What Helped Me Become a Top-Performing Business Manager

After 16 years with the same company and working at four of their locations, I can confidently say that no two stores were ever the same. Each had its own identity, different brands, team dynamics, leadership styles, customer bases, and operational challenges. While the company remained constant, my environment was always shifting. And to grow, I had to shift too.

Here are some of the key mindset and operational changes I made over time that helped me succeed and eventually become a top performer in the Business Manager chair:

1. I Chose to Be Proactive, Not Reactive

   I didn’t wait for customers, or deals, to be brought to me. If someone didn’t walk a customer back to my office, I walked out to meet them. I made it a priority to introduce myself, listen, and take the lead in the process. The same went for deals. I didn’t wait for them to land on my desk. I stayed plugged in to what was happening on the floor, followed up often, and made sure nothing got left behind. Being proactive allowed me to stay ahead, build trust, and close more deals efficiently.

   
   

2. I Built Strong Relationships with My Sales Team

   My most important audience wasn’t just the customer, it was my sales team. I made it a point to visit with them daily, build rapport, and support them however I could. When we trusted one another, deals ran smoother, communication was clear, and everyone won.

   

   Success starts by showing up, staying engaged, and leading with purpose.

3. I Established Processes Unapologetically

   The only way to stay sane and never let deals fall through the cracks was by creating and sticking to clear, repeatable processes. I didn’t hesitate to implement tools or procedures that brought clarity, accountability, and structure because chaos helps no one.

   
   

4. I Met with Every Customer, Cash or Finance

   Regardless of how they were paying, cash or financing, I made it a point to meet with every customer. If they weren’t brought to me, I went to them. Every interaction was a chance to connect, build rapport, and provide value. I asked questions, listened closely, and made sure they understood their options. Treating every customer with the same level of attention helped me gain trust, uncover needs, and ultimately strengthen the overall delivery experience.

   
   

   Watch in Action! Heres I approach every first customer interaction; intentional, warm, and ready to lead.

   
   

5. I Made Every Deal a Team Effort

   Even if the task was mine alone to complete, I made sure everyone involved was informed. I showed up to every stand-up meeting, created shared deal logs for visibility, and kept both sales and service teams in the loop. My open-door policy wasn’t just symbolic; it was a strategy.

   
   

6. I Took Compliance Seriously

   I didn’t just check boxes for FTC Safeguards; I made sure my entire compliance process was tight. From ID verification and paperwork accuracy to payment processing and deal funding, I held myself to a high standard. My rate book was always up to date, and I regularly audited my own files.

   
   

7. I Learned from Every Experience, Good or Bad

   Some of my best lessons came from hard experiences: being involved in a fraudulent deal, missing paperwork on a tight deadline or audits, or learning the ropes from more experienced peers. I paid attention, asked questions, and took full ownership of my growth.

These aren’t just habits, they’re strategies built through experience, reflection, and the willingness to evolve.

I hope these insights help you in your journey as a Business Manager. If you'd like a Part Two, drop a comment or message me! I’d love to continue sharing what worked for me, and maybe it’ll spark something that works for you too.

Now, with 20 years in the industry and the privilege of learning from over 50 dealers across the U.S., I’m proud to say I’m still learning and just as passionate about teaching and helping others grow in this role.