The new owners asked me if I wanted to be a GM. I was hesitant at first, but they told me that they would invest in me and I’d have their full support. They suggested I go to the NADA Academy, so I signed up, and a few months later, I was going to my first class. Please share your takeaways from the NADA Academy. I met so many great people at the NADA Academy. The relationships I was able to build were a big part of the experience, I have so many friends in the industry now that I can rely on and reach out to when issues come up at work. To be able to pull from their experiences and knowledge, you can’t pay enough money to get everything that you receive just from your classmates. The instructors were amazing as well. The classes they taught provided many insights. For example, a lot of people think customers come first. I learned that that’s not true. Customers come second. Your employees come first. If you treat your employees well and have an amazing atmosphere, everything else will follow. Happy employees make happy customers. Do you have any advice for your peers who might be considering going to the NADA Academy? If you can attend the Academy, definitely do it. It is one of the most eye‑opening experiences you’ll have. From day one, when you meet your class, there is a feeling of family because you’re all in the car business. To be able to learn from the instructors with years of experience is invaluable. If anybody’s looking to grow or move up in the industry, it doesn’t matter what position you’re in. The experience that you leave with it and the knowledge you glean is something that only 1% of people get to do. It’s an honor to be able to say, “I have a diploma from the NADA Academy.” Why did you decide to attend the NADA Academy? In 2022, the Campbell Auto Group bought out the dealership where I was working. At the time, I was the finance manager, and they needed somebody to run the store. The new owners held one-on-one interviews with the current staff and asked each person, “If we were going to have one of you run the store, who should it be?” I was the last person to be interviewed, and I honestly thought I could be losing my job. During my interview, I was told that everybody put my name in the hat to lead the store because I was already doing it. I didn’t realize that in my day-to-day interactions, I was being a servant leader from the outside. It was a surreal experience knowing that my coworkers thought of me the way they did. 37 MONTANA AUTO DEALER
RkJQdWJsaXNoZXIy MTg3NDExNQ==