Developing Leaders Takes Time but Yields Big Results

By Libby Wawzenek Management consultant Zach Hetterick encourages dealerships to cultivate leaders within the organization to improve company culture. Zach Hetterick wants more people to focus on leadership development within their organization. “There is no secret to developing people,” says Hetterick, founder of the management consulting firm Harvesting Potential and former CEO of Case IH dealer Redline Equipment. “It’s a process. Developing teams and people is a journey, not a destination. It’s taking management skills and transitioning them to leadership skills.” Hetterick knows that in an industry with a heavy focus on specific positions like service managers, parts managers and regional manager, it can be easy for dealership owners to get caught up in training employees to successfully execute the responsibilities of their role, rather than developing their leadership skills. “When we focus on management, we’re really focusing on the production of something — labor hours, selling capital goods, selling parts, precision technology,” Hetterick says. “We focus on the skills it takes to do that. We focus on our metrics and our KPIs. We all have them, and they’re all very important. That’s our guiding light when we’re developing our managers.” Although Hetterick understands the importance of that training — and the role it plays in ensuring consistency across an organization — he notes that it’s crucial to also create a culture of leadership. Hetterick believes that process begins and ends with an emphasis on individual development. READ FULL ARTICLE>>