Why Leadership, Vision, and a North Star Matter in Every Dealership

A Paper by John Dowling

Walk into almost any heavy equipment dealership and you’ll see it: the parts department is scrambling to fill backorders, the service department is behind on work orders, sales arechasing the next big deal, and rental is hustling to keep machines moving. Everyone is busy, but not everyone is aligned.

The invisible barriers between departmentssilosare costing dealerships more than they realize. They’re destroying customer experience, demoralizing employees, and leaving millions of dollars of profit on the table.

Research backs this up: Harvard Business Review calls cross-silo leadership “devilishly difficult,” yet essential to performance. Salesforce reports that 70% of executives say silos are the biggest obstacle to delivering great customer service. And PwC estimates that silos waste the equivalent of a full workday every week for most organizations.

But here’s the truth: silos are not a technology problem, or a scheduling problem, or even a staffing problem. Silos are a leadership problem.

Silos = Bad Customer Service

Great customer service is never the product of one department. It only happens when parts, service, sales, and rental work together as one dealership.

When communication breaks down, customers feel it:

They’re asked to repeat the same information to multiple employees.
Repairs stall because one department doesn’t know what the other is doing.
Sales promises one thing, while service or rental delivers another.

At that point, the customer doesn’t care how busy your teams are or how hard they’re working—they see a dealership that’s fragmented and disorganized. And fragmented dealerships lose customers.

The Root Cause: A Leadership Blind Spot

Most silos are created not by employees, but by the culture leadership allows—or creates.

Short-term obsession: When owners and executives care only about this month’s profit instead of the dealership’s 5- or 10-year trajectory, departments turn inward. Everyone protects their turf instead of investing in long-term customer relationships.
No vision, no alignment: IBM found that 72% of employees don’t fully understand their company’s strategy. In dealerships, this is often because there isn’t one—or at least, it hasn’t been clearly communicated. When leadership fails to define success, each department makes up its own.
Profit over people: When ownership signals that dollars matter more than customers or employees, managers will do whatever it takes to make their numbers—even if it undermines other departments.
Compensation and KPIs that reward silos: If managers are paid on departmental success alone, they will naturally optimize for their own scorecard. That might mean service inflates recovery rates, parts hoards margins, or sales dumps machines without considering lifecycle profitability.

The result? Departments become competitors instead of collaborators. Turf wars erupt. Communication shuts down. And culture turns toxic.

The Business Cost of Silos

The impact of silos isn’t just “soft.” It hits the bottom line hard.

Productivity Loss: Studies show employees waste 7–12 hours a week hunting down siloed information. That’s over 350 hours per year per person—a full day of productivity every week.
Customer Churn: Salesforce research shows customers expect consistent, connected experiences across every department. When you can’t deliver, they leave.
Missed Revenue: Siloed communication leads to missed upsell opportunities—service doesn’t know sales is quoting a machine, parts don’t know a customer is frustrated with turnaround times, rental doesn’t know service has a chronic repair issue.
Employee Morale: A toxic, fragmented environment drives away your best talent. And in today’s labor market, replacing them costs more than ever.

What’s Really Holding Your Dealership Back

In my book What’s Really Holding Your Dealership Back? I argue that the true barrier to dealership growth isn’t the economy, the OEM, or even the labor shortage. The biggest obstacle is internal drag—the inefficiencies, poor processes, and cultural walls we allow inside our own four walls.

Silos are the most obvious symptom of that drag. They waste time, erode trust, and kill the very thing every dealership needs to thrive: a culture of collaboration, accountability, and customer focus.

Breaking Down Silos: A Leadership Playbook

So how do you fix it? It starts at the top. Leaders must:

1. Cast a Clear North Star

Every dealership needs a commander’s intent—a simple, plain-language vision of what winning looks like. Not just “make money for the owner,” but a compelling goal: deliver best-in-class service, grow absorption, and become the most trusted partner in your market.

Without a North Star, people make up their own. And when everyone is following their own compass, you end up with silos.

2. Align Goals, KPIs, and Compensation

If your comp plan rewards managers for protecting their department at the expense of the dealership, you are literally paying people to build silos.

Redesign the compensation so that 20–30% is tied to dealership-wide outcomes, including absorption, customer retention, first-time fix, and on-time invoice. Create shared KPIs across departments—when service wins, parts wins, and sales wins, too.

3. One Customer, One Record

Stop treating CRM as a sales-only tool. Every customer-facing employee—parts, service, rental, whole goods—needs access to the same information. Everyone should be able to see open work orders, equipment history, and account status.

When you share data, you eliminate blind spots. When you eliminate blind spots, you eliminate silos.

4. Build Cross-Department Communication

Create weekly “Production Councils” where sales, parts, service, and rental managers meet to share issues and priorities. Hold daily store-level huddles. Establish monthly account reviews for your top 25 customers.

Conflict will come up—and that’s a good thing. Healthy conflict is how you solve problems. But leaders must model how to surface and resolve conflict instead of letting it fester into walls.

5. Celebrate Inter-Department Wins

Culture is shaped by what leadership celebrates. If the CEO only praises big sales, don’t be surprised when sales ignore everyone else. Recognize when service, parts, and rental collaborate to deliver for a customer. Reward teamwork, not turf wars.

Why This Matters More Than Ever

Dealerships can’t afford to operate like a collection of fiefdoms anymore. The labor market is tight, customer expectations are higher, and margins are thinner.

Your dealership is only as strong as its weakest department. If sales are flying high but service is broken, customers leave. If service is humming but parts are out of stock, customers leave. If rental is strong but sales is siloed, customers leave.

The only path forward is unity: one vision, one set of goals, one dealership.

My Call to Leaders

If your dealership has silos, that’s not your employees’ fault. That’s a leadership problem. And leadership is the only solution.

Breaking down silos isn’t easy. But I’ve seen it transform operations, improve absorption, strengthen cultures, and most importantly, deliver best-in-class customer service.

That’s why I wrote Service by the Boxes—to help leaders see service departments not as chaos, but as structured systems that can be managed, measured, and improved. And it’s why I wrote What’s Really Holding Your Dealership Back—to expose the internal drag that kills profitability.

If your dealership feels stuck in constant firefighting, if you’re tired of babysitting turf wars between departments, or if you’re simply not seeing the profitability and customer satisfaction you know is possible, I want you to know—you don’t have to stay in that chaos. I’m here to help.

My passion is helping dealerships increase revenue, build stronger teams, and create fulfilling careers for their employees. The first step is simple: set up a free consultation with me. Call me directly at 979-337-4339 or email me at jo**@***************es.com.

Let’s talk about what’s really holding your dealership back and build a plan for success. And as a bonus, for a limited time, you can also download my new book What’s Really Holding Your Dealership Back? for free here: https://servicebytheboxes.com/download-ebook/ .

“Natural/unnatural” and “good/bad” are orthogonal axes

A Paper by Sam Matey Coste

From personal conversations to news articles to regulatory standards to cultural depictions of technology, this writer has found that the world would be much better served if more people took the time to subject their thinking to a simple test: if a new technology seems dystopian, consider what it’s replacing. Intertwined with this, I’d like to posit another rule of thumb: if a primary argument against something new is that it’s “unnatural,” that’s a good sign that it’s probably not actually bad.

Very often, media coverage and intuitive personal responses to new technologies boil down to “it’s unnatural/new/strange, therefore it’s bad.” From solar farms to self-driving cars to next-generation vaccines, we regularly hear “unnatural” (or similar forms like “industrial”) used as an attack against new ideas and tools, as if that accusation alone formed a meaningful argument. This causes a lot of problems and unnecessarily slows down a wide range of positive change.

First, let’s try to define our terms for the purpose of this article.

For “good” and “bad,” while endlessly debatable on the margins, I’m going with the effective global consensus definition as neatly expressed by Steven Pinker in Enlightenment Now.

“Most people agree that life is better than death.

Health is better than sickness.
Sustenance is better than hunger.
Wealth is better than poverty.
Peace is better than war.
Safety is better than danger.
Freedom is better than tyranny.
Equal rights are better than bigotry and discrimination.
Literacy is better than illiteracy.
Knowledge is better than ignorance.
Intelligence is better than dull wittedness.
Happiness is better than misery.

Opportunities to enjoy family, friends, culture, and nature are better than drudgery and monotony.”— Enlightenment Now, Steven Pinker

As for “natural,” that’s arguably a bit more complicated. There’s a school of thought that holds that since humans are animals that evolved on Earth, everything we create is “natural” because it’s an extended phenotype of a species, like a beaver dam or a termite mound. This is arguably true in a philosophical sense, but it’s a bit word-gamey; that’s just not what most people mean when they talk about something being “natural.”

So, let’s leave aside the “skyscraper = termite mound” argument and explore the commonly understood “human technology is unnatural” terminology. I’m pretty sure most people talking about “unnatural” technology don’t want to go back to dowsing for ants with sticks like a chimpanzee group. You do sometimes see people making spirited “degrowth”-style arguments about the superiority of Paleolithic-level hunter-gathering or medieval-level subsistence farming as a lifestyle1, but these tend to founder pretty hard when confronted with the absence of absolutely critical standard of living improvements like “indoor plumbing” or “smallpox vaccines” or “C-sections to prevent death by childbirth.”

So, let’s be maximally charitable to the “technology is unnatural” argument and say that some kind of technological civilization is okay, but newer or more recent technologies are particularly “unnatural.” Well, one of the first things that I notice is that the goalposts seem to keep shifting on exactly what time horizon saw the crossover from “natural human technology” to “unnatural human technology.” In communication technology, for example, the Internet was once widely considered unnatural2, and TV before that, and cheaply printed novels before that. This writer suspects that most people’s actual working intuitive standard of naturalness is basically that “human technology that changes things from the way they were when I was a child is unnatural.” This XKCD comic and these Douglas Adams and Terry Pratchett quotes explore relevant examples.

One could add a panel in 320 BC detailing how Socrates detested writing for destroying the memory…

1. Anything that is in the world when you’re born is normal and ordinary and is just a natural part of the way the world works.

2. Anything that’s invented between when you’re fifteen and thirty-five is new, exciting, and revolutionary and you can probably get a career in it.

3. Anything invented after you’re thirty-five is against the natural order of things.”

– Douglas Adams.

‘Not natural, in my view…Not in favor of unnatural things. Do you mean, you eat your meat raw and sleep in a tree?

Terry Pratchett, The Fifth Elephant.

In particular, this is a common “failure mode” this writer sees in responses to discussion of new technologies that can solve big problems, but in an “unnatural” way, from the comparatively well-accepted but still under-attack genetically modified crops, solar power, and mRNA vaccines to hotly-debated issues like cell-cultivated meat and self-driving cars to the “still pretty far out” stuff like geoengineering or even artificial wombs. All of these technologies can sound scary and dystopian to some people, but I believe that the evidence is overwhelming that all of these have at least the potential to be a substantial improvement than the status quo, and we should therefore support and accelerate the process of researching, developing, testing, refining, optimizing, and eventually deploying them.

Here’s what this kind of “anti-unnatural bias” can look like in practice. When this writer brings up any of the many awesome new meat replacement technologies—even something as innocuous as the plant-based Beyond Burger, let alone the new frontier of cell-cultivated meat(—)a lot of people have an immediate negative reaction, expressing fear, disgust, or apprehension at such an “unnatural” future. This is often from the very same people who care a lot about animals, who are vegetarian or vegan for ethical reasons, and/or have strong opinions about enforcing animal welfare in farms.

That is, to put it gently, an extremely incoherent position to hold. Cultivated meat isn’t a dystopian future, factory-farmed meat is a dystopian present!

The world is full of such examples of “ignoring the dystopian present.”

In the present, right now, over 8.9 billion chickens, 66 million cows and 71 million pigs are factory-farmed in  the United States alone.

1.35 million humans per year, or almost 3,700 per day, are killed in collisions and crashes on Earth’s roadways, currently dominated by human-driven cars.

As of 2019, about 900,000 human babies per year died due to being born preterm.

It seems to this writer that given these conditions as the status quo, we should default to being in favor of accelerating the development and deployment of cell-cultivated meat, self-driving cars, and artificial wombs! And the same holds for lots and lots of other cases, including practically all of the medical research and clean energy fields given vast death tolls from disease and air pollution.

Self-driving cars (which are proving to be safer) aren’t a dystopian future, mass deaths from car crashes are a (relatively) dystopian present.

Spreading solar farms sheltering biodiversity aren’t a dystopian future, deaths from air pollution and escalating global warming is a dystopian present.

Injecting weird-sounding mRNA vaccines isn’t a dystopian future, dying of preventable diseases is a dystopian present.

We have many, many opportunities to build a much better world, and speeding up that process makes a huge difference for vast numbers of lives! And yet many people in developed countries these days, if not most, seem to have an attitude ranging from ambivalence to negativity towards transformative new technologies. Even world-improving technologies like renewable energy and vaccines that have clearly proven their manifest value over and over again still face disturbingly widespread bands of die-hard opponents. The most “anti-technology” elements of the political “left” and “right” have formed an unholy alliance that now runs the United States government and is actively attacking science, research, and innovation across the board.

Over and over again, new technologies, conditions, and systems are held to a disproportionately high standard, while existing technologies, conditions, and systems, even when they kill thousands or torture millions every year, are accepted as “that’s just the way it is.” We find it much easier to fear hypothetical dystopian futures than to acknowledge real-life dystopian presents. There are probably a lot of understandable psychological reasons for this; we’d probably go insane if we tried to truly comprehend all the suffering in the world. You can’t live a life like that.

Globally 4.3% of all children die before they are 15 years old. – The world is awful.
Ine the past around 50% of all children died. Today 4.3% of all children do. – The world is much better.
Globally 4.3% of all children die. In the European Union 0.45% of all children die. – The world can do much better.

From Our World in Data.

But humanity has demonstrated an extraordinary potential to make the world a much, much better place, particularly since the dawn of our emerging Earth-born technological civilization. The “dystopian present” is often a substantial improvement on an even worse past and can become better still in the future. Quite often, major positive changes are caused by “unnatural” new systems and technologies, however you define that. That intersection of “good” and “unnatural” is one of the things I try to write about in my newsletter, from wildlife thriving in human-dominated urban landscapes to advanced clean energy bringing abundant power while benefiting biodiversity to incredible new medical developments improving the lives of millions.

Of course, new things sometimes cause brand-new problems, from leaded gasoline poisoning to thalidomide babies to rapid-onset human-caused climate change (burning fossil fuels was new once, too). It may seem like a “cheat” to praise “unnatural” new technologies like renewable energy and cell-cultivated meat for helping solve the problems of the fossil fuel industry and factory farming. Fossil fuels and factory farming were themselves once widely considered “unnatural” new technologies fighting to help solve the problems of dire energy poverty and food poverty being the base state of most of humanity. But those were really big problems, and the new technologies did, in fact, mostly solve them, at least compared to preindustrial norms. They then created new problems, which I think new technologies are on track to solve in their turn.

Basically, what I’m trying to say is that “good/bad” and “natural/unnatural” are differentthings, and new, scary seeming “unnatural” things often turn out to be very good for humanity. That’s very different from saying that anything new or unnatural is by definition good. It’s just a call to judge things more on the “good/bad” axis and less on the “natural/unnatural” axis, because “natural/unnatural” is a pretty terrible proxy for “good/bad!”

 

A quick visual aid I whipped up to help illustrate what I’m talking about. Note that I’m only intending to use this as a four-quadrant qualitative categorization, not a quantitative differentiation within quadrants.

1. Cancer, malaria, smallpox, intestinal parasites, infanticide, and war3 are all totally natural, in the sense that they existed before Homo sapiens, but they’re bad!
2. Solar panels, flush toilets, mRNA vaccines, weather forecasting, and AI-designed medicines are all deeply unnatural, in the sense that they’re made by humans and don’t resemble pre-human items or processes, but they’re good!
3. Chemical weapons, air pollution, leaded gasoline, ozone-depleting CFCs, , malicious uses of AI-generated deepfakes, cryptocurrency bribes, and totalitarian governments are unnatural, and they’re bad.
4. Fresh fruit, clean air, clean water, photosynthesis, the ozone layer, and healthy ecosystems are natural4, and good.

“Natural/unnatural” and “good/bad” are entirely different axes of meaning, orthogonal to each other, and don’t seem to correlate that well. This writer is extremely confident in that statement, and although it’s inherently subjective, it appears to be backed up by reasonably applicable data.

If your (or someone else’s) argument against a new technology is “But it’s unnatural!” the logical response is “So what? So are flush toilets, light bulbs, and dentistry. Give me a reasonit’s bad.” A better question to ask would be, “Who, if anyone, does this new thing kill, or hurt, or impoverish? And, critically, does it do that more or less than what we have now? Is this an improvement over what we have now, or not?”

By strongly advocating the disentanglement of the “good/bad” and “natural/unnatural” axes, I’m not at all trying to dismiss out of hand the classic “Burkean conservative” or “Chesterton’s fence” genre of arguments. To wildly over-summarize, those arguments boil down to “don’t break down old things (institutions, policies, social norms, etc) just because you don’t understand their use and/or they seem bad, consider what value they might be bringing that you’re unaware of.” In fact, I’m trying to provide a complement to those argument, arguably an attempt to deploy “cautiousness” or the “small-c conservative” mindset from the perspective of the future: I’m trying to say “don’t break down new things just because you don’t understand their use and/or they seem bad, consider what value they might be bringing that you’re unaware of!”

We can solve lots of objectively bad environmental, social, and public health problems by using “unnatural” technologies and processes (solar panels! vaccines!) and it’s important to remember that. We can also solve lots of objectively bad problems using “natural” technologies and processes (planting trees for shade! marshes preventing erosion!), and it’s important to remember that as well.

So please, whenever applicable in your life, as a voter, consumer, patient, caregiver, worker, and citizen, try to judge new technologies, ideas, and processes by really thinking through whether their effects will be on net good or bad, whatever those values mean to you. Whether it’s “natural” or “unnatural,” may be interesting, but it’s not relevant.

1. Although funnily enough you almost never see these people trying it themselves.
2. That’s not to say that the Internet (or TV, radio, or the printing press, for that matter) are 100% good (although I do think that all four are a net benefit to the world, so far), just that it doesn’t make sense to condemn them as bad for being “unnatural” given that pretty much all of human existence is “unnatural,” including many great and good things.
3. Wait, war existed before modern humans? Yes; chimpanzee groups have been observed waging multi-year high-casualty conflicts which most researchers describe as “wars.”
4. One could of course nitpick all of these ad infinitum: most commonly eaten fruits are the result of generations of selective breeding, clean air and clean water can be produced by filtration systems and you could make a case that in the context of a technological civilization they’re a function of the legal and regulatory environment even in the wild, etc. But come on, you know what I’m trying to say here! I’m working with the quasi-consensus socially accepted definitions of “good,” “bad,” “natural,” and “unnatural,” these are not precisely defined terms.

A Paper by Debbie Frakes and Steve Clegg.

Heavy equipment dealers have to generate business consistently and ensure that their current business keeps coming to them instead of going to the competition. That means that they need to be on the lookout for new customers constantly, make it easy for prospects to find them, and consistently provide the best service possible. In order to accomplish these goals, there are four key marketing strategies that every dealer should be implementing:

Customer satisfaction surveys
Monthly email marketing
Email distribution list expansion
Search engine optimization (SEO)

Our partner company, Winsby, offers these services and more. They act as your full marketing department and put a team of writers, designers, programmers, callers, and marketing managers at your disposal. Below are some of the results that they produce for their clients.

Customer satisfaction surveys

The quickest way to uncover issues that customers are having with your products, services, or processes is to call and ask them. The sooner you learn about problems, the faster you can solve them, before a customer leaves you for another dealer. By having a third party conduct the surveys, like our partner company Winsby, people will tend to be more candid than they would be with your own employees. Their surveys boost customer retention by 30% and provide their clients with an ROI up to 2,395X.

Monthly email marketing

75% of B2B companies say they prefer email over other types of marketing communications. Marketing emails are effective, because they remind customers and prospects about everything you do and establish you as a resource for them, so when it comes time to make a purchase, they think of you. The emails that Winsby sends out on behalf of their clients increase customer purchases two to three times and deliver an ROI of over 1,000X.

Email distribution list expansion

The effectiveness of your emails starts with your list. The problem is that more than 20% of an equipment dealer’s email distribution list goes bad every year. To keep it current, you have to continuously find new prospects who look like your customers, call them, and add them to your list. You should also call through your current list to ensure you still have the correct information for all your contacts. The key is to get the email address of the person at the company who can actually make the decision to purchase your products or services.

Search engine optimization (SEO)

The best equipment dealer websites are the ones that bring new customers in through the door. But before your site can accomplish that, you need to show up in search rankings for the people looking for your products and services. Winsby will consistently add keyword rich blog posts and new page content, so your website ranks better, and more people find you!

If you want to start generating significantly more business for your equipment dealership, then contact Winsby today. They will be your full marketing department for the cost of just one full time employee and help you implement these strategies to make more sales and keep your current customers happy.