Steve McCosker - Dealer Principal

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AIM BREAKFAST SPEAKER FUNCTION GE DC

• Steve McCosker - Dealer Principal

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AIM TOPIC FOR THIS MORNING
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OBJECTIVE FOR THIS MORNING
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MAKE IT INTERESTING
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GE TO DC MOTORS
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THE HISTORY OF DC MOTORS

• Established 1959
• DC Motors
• Docherty and Callaghan
• Datsun and Chrysler
• Derby and Campbell Sts
• Sold 2006
• 82 Employees
• Approx 1500 Vehicle Sales per annum
• Departments
• New Vehicle Sales (8 Franchises)
• Used Vehicle Sales
• Spare Parts Sales
• Service Workshop
• Finance and Insurance (3 Financiers/3 Insurance
  Underwriters)

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DC Motors
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OUR BRAND
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THE GE EXPERIENCE
We are an 11-business company that can grow in
any market cycle.
Infrastructure
Healthcare
Transportation
NBC
Energy
Commercial Finance
Consumer Finance
Advanced Materials
Consumer Industrial
Equipment Services
Insurance
Worlds Most Admired Company
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THE GE EXPERIENCE

• Worlds Most Respected Company Financial
  Times1998,1999, 2000, 2001, 2002, 2003, 2004
• Most Admired CompanyFortune Magazine1998,1999,
  2000, 2001
• Top 50 Technology CompaniesScientific American
• 100 Best Companies For Working MothersWorking
  Mother Magazine 2004

• 2004 Catalyst AwardFor Efforts To Advance Women
  Employees
• 2004 Named a member of the Dow Jones
  Sustainability Index

GE is recognized as being among the worlds best
companies
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MDC GE CROTONVILLE
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MELBOURNE TO ROCKHAMPTON
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CORPORATE TO RETAIL
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10 KEY CHALLENGES OF AN AUTOMOTIVE DEALERSHIP

• 6. Managing Franchisor Expectations
• 7. Cash Flow
• 8. Inventory Control
• 9. Productivity
• 10. Profitability

• 1. Planning and organising for 82 employees and
  7 departments
• 2. Recruitment, training and development
• 3. Customer Service
• 4. Developing and sustaining competitive
  advantage
• 5. Promotion

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HIERARCHY OF SUCCESSFUL BUSINESS LEADERSHIP
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DC MOTORS GARAGE TO AUTO MALL
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WORLD ECONOMICS
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WORLD ECONOMICS
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WORLD ECONOMICS
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PEAK PERFORMANCE

• PPO Theory (Gilson, Pratt, Roberts and Weymes.
  2000)
• The elite theory of organising for sustained
  Peak Performance applicable to organisations that
  aspire to be the very best in their field
• Peak Purpose (meaning and direction
  inspiration)
• Peak Practises (organisational context sharing
  the dream)
• Peak Flow (how people work together exceeding
  peronal best)
• Peak Performance The continuous surpassing of
  individual and/or organisational best
• Leaders, Managers and Coaches must take people
  to where they have never been before Henry
  Kissenger

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PEAK PERFORMANCE

• The synergy of
• Management
• Leadership
• Captaincy
• Coaching
• Coaching MUST be added to the roles of Management
  and Leadership

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PEAK PERFORMANCE

• Management
• Planning
• Organising
• Leading
• Decision making
• Control
• The definitive differences between Leadership and
  Coaching
• Leadership The process of influencing an
  organised group toward achieving its goals
  Hughes/Ginnett/Curphy (1999)
• Coaching Coaching is about creating a vision and
  providing a safe environment that allows
  individuals to fall down a number of times during
  their learning, their growth and their
  development as they journey toward being a whole
  person John Buchanan If better is
  possible(2007)

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LEADERSHIP CAPTAIN, COACH OR BOTH?

• Definitions of Leadership
• The actions of motivating people to achieve
  their goals.
• Inspiring people in pursuit of Peak Performance
  improved individual or collective performances
  that exceed previous best performances
• Coach
• The trainer/instructor, to train, to teach.
• The strategist, the lighthouse, the mentor, the
  guide.
• Captain
• The leader of the team/group
• The decision maker, the tactician, the
  inspiration, the standard bearer.
• Successful Captains
• Richie Benaud, Wally Lewis, John Eales,
  John Bertrand, Alyson Annan
• Successful Coaches
• Ric Charlesworth, John Buchanan, Jack
  Gibson,
• Successful Leaders
• Nelson Mandella, Margaret Thatcher, Gail
  Kelly, John McFarlane, Chip Goodyear.

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HOW ENDURING ARE GOOD LEADERS?

• Why do high profile leaders become burning
  stars?
• George Bush
• John Howard
• John McFarlane
• Jeff Immelt
• Leigh Matthews
• Mark Williams

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THE 3 KEY RESOURCES

• The bank for all solutions

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THE 3 KEY RESOURCES
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THE 3 KEY RESOURCES
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GENERAL COLIN POWELLChairman (Ret), Joint Chiefs
of Staff

• Organisation doesnt really accomplish
  anything. Plans dont accomplish anything either.
  Theories of management dont much matter.
  Endeavours succeed or fail because of the people
  involved. Only by attracting the best people will
  you accomplish great deals.

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GENERAL COLIN POWELLChairman (Ret), Joint Chiefs
of Staff

• In a brain-based economy, your best assets are
  people. We've heard this expression so often
  that it's become trite. But how many leaders
  really "walk the talk" with this stuff? Too
  often, people are assumed to be empty chess
  pieces to be moved around by grand viziers, which
  may explain why so many top managers immerse
  their calendar time in deal making, restructuring
  and the latest management fad. How many immerse
  themselves in the goal of creating an environment
  where the best, the brightest, the most creative
  are attracted, retained and, most importantly,
  unleashed?

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THE 3 KEY RESOURCES
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RECOMMENDED READING

• The Time Trap Alex McKenzie
• First Things First Stephen R
  Covey
• The One Minute Manager Kenneth
  Blanchard
• How to Win Friends and Influence People
  Dale Carnegie
• The Celestine Prophecy James
  Redfield
• The Four Agreements Don Miguel
  Ruiz
• The Seven Habits Of Highly Successful Managers
  Stephen R Covey
• The Speed of Trust Stephen M R
  Covey
• Built to Last Jim Collins
• Good to Great Jim Collins

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WISE WORDS

• The deepest principle in human nature is craving
  to be appreciated (Dale Carnegie)
• Our fears are always more numerous than our
  dangers (Seneca, Roman Teacher)
• On someone else you can see a flea . On
  yourself you cannot see an elephant
• Always make the other person feel important (
  Dale Carnegie)
• People remember you by how you make them feel (
  Dale Carnegie)
• Life isnt holding a good hand it is playing a
  bad hand well ( Jack King Gambler)
• The pro is a person who can do a job when he
  doesnt feel like it and the amateur is the
  person who cant do the job even when they do feel
  like it
• Ive missed more than a 1000 goal shots in my
  career. Ive lost more than 300 games. Twenty six
  times Ive been trusted to take the game winning
  shot and missed. I have failed over and over
  again in my life. And that is why I succeed
  (Michael Jordon)
• Its not the same to talk of Bulls as to be in
  the Bullring
• Failure is not the crime . Low aim is!

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OBJECTIVE FOR THIS MORNING