TO THE EDITOR:
In “3 ways dealers can break ‘circle of distrust’ ” (autonews.com, July 20), Matt Weinberg talks about the distrust between the dealer and the customer. I believe he is inferring the lack of trust between the customer and the salesperson. While this distrust exists, it is really a symptom of the larger issue of dealership culture. Specifically, the relationship between the dealership management and staff.
I have been in the auto industry for the last 25 years. In that time, I have never had someone come to me and say, “It’s been my dream to be a car salesperson.” In fact, most people join the industry as a result of a negative life event or as a means to survive. The one thing they all have in common is that none of them chose to be there.
Most managers have a sink-or-swim management style because that’s how they were treated. Therefore, the salesperson feels like they are a commodity, which leads to a lack of trust and a sense of being used, not valued. The great managers work on building a career for the salesperson by developing them as human beings. The salesperson sees the management as mentors, not as adversaries.
Our industry ignores the importance of the dynamics of this relationship and its consequences for the customer. We need to educate management on how to manage through compassion, accountability and discipline. This will create a positive salesperson and a trusting environment for the customer.
Trust begets trust.
SEAMUS KEARNEY, Managing partner, Trinity Consulting, Forest Hill, Md.