Dealer leadership
A development programme for people who already carry weight in your dealer organisation. Personal leadership, team spirit and culture in one track, built on our programme Ahead in the Organisation. The result we work towards is one company culture that holds across every branch and every discipline, so behaviour is recognisable wherever a customer or a colleague walks in. Scope, group size and lead time are set together with you.
Why this programme
Experienced professionals usually have the knowledge and the mileage. The next step is not more theory. It is behaviour, cooperation and the ability to take other people with you. This programme connects personal development with team and culture development, and your own practice is the starting point in every session.
Experienced people with influence
- Participants with real work and life experience, in a group size we agree with you
- Professionals, specialists, project leads and managers who want more influence on cooperation, culture and results
- People willing to put their own behaviour on the table, challenge each other and carry out real assignments between sessions
The people who carry your brand
- Dealer principals and branch managers who grew into the role without ever being taught to lead it
- Area managers and importer teams who have to influence without formal authority
- Sales, aftersales and service leads who share one customer but not always one story
- Mixed groups across countries, working in English
What it delivers
The point is not a series of good days. It is one culture that is recognisable in every branch and every discipline: sales and aftersales, workshop and office, head office and location. That is what makes behaviour predictable for customers and for colleagues, wherever they walk in.
One culture across sites and disciplines
The same standard in every branch and every function, instead of a culture that changes as soon as you cross a car park.
A stronger team
More trust, more openness and shared responsibility instead of parallel silos.
A culture you can name
The drivers behind behaviour become visible and are deliberately reinforced.
Ownership at every level
People take responsibility for their branch, their team and their part of the customer journey, instead of pointing at another department.
A winning mentality
Ambition tied to discipline, cooperation, accountability and result.
More loyalty
From employees, customers, partners and other stakeholders.
A concrete action plan
Personal and shared, with agreements that are followed up after the programme ends.
MARCS: the foundation under team and culture
MARCS describes five fundamental human interests. When these are recognised and used deliberately, motivation, trust, ownership and loyalty follow. The organisation shifts from pushing to pulling.
| Driver | Meaning | How we use it |
|---|---|---|
| Mastery | Wanting to get better at what you do. | Making craftsmanship visible, asking for feedback, improving performance continuously. |
| Autonomy | Experiencing influence and taking responsibility. | Making decisions, showing initiative, turning agreements into action. |
| Reasonableness | Clarity, fairness and trust. | Clear expectations, consistent choices, holding each other to account. |
| Connection | Belonging and building meaningful relationships. | Strengthening team spirit, sharing knowledge, working across departments. |
| Status | Being seen, valued and recognised. | Giving recognition for contribution, craftsmanship and commercial success. |
The programme, step by step
Individual depth, plenary sessions and real assignments in between. The number of sessions, the group size and the lead time are agreed with you, so participants can apply what they learn in practice before the next session.
| Format | Theme | Core elements |
|---|---|---|
| Individual | Intake and assessment | Personal situation, experience, ambition, MARCS profile, leadership strength and development question. |
| Plenary | Who are we, who are you, what is our ambition? | Getting to know each other through colleagues; intrinsic motivation; macro, meso and micro developments; role and contribution within your organisation. |
| Plenary | Surface, undercurrent and culture | Formal and informal culture; emotions, core interests and personality; trust, team spirit and the behaviour that strengthens or blocks cooperation. |
| Individual | Going deeper | Feedback on assessment and assignments; personal dilemmas; leadership, behaviour and impact on others. |
| Plenary | Personal effectiveness and leadership | Priorities, time and energy; communication and behaviour; ownership; Kaizen and Gemba; giving feedback and holding people to account. |
| Multi-day, off-site | Team, culture and winning mentality | Ambition and desired culture; MARCS in practice; cooperation under pressure; personal cases; team assignment; decision making and accountability. |
| Plenary | From ambition to execution | A shared point on the horizon; personal and organisational goals; introduction to OGSM; concrete cultural and organisational actions. |
| Plenary | Embedding and result | Evaluation, outcomes, practice presentations, follow-up actions and agreements for lasting development of team, culture and stakeholder loyalty. |
Commercial excellence, company wide
Dealer leadership is about culture and behaviour. Commercial excellence is the layer next to it: a commercial attitude carried by every discipline, not only by the commercial department. Workshop, service, planning, parts, office and management all shape what a customer experiences and what a relationship is worth.
How we work
Learning principles
- Practical: current situations from participants and from your organisation are central
- Experience-based: practise, simulate, reflect, apply again
- Confronting and safe: naming honestly what is visible, with respect for the person
- Individual and collective: personal development tied to team result
- Embedded: every session ends with concrete agreements and assignments
- Measured: interim reflection on behaviour, cooperation, team results and stakeholder relationships
Learning goals
- Raise the level of strategic thinking and acting
- Strengthen coherence, team spirit and cooperation
- Build confidence through insight into yourself and others
- Operate more effectively at personal, team, organisation and customer level
- Recognise what blocks cooperation and turn it into workable agreements
- Build a culture where ownership, accountability and continuous improvement are normal
Practical
Group size
Agreed with you. Small enough for depth, interaction and personal feedback, large enough for a real cross-section of the organisation.
Locations
Plenary sessions in principle at your own site. The multi-day team session takes place off-site with an overnight stay.
Lead time
The number of sessions and the period they run over are set in consultation. Lead time depends heavily on the situation in the organisation, and on how much room participants have to apply what they learn in between.
Guidance
A fixed lead trainer, with at least two trainers present on each training day, plus subject specialists where they clearly add value.
Preparation
Individual intake and assessment before the first plenary session. One-to-one coaching takes place on location, in consultation.
Investment
Determined once the number of sessions, locations, assessments and specialist input are agreed. We put it in writing before anything starts.
Stronger people. Stronger conversations. Stronger relationships.
Stronger people have better conversations. Better conversations strengthen cooperation and trust. That leads to more effective teams, better commercial results and more loyalty from every stakeholder.
After the programme the group has more than insight and skills. It has a shared language and visibly different behaviour: what the organisation expects of them, what they may expect of each other, and how they create value for customers together.
Marco de Vrind, +32 486 80 83 83 (also WhatsApp). We reply within two working days.