In her conversation with Kaylee Felio, service director Sammy Jo Mannering discussed how leadership, customer feedback, and daily engagement with the team have shaped her approach to managing a large Hyundai and Genesis operation.
With nearly 30 technicians, 10 service advisors, and a growing operation, Sammy knows there is never a shortage of areas that could be improved. Rather than trying to tackle every issue simultaneously, she focuses her leadership team on one priority for a defined period before moving to the next.
Industry events also play an important role in that process. Instead of returning with dozens of new ideas, she identifies the topics that closely match her dealership's current challenges and builds action plans around them.
"Concentrated effort produces better results than scattered attention."
Sammy
Leadership doesn't happen from behind a desk.
When Sammy noticed oil change wait times increasing, she moved her workstation into the shop rather than reviewing reports from her office. Simply being present changed the pace of the operation and helped reduce unnecessary downtime.
Her approach also highlights an important reality inside every dealership. Small distractions may seem insignificant, but several brief conversations throughout the day quickly add up to meaningful delays for waiting customers.
By staying visible and engaged with both advisors and technicians, managers gain a clearer understanding of how work actually flows and where improvements can be made.
Performance reports reveal what happened. Customer conversations often explain why.
Sammy regularly calls customers herself because she believes trends become clear long before they appear in performance metrics. Rather than relying on emails or text messages, she prefers direct conversations that provide context and uncover recurring issues.
Sometimes the pattern points to a process that needs refinement. Other times it highlights an advisor or department that needs additional support.
Listening consistently helps leadership focus improvement efforts where they will have the greatest impact.
Sammy credits much of her own growth to leaders who encouraged continuous learning and challenged her to expand her responsibilities. She also values opportunities to connect with peers across the industry, believing that many dealership challenges have already been solved somewhere else.
Those relationships become an extension of the leadership team, providing new perspectives, practical advice, and ideas that can be adapted to fit each dealership's unique operation.
Developing communication skills, building confidence through real conversations, and encouraging the next generation to engage with people directly remain valuable leadership lessons regardless of industry.
Continuous improvement comes from solving one problem well, staying close to the operation, listening carefully to customers, and creating a culture where learning never stops. Sammy's leadership approach demonstrates that steady progress begins with focused attention, meaningful conversations, and a commitment to improving every day.