Disrupt or Be Disrupted
I became the Manager I always hated
When I got my first management role, I had no playbook.
So, I did what most managers do — I fell back on what I knew. Micromanaging.
Criticizing instead of coaching. Pointing out every mistake and calling it leadership.
I was doing everything I hated as a salesperson and my team paid for it.
That struggle changed everything. I
went on to lead the number one Toyota store and the number one Ford truck store in the state.
I've spoken at NADA and written two books on leadership.
None of that matters as much as this: I know exactly where you are, because I've been there.
Most managers in this industry aren't failing because they don't care.
They're failing because nobody ever showed them how to coach.
That's what I do.
What we do
One-time workshops.
Short-term manager training.
Intensive coaching programs.
Whatever your dealership needs, we have a path for it.