STEVE MCCOSKER - DEALER PRINCIPAL

AIM BREAKFAST SPEAKER FUNCTION – “GE DC”

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 Derby and Campbell Sts

Sold 2006

82 Employees

Approx 1500 Vehicle Sales per annum

Departments1. New Vehicle Sales (8 Franchises)2. Used Vehicle Sales3. Spare Parts Sales 4. Service Workshop5. Finance and Insurance (3 Financiers/3 Insurance

Underwriters)6. Car Care Products7. Pre-Delivery

>$70,000,000 annual turnover

DC Motors

OUR BRAND

THE GE EXPERIENCE

Infrastructure Healthcare Transportation NBC

Energy Commercial Finance Consumer Finance

Advanced Materials Consumer & Industrial Equipment Services Insurance

We are an 11-business company that can grow in any market cycle.

World’s Most Admired Company

THE GE EXPERIENCE

GE is recognized as being among the worlds best companies

• 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

MDC GE CROTONVILLE

MELBOURNE TO ROCKHAMPTON

CORPORATE TO RETAIL

10 KEY CHALLENGES OF AN AUTOMOTIVE DEALERSHIP

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

6. Managing Franchisor Expectations

7. Cash Flow

8. Inventory Control

9. Productivity

10. Profitability

HIERARCHY OF SUCCESSFUL BUSINESS LEADERSHIP

DC MOTORS – GARAGE TO AUTO MALL

WORLD ECONOMICS

WORLD ECONOMICS

WORLD ECONOMICS

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”

1. Peak Purpose (meaning and direction – inspiration)2. Peak Practises (organisational context – sharing the dream)3. 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

The synergy of1. Management2. Leadership3. Captaincy4. Coaching

Coaching MUST be added to the roles of Management and Leadership

PEAK PERFORMANCE

Management1. Planning2. Organising3. Leading4. Decision making5. 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)]

PEAK PERFORMANCE

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.

LEADERSHIP – CAPTAIN, COACH OR BOTH?

HOW ENDURING ARE GOOD LEADERS?

Why do high profile leaders become “burning stars”?1. George Bush2. John Howard3. John McFarlane4. Jeff Immelt5. Leigh Matthews6. Mark Williams

THE 3 KEY RESOURCES

•The ‘bank’ for all solutions

THE 3 KEY RESOURCES

Time

THE 3 KEY RESOURCES

People

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.”

A Leadership PrimerLesson 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?

A Leadership PrimerLesson 8

THE 3 KEY RESOURCES

Libraries

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

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”

OBJECTIVE FOR THIS MORNING