Powersports Business March 2025 | Page 12

12 • March 2025 • Powersports Business

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How to get your team to give a sh * t !

At AIMExpo , I walked around talking to dealers , trying to understand what they believe is missing from the customer ownership experience and what can be done in dealerships to improve
MAX MATERNE
it . The most common response I heard was , “ If my employees just did their job , everything would be easier .”
That response stuck with me . I wanted to dig deeper , so I used data from over 100 anonymous dealership team surveys ( conducted within the “ DELV Analysis ” we ’ ve been using for our research ) to understand the problem from the employees ’ perspective . This article shares what I found , along with insights from expert-recommended books on employee motivation that I suggest you read for further ideas on creating a more engaged and motivated workforce .
The core issue ? Employees don ’ t just need to do their job — they need to want to do it well . When engagement is lacking , customer experience suffers , revenue stalls , and internal culture deteriorates . So , how do you get your team to genuinely care ? It ’ s not about dangling pay raises or issuing threats — it ’ s about leadership , purpose , and culture .
1 . PURPOSE DRIVES PERFORMANCE Daniel Pink ’ s book Drive highlights three factors that fuel motivation : autonomy , mastery , and purpose . Employees need more than just a paycheck ; they need to feel their work matters .
“ I say the culture makes a difference . When we feel like we ’ re part of something bigger , we put in more effort ,” said a sales team member from an anonymous survey .
I ’ ve seen this in action — when a dealership creates a strong sense of purpose beyond just selling units , employees take more pride in their work . Whether it ’ s being the most trusted dealership in your region , a hub for enthusiasts , or a business known for exceptional customer service , every team member should know their role in making it happen .
2 . LEADERSHIP THAT INSPIRES ACTION
In Leaders Eat Last , Simon Sinek argues that employees work harder for leaders who genuinely support them . I completely agree . If you want your employees to care , start by showing that you care about them .
“ Holding salesmen accountable is hard when you don ’ t have backup from management ,” said a service team member from an anonymous survey .
“ We don ’ t get much feedback unless something goes wrong ,” said an office staff member from another anonymous survey .
I ’ ve learned that employees need leadership that advocates for them , recognizes their achievements , and provides consistent guidance . When people feel valued and supported , they naturally become more invested in their work .
3 . COACHING , NOT JUST MANAGING Great managers don ’ t just oversee employees — they coach them . In First , Break All the
Rules , the author emphasizes the importance of helping employees develop their strengths and grow professionally .
“ I love coming to work and interacting with customers , but I wish there was more accountability for those who don ’ t pull their weight ,” said a sales team member from an anonymous survey .
I make it a point to encourage personal development , recognize progress , and provide
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