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AIM BREAKFAST SPEAKER FUNCTION – “GE DC”. Steve McCosker - Dealer Principal. AIM TOPIC FOR THIS MORNING. OBJECTIVE FOR THIS MORNING. MAKE IT INTERESTING. GE TO DC MOTORS. THE HISTORY OF DC MOTORS. Established 1959 DC Motors Docherty and Callaghan Datsun and Chrysler

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aim breakfast speaker function ge dc

AIM BREAKFAST SPEAKER FUNCTION – “GE DC”

Steve McCosker - Dealer Principal

the history of dc motors
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)
      • Car Care Products
      • Pre-Delivery
  • >$70,000,000 annual turnover
the ge experience
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

World’s Most Admired Company

the ge experience1
THE GE EXPERIENCE
  • World’s 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

10 key challenges of an automotive dealership
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

peak performance
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
peak performance1
PEAK PERFORMANCE
  • The synergy of
        • Management
        • Leadership
        • Captaincy
        • Coaching
  • Coaching MUST be added to the roles of Management and Leadership
peak performance2
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)]
leadership captain coach or both
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
        • RicCharlesworth, John Buchanan, Jack Gibson,
  • Successful Leaders
      • Nelson Mandella, Margaret Thatcher, Gail Kelly, John McFarlane, Chip Goodyear.
how enduring are good leaders
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
the 3 key resources
THE 3 KEY RESOURCES
  • The ‘bank’ for all solutions
slide26

Time

THE 3 KEY RESOURCES

slide27

People

THE 3 KEY RESOURCES

general colin powell chairman ret joint chiefs of staff

A Leadership Primer

Lesson 8

GENERAL COLIN POWELLChairman (Ret), Joint Chiefs of Staff

“Organisation doesn’t really accomplish anything. Plans don’t accomplish anything either. Theories of management don’t much matter. Endeavours succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deals.”

general colin powell chairman ret joint chiefs of staff1

A Leadership Primer

Lesson 8

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?

slide30

Libraries

THE 3 KEY RESOURCES

recommended reading
RECOMMENDED READING
  • The Time Trap Alex McKenzie
  • First Things First Stephen R Covey
  • The One MinuteManager 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
wise words
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 isn’t 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 doesn’t feel like it and the amateur is the person who cant do the job even when they do feel like it”
  • “ I’ve missed more than a 1000 goal shots in my career. I’ve lost more than 300 games. Twenty six times I’ve 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!”
  • “Rust ruins more tools than overuse”