Coaching CEO’s to Their Next Level [THA 249]

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Dan Garlock, President, CEO, Silver Lake Auto, 4 locations, WI. As a second-generation owner of Silver Lake Auto & Tire Centers, Dan Garlock developed his love of the industry, working in his dad’s repair shop from a young age. Today he serves as president and CEO, expanding the multi-shop company to 4 locations and $7 million in revenue alongside his brother Darren. Dan enjoys the challenges of evolving an established business and pushing the standards of success by investing in leading-edge technologies and great people. Dan also serves as the board of directors president for the Lutheran High School Association of Greater Milwaukee in his spare time.

Scott Brown, Cardinal Plaza Shell, Springfield, VA. The second-generation owner of Cardinal Plaza Shell, a 2,700 square feet, 5 bay independent repair shop and LEVEL 5 Solutions, an automotive technology company. Celebrated 50 years in business during 2019. Scott is a Member & Past President of Virginia Automotive Association, Member of Car Care Professional Network through the ACA. and founding partner of the Blue Ocean Buying Group for independent repair shops. Listen to Scott’s previous episodes HERE

Mike Bennett has been in the industry since 1985. He is an ASE Master Tech who has worked for GM as Technician, Shop Foreman, Service Manager and Service Director for 2 locations. Mike bought his current shop, Mike’s Kars, in Gettysburg, PA in 1999. It is a a four-bay shop with 3 technicians. In 2011, he became a full-time coach with Automotive Training Institute helping shop owner’s to re-engineer and grow their businesses. Mike Bennett’s previous episodes HERE.

Key Talking Points

• The difference with CEO Group- elevate to different space/language, knowledge, understanding the role of CEO, dynamic with other CEO’s in same and different industries. Create more diversity and build and learn about yourself.  Seeing possibilities and tailoring them to your business. Committed to concepts you learn.

• Curiosity and willingness to learn- understand impact places in your business

• Self-awareness of weaknesses and strengths- how do you see yourself? How does your team view you?

• Former Pepsi CEO “The distance between number 1 and number 2 is always constant. If you want to improve the organization, you have to improve yourself. By default, the organization gets pulled up with you.”

• Being more vulnerable- ask feedback about yourself from your team, what do they want as well?

• Avoid “Make it say uncle” strong-arm approach to initiatives

• CEO and COO- has developed operation leader. Developing strategy, tactics, and execution.

• COO group- align what the CEO is working on and execute (separate meetings with COO and CEO)

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