Going from high school drop out to part owner of a car dealership

Welcome to another episode of the RussFlipsWhips Podcast.

Today, host Russell Richardson is joined by Josh Clinton, Managing Partner at Hollywood Chrysler Jeep in Hollywood, FL. The pair discuss the nuances and skill differences between being a salesperson vs. a sales manager at a dealership and what it really takes to step into a leadership role.

You can stream the full episode now on YouTube, Spotify or Apple.

1. Becoming a manager.

After watching one of Russ’ videos where he discussed turning down a promotion to a management position, Josh felt compelled to reach out and share his perspective and talk about what dealership management roles have to offer. After dropping out of high school at 16, Josh started selling cars a couple of years later. At 19, his mentor encouraged him to make auto retailing his career. He quickly rose through the ranks and never looked back. Not only is the role rewarding for him professionally, but personally as well. He has opportunities to mentor new employees and be a key driver of their development. His hard work has paid off and Josh now owns a portion of the dealership.

2. Getting his start.

Growing up, Josh said school was never really for him despite being a successful student. At 16, he decided that college wasn’t the path he wanted to take. After leaving school, Josh started buying cars off of Craigslist to flip. One deal, in particular, was a 1995 Mustang GT convertible that he scooped up for $2,000. After some sprucing, he sold it for $5,000. That experience inspired Josh to keep going and get a job at a buy here pay here dealership. While he didn’t love the buy here pay here model, it gave him to opportunity to work every single part of the deal. He then got a job at a franchised dealership where he worked his way up to general sales manager. As a salesperson, Josh averaged 20-30 cars a month. What’s more? He was selling Kias from 2009-2013, a tough time for the brand. 

3. Moving into management.

Josh says there is a lot that salespeople can’t control and a good portion of their job depends on the dealership staff working together. As managers move up the ladder, there’s more responsibility, but also an increased level of control and autonomy. “Every car I sold was to make money, but it was more for me to be able to continue to prove myself every day to everyone around me to be that leader. And I did exactly what you are doing. Any opportunity I had to do something for someone else, I took it. Anything I could do to make myself grow further and closer to that goal, I did it,” says Josh. He attributes his success to a combination of clear goal-setting, relentless pursuit, and seizing opportunities when they arise. He also cautions against a common pitfall: top salespeople who are reluctant to step into management roles, potentially hindering a dealership's growth. Instead, he advocated for cultivating a supportive environment where high-performers are encouraged to lead and mentor others.

4. The importance of sales training.

Josh and Russ both agreed that most dealerships are dropping the ball on this when it comes to training salespeople. Josh ended up creating a structured training program with clear steps for new hires. He even pays them a base salary for the first month, so they can focus on learning the ropes without the pressure of making sales right away. It's a smart move because it gives them a chance to understand the whole process, from paperwork to car delivery, before they're thrown to the wolves. Investing time and money in training is crucial for dealerships to succeed. It leads to happier employees, fewer mistakes, and better customer experiences.

5. Bringing valuable ideas to the dealership.

Josh points out how Russ is already thinking through systems and processes, just like a good manager would. And he mentioned how important it is to have a checklist for car delivery to make sure everything's perfect before the customer drives off. Russ talked about how he's been taking on more of a management role at his dealership, even setting up their new CRM system. He also mentioned how they're experimenting with having their BDC just handle initial contact with leads before passing them to salespeople. They both agreed that the size of the dealership makes a big difference in how you handle things like internet leads. A smaller dealership with fewer salespeople can probably manage things differently than a giant store with tons of cars and people.

6. Sustaining success.

Russ and Josh note how important passion, perseverance, and a relentless pursuit of improvement are in sales success. Salespeople have to go beyond the basic mechanics of selling and truly connecting with customers. Josh also introduces the concept of an "undeniable" salesperson—someone whose skills and dedication are so evident that they naturally rise to the top. Both agreed that while natural talent plays a role, consistent hard work and a willingness to learn are essential for long-term success.

7. Building a team.

Josh believes in expecting everyone to perform to their potential and notes that some workers, like the consistent "12-car guy," may never become top performers but are reliable. He mentions that as a manager, his job is to either improve employees or let them go, and he often leans towards firing those who don't get it. Josh talks about the importance of finding each employee's motivation to potentially elevate their performance but accepts that some will stay at their current level. Both agree on the need for different types of employees for a balanced team.

8. Separating the cream of the crop.

Russ asks Josh if he would prefer to have 10 average salespeople or 5 top performers. Josh responds that he would choose the five top performers every time, as they would provide higher quality and reliability. He values having a team that operates with excellence and believes these top performers could mentor new hires and raise their performance levels. He says he prefers team members who are selfless and committed to elevating the entire team. He believes that excellence is non-negotiable and that being surrounded by high-performing individuals is essential for the success of the business.

9. Implementing new changes.

Russ shares a situation at his dealership where they decided to reintroduce uniforms post-COVID, but the chosen uniforms were of poor quality. Russ and his sales team refused to wear them, feeling that they downgraded their appearance. He questions how to manage group decisions that affect everyone. Josh responds by explaining that his dealership also uses polos due to the hot climate and admits to being lax in enforcing uniform policies. Josh also adds that managers should consult the team before making decisions that impact them, drawing from his own experience as a young manager who learned from mistakes. He stresses the need to respect team members' opinions and ensure decisions are well-informed and considerate of those affected.

10. Opportunities in the auto industry.

Russ asks Josh about the opportunities in the automotive industry and how to make people aware of them. Josh mentions his experience at the NADA Academy and notes that with commitment and hard work, people can quickly reach six-figure incomes. Josh explains that as a general manager and managing partner, he earns from both roles, which significantly increases his income potential. Russ and Josh also discuss the importance of consulting team members on decisions that impact them, sharing personal experiences of both successful and flawed decision-making processes. Josh advises engaging with team members to gather their perspectives, especially on decisions that primarily affect them. He believes this approach leads to better-informed decisions and fosters a respectful and inclusive work environment.

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