09 Performance Indicator (Sales Satisfaction Survey) : 

’09 Performance Indicator (Sales Satisfaction Survey) Dealers above Nov ’08 YTD Zone Average for Sales Survey Question #9 will need to maintain their Nov ’08 YTD score to meet their ’09 Performance Indicator Goal Above Zone Average Dealers 3rd Quarter +.2 4th Quarter +0.5 Below Zone Average Dealers

Dealer Validation Overview : 

Dealer Validation Overview Top performing Dealers (10%) President’s Award Dealers (15%) Pilot Dealers (10%) Dealers who meet basic EXCELL Validation Requirements (57%) Dealers not involved/ not qualifying for basic requirement (8%) AHM Resource Auto

Summary : 

Summary IMPACT Expands use of process maps by focusing on what the dealer wants to work on Brings the CIP training that was conducted to life. Focuses on the use of CIP. Holds dealer accountable ($$). Additional flexibility and reward. Tool to focus on high impact, low performing dealers and have measurements that are mutually agreeable ’09 ENHANCEMENT Add 5 processes & maps determined by the Dealer Incorporation of meaningful CIP Action plan Three methods to achieve Validation

President’s Award vs Validation : 

President’s Award vs Validation Validation Sales Q9 Recommend dealer Service Q9d Explanation of service President’s Award Sales YTD VCI Service Quarterly 3 month Rapid Response

What are Your 5 Additional Supplemental Processes ?Group Discussion : 

What are Your 5 Additional Supplemental Processes ?Group Discussion Does it meet the DISC criteria Does It Sell Cars Does It Service Cars Does It Save Costs Does It Satisfy Customers

Process Changes : 

Process Changes Specific (S.M.A.R.T.) Meaningful Accessories Discussion Earl Jones

Sales processes : 

Sales processes Internet Internet appt to sales Sales Retention Referrals Owner link Email collection Accessory sales Service Drive Service. to Sales Lease retention First appt. capture Ebay aged used cars

Email Marketing eBlast $500 : 

Email Marketing eBlast $500

Email Marketing eBlast $500 : 

Email Marketing eBlast $500

Business Improvement MeetingBest Practices : 

Business Improvement MeetingBest Practices Data needs to be collected by the person conducting the Process Not the Mgr.- People will hide activities and behaviors By having the Person who is conducting the process, collecting data, they can improve the process and see how it will be measured if it is working Ask “If you had a World Class X process, what would that look like?”

Service Processes : 

Service Processes Service drive accessory sales Advisor Cashiering Service retention Service Internet Email RO for active delivery Text messaging cust. Trade & auction PDI Express service Did Not Purchase We owe LCC effectiveness

List of Dirty Words : 

List of Dirty Words You are all set You are all done Your paperwork is at the cashier You’re good to go You’re squared away You’re finished When you come in see the cashier She has your paperwork

Parts Processes : 

Parts Processes Parts runner to techs Pre-package Service parts Wholesale improvement

LUNCH : 

LUNCH

Psychology of Change : 

Psychology of Change Getting Things Done Through Others Dave Heaslip

Getting People to DoWhat You Want Them to Do : 

What can we do to get the managers and associates interested in making changes? Managers - Measure the financial impact of the improvements Associates – WIIFM, use your selling skills Leverage your AHM Resources Getting People to DoWhat You Want Them to Do

Slide 28: 

Getting People to DoWhat You Want Them to Do Why don’t the employees in the dealership just do what the heck they’re supposed to do?

Slide 29: 

Getting People to DoWhat You Want Them to Do Write Down the reasons people don’t do what they’re supposed to do 16 Reasons

Slide 30: 

Getting People to DoWhat You Want Them to Do They Don't Know Why They Should Do It. They Don't Know How To Do It. They Don't Know What They Are Supposed To Do They Think Your Way Will Not Work. They Think Their Way Is Better They Think Something Else Is More Important. There Is No Positive Consequence to Them for Doing It. They Think They Are Doing It They Are Rewarded for Not Doing It.

Slide 31: 

Getting People to DoWhat You Want Them to Do They Are Punished for Doing It. They Anticipate a Negative Consequence for Doing It. There Is No Negative Consequence to Them for Not Doing It. Obstacles Beyond Their Control Prevent Them from Doing It. Their Personal Limits Prevent Them from Doing It Personal Problems Prevent Them from Doing It No One Could Do It.

Slide 32: 

How can I get the employees in the dealership to do what the heck they’re supposed to do? Getting People to DoWhat You Want Them to Do

Slide 33: 

If you will completely address 3 ITEMS you can virtually GUARANTEE success! Getting People to DoWhat You Want Them to Do

Slide 34: 

Fishbein & Ajzen, Belief, Attitude, Intention and Behavior Getting People to DoWhat You Want Them to Do

Slide 35: 

Step One: The individuals responsible for the behavior must believe that the change will achieve the promised result, and that the result is beneficial to them personally. What are some results that employees would find desirable? In other words, what results would cause employees to be interested in change? Getting People to DoWhat You Want Them to Do

Slide 36: 

Getting People to DoWhat You Want Them to Do Frederick Herzberg, One More Time: How Do You Motivate Employees?, Harvard Business School Publishing Corporation

Slide 37: 

Getting People to DoWhat You Want Them to Do Frederick Herzberg, One More Time: How Do You Motivate Employees?, Harvard Business School Publishing Corporation

Slide 38: 

Increase accountability by removing unnecessary controls Give employees responsibility for complete process Make information available directly to employees without management filter Allow employees to take on new, more difficult tasks Allow employees to become resident experts Building commitment through enhancing job satisfaction Getting People to DoWhat You Want Them to Do

Slide 39: 

Step Two: The individuals responsible for the behavior must believe that the change is expected and is permanent. How can we convince employees that the behavior is expected? Getting People to DoWhat You Want Them to Do

Slide 40: 

Ways to make the new behavior expected Measure Inspect Recognize Reward Publicize Institutionalize behavior to make it permanent! Getting People to DoWhat You Want Them to Do

Getting People to DoWhat You Want Them to Do : 

Getting People to DoWhat You Want Them to Do Nordstrom New Employee Training Manual Welcome to Nordstrom! We’re glad to have you with the company. Our number one goal is to provide outstanding customer service. Set both your personal and professional goals high. We have great confidence in your ability to achieve them. Nordstrom Rules: Rule #1: Use your good judgment in all situations. There will be no additional rules. Please feel free to ask your department manager, store manager, or division general manager any question at any time.

Slide 42: 

Step Three: The individuals responsible for the behavior must believe that they can actually do what has been requested. How can we convince employees that they can competently perform the behavior? Getting People to DoWhat You Want Them to Do

Slide 43: 

Ways to build an employee’s confidence in their personal performance Training Plan = Clear Expectations Facility & Equipment Training Repetition Certification Getting People to DoWhat You Want Them to Do

Slide 44: 

Understanding is easy— doing is difficult Behavioral Change Action Plan Getting People to DoWhat You Want Them to Do

Slide 45: 

Getting People to DoWhat You Want Them to Do

Getting People to DoWhat You Want Them to Do : 

Example – Improve iSKY Condition of Vehicle Root cause analysis of the data shows majority of complaints came from exterior damage on aged inventory: The Business Improvement Team decided the first corrective step would be to have the Sales Team inspect inventory units during mid-week down time. How can you use the Behavior Action Planning Form to maximize your chances of success? Getting People to DoWhat You Want Them to Do

Getting People to DoWhat You Want Them to Do : 

Getting People to DoWhat You Want Them to Do

Getting People to DoWhat You Want Them to Do : 

Getting People to DoWhat You Want Them to Do

Slide 49: 

Understanding is easy - doing is difficult Elements of Change Employee buy-in (behavioral) Management commitment (normative) Effective training (control) Getting People to DoWhat You Want Them to Do

Slide 50: 

Questions?

Meetings that Work : 

Meetings that Work The New Business Improvement Meeting Earl Jones

Today’s Agenda : 

Today’s Agenda Tips For Facilitating Meetings Establishing Meeting Ground Rules Role Responsibilities (Leader, Facilitator, Recorder, Participant) Three Essential Meeting Stages Meeting Preparation Meeting Objectives Recording Meetings Minutes How and When to close your meeting Meeting Evaluation Business Improvement Meeting Best Practices

Tips For Facilitating Meetings : 

Tips For Facilitating Meetings In General Adults, Must want to Learn Learn only what they feel they need to Learn by doing Learn by solving practical problems Learn through application of past experiences Learn best in an informal environment Learn best through a variety of methods

Tips For Facilitating Meetings : 

Tips For Facilitating Meetings Wait before responding Avoid answering all questions Use the energy of the group Provide positive reinforcement for participation Avoid making judgmental statements

Establishing Ground Rules : 

Establishing Ground Rules Attendance Does everyone have to be available to hold a meeting How will absent team members be brought up to speed Promptness How do we define “ on time” Will we start on time even if all participants are not present? If not, how long will we wait How will we deal with routine lateness Participation What process will we use to manage participation? How will we ensure that participants have an equal opportunity to participate

Establishing Ground Rules : 

Establishing Ground Rules Interruption Can participants be called out of the meetings? What type of interruptions are allowed. Customers, Cell phones, phone calls, boss requests, family, emergencies Assignments What if people cannot complete between meetings assignments? Decision making How will decisions be made? (consensus, majority rule, etc.) Chronic Violation of Ground rules How will we respond if ground rules/norms are often disregarded

Business Improvement Meetings Best Practices : 

Business Improvement Meetings Best Practices Zone 6 EXCELL Facilitator District Meeting

Facilitator/Leader Role Responsibilities : 

Facilitator/Leader Role Responsibilities Starts the meeting on time Clarifies roles Establishes ground rules and Guidelines Participate as a group member Follow the agenda Retains the power to stop what’s happening and change format Pushes for accountability Summarizes key decisions and actions Focus group on the same issue Ensures participation from everyone Regulates discussion traffic Monitors time spent on each agenda item Suggests alternate methods and processes Protects people and their ideas from attack (Parking lot) Deals with problem people Remains neutral during disagreements

Participant Role Responsibilities : 

Participant Role Responsibilities Knows the purpose of the meeting Confirms attendance Attends on time Listens to others Keeps an open mind and avoids premature judgments Helps the facilitator eliminate distraction and encourages active involvement Shares useful ideas Supports established ground rules and meeting guidelines Help to ensure group consensus

Scribe/Recorder Role Responsibilities : 

Scribe/Recorder Role Responsibilities Captures ideas visually without editing or paraphrasing Regularly checks to ensure appropriate info. has been recorded Helps the meeting leader keep track of info. Produces the meeting minutes

Three Essential Meeting Stages : 

Three Essential Meeting Stages Prepare + Conduct + Evaluate = Success

Meeting PreparationKey Steps to Developing An Agenda : 

Meeting PreparationKey Steps to Developing An Agenda Establish Objective(s) Confirm Logistics Determine Attendees Assign roles Build Action Section

Smart Criteria : 

Smart Criteria Meeting Objectives should Be: S = Specific M = Measurable A = Agreed – Upon R = Realistic Time Bound (when possible)

Smart Objective/Action Plan Formula : 

Smart Objective/Action Plan Formula To: _____________________ + (action word) What: _____________________ + (Topic area) Time: ______________________ = (time frame) SMART Objective

Guidelines For Recording Meetings : 

Guidelines For Recording Meetings Use a Scribe Capture key words/phases Avoid editing Circle/underline key ideas, decisions, actions Number charts and graphs Don’t eliminate ideas because you don’t agree

Close the Meeting When… : 

Close the Meeting When… Objectives are met Additional data is needed Decision makers are absent Events are likely to alter decisions Time is limited Subgroup will resolve issue Heighten tension is present

Evaluating Team Meeting : 

Evaluating Team Meeting Participant Evaluation Of Meeting Effectiveness Self Evaluation (all roles) Non-member/Observer Evaluation Remember - Feedback is a Gift

Business Improvement MeetingBest Practices : 

Business Improvement MeetingBest Practices Not allowed “We should” Ask Who is this person called “we” Should is past tense, We can’t change past Correction statement is “I will” “I can only speak for myself” Rotate writing minutes at the meeting Do not start with a female. Why?

Business Improvement MeetingBest Practices : 

Business Improvement MeetingBest Practices Words & Phrases avoid in your meetings: We should or Should, Going too, Try, Hope… Use instead “I can only speak for myself” What others do we want to avoid and why? What do we replace these with? Action and Accountability Words and Phrases

Business Improvement MeetingBest Practices : 

Business Improvement MeetingBest Practices Remember that you are working with adults. It is your job to direct and coach them, and therefore, you will need to deliver hard messages. Your tone must be supportive and you must remain authentic. Learn to differentiate between process and content

Business Improvement MeetingBest Practices : 

Business Improvement MeetingBest Practices If you can’t get people to agree. Ask Is there anybody that can’t live with this decision? Or How many totally disagree Facilitator sits next to the GM/Decision Maker. Why ? Ask Why 5 Times to get to Root of Problem Customer Feedback is a “Gift”

Business Improvement MeetingBest Practices : 

Business Improvement MeetingBest Practices Data needs to be collected by the person conducting the Process Not the Mgr.- People will hide activities and behaviors By having the Person who is conducting the process, collecting data, they can improve the process and see how it will be measured if it is working

QUESTIONS ? : 

QUESTIONS ?

Questions?Evaluation : 

Questions?Evaluation What additional information would you have liked to see in this presentation? How did You do How did I do

THANK YOU !! : 

THANK YOU !!