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Precision Farming Dealer Summit 2022 Recap

Shared Values & Vision are Vital to Maintaining Employee Engagement

Consultant and former dealer Tim Norris emphasizes the importance of having cohesive, well-resourced teams for organizational success.
By Libby Wawzenek posted on March 3, 2022 | Posted in Precision Ag Sales & Service

Tim Norris has learned through experience that one of the best ways to generate employee buy-in and maintain high levels of staff motivation is by cultivating a shared vision.


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Hiawatha Implement, Hiawatha, Kan. Over $75 Million in Revenues

Hiawatha Implement generates a break-out performance on sales, return on assets and absorption from the 2-store dealership, incorporating a mentor management style and pride-building facilities.
By Lynn Marcinkowski Woolf posted on July 8, 2019 | Posted in Best Practices, Operations & Finance, Dealer News
Larry Roeder had a newly earned Master's Degree in economics, no retail experience and a passive investor when he purchased a farm equipment dealership in 1981 in Hiawatha, Kan.
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2018 Dealership of the Year: Greenland Equipment

Taking a Unique Approach to Managing

July 13, 2018 | Posted in Best Practices, Department Management, Dealer News
Arther Lepp, General Manager of Greenland Equipment (Farm Equipment’s 2018 Dealership of the Year), shares insights on his unique management style. He believes in balancing proactive, direct management and allowing employees the freedom to grow. This has led to better results not only for individual workers, but for the entire dealership.
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People & Profits

Professional Development: How to Be a Better Coach (Part 2)

Discover how active coaching can be a vehicle that drives performance and accountability in your dealership.
By George Russell and Erik Thompson posted on July 16, 2015 | Posted in Department Management
In Part 1 of this two-part article, we discussed the purpose of coaching, how effective coaching strengthens accountability and how asking “coaching questions” challenges people to own and expand their capacity.

Part 1 • Part 2
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People and Profits: Professional Development: How to Be a Better Coach: Part 2 of 2

Discover how active coaching can be a vehicle that drives performance and accountability in your dealership.
By George Russell and Erik Thompson posted on July 16, 2015 | Posted in Department Management

In Part 1 of this two-part article, we discussed the purpose of coaching, how effective coaching strengthens accountability and how asking “coaching questions” challenges people to own and expand their capacity.


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George Russell -Eric Thompson.jpg

People and Profits: Professional Development — How to Be a Better Coach: Part 1 of 2

Discover how active coaching can be a vehicle that drives performance and accountability in your dealership.
By George Russell and Erik Thompson posted on June 11, 2015 | Posted in Department Management
A coach’s job is to foster one-to-one relationships that challenge people to rise to higher levels of competence and responsibility. This article will discuss three key characteristics of an effective coach.
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George Russell -Eric Thompson.jpg
People & Profits

Professional Development: How to Be a Better Coach (Part 1)

Discover how active coaching can be a vehicle that drives performance and accountability in your dealership.
By Erik Thompson and George Russell posted on June 11, 2015 | Posted in Department Management
A coach’s job is to foster one-to-one relationships that challenge people to rise to higher levels of competence and responsibility. This article will discuss three key characteristics of an effective coach.

Part 1 • Part 2
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