This is an interesting topic [USER=9246]@Sunny[/USER].
We have all had the pleasure of dealing with this type of employee. The post talked a great deal about the iPad story, but we all know this goes much deeper than embracing a little bit of technology. These people kill morale if they are put in situations in which they can be vocal. They absolutely destroy change. They are unmanageable.
So what are we supposed to do with these employees? Embrace them. Be thankful that we have them. Do our very best to compliment their skill set to help them sell 35 cars a month rather than 30. Befriend them on a personal level. Get in their corner, and tell them that you are willing to do whatever you can do to help them break last year's record year. These type of employees can be slightly and gradually changed. They just can't be re-shaped. Why would we want to change them? They sell 3 times what our average salesperson sells. They not only generate tremendous gross profit, they cut expense as well!
We sell vehicles to a very diverse group of people. Some of our customers are all about the internet. Some of our customers prefer to pick up the phone and call into the store. Some of our customers prefer the way that vehicles were sold 20 years ago. Not every customer fits into the mold that we perceive to be our demographic. Why should all of our salespeople have to fit that mold?
There was a day when these salespeople and their methods were mainstream. They were successful then, and they developed tremendous skills. They embraced the technology of their time. They worked and trained to become very good at what they do. They bought into the Tom Stuker telephone system, and worked it to death. They didn't change or evolve. They didn't have to and we didn't need or want them to. We prayed that they wouldn't! What can we learn from these people? If our shiny new system is so good, why hasn't it produced a whole bunch of guys just like Mr. 30 cars a month?
I spent a significant number of years in F & I. These type of people drove me nuts. They couldn't fill out a worksheet to save their life. They didn't believe in F & I. They wouldn't turn their customers over before they sent them to their own bank. It was just total chaos. However, I quickly figured out that these people were selling the majority of the cars. I had to figure out how to get them in my corner. So, what I did was sat these 2 guys down in my office with a pizza and drinks. I explained to them that I appreciated their skills and the fact that they had a system that worked well for them. I explained that I had no desire to change anything that would jeopardize their success. I asked each of them to be sure that I got a good turn on every single deal that they either couldn't get outside financing for, or that they believed were not able to borrow money anywhere. Just work with me on the ones that you already know can't buy a car. Of course you know what happened next. I got deals done for them. Deals that they thought could never be deals. Then we started doing meeting every single day. I started helping them with call backs. I started mining our data base and helping them identify customers that could be ready to trade. Soon I was getting the first shot at every deal.
Why do we have to do all of this stuff if Mr. 30 cars a month doesn't? Because he is Mr. 30 cars a month. Doing all of this stuff is how he became Mr. 30 cars a month. When you get to 30 cars a month, you can stop doing all of this stuff. I will help you get there.
Make damn sure that the things that we ask our salespeople to do are in the best interest of the bottom line. It is hard to work your way into this industry. Be sure that we are helping our people succeed, and not just weighing them down with a bunch of stupid tasks that ultimately just look really good in a Management meeting.
These employees are a pain in the ass. I wish I had more of them.
