Why Successful Executives in the Manufactured Housing Industry use Personal Coaches to Grow their Business

by Tim Connor, CSP

"You can't solve a problem with the same mindset that created it."

"The Manufactured housing industry is currently facing a number of challenges that many executives believe are inevitable, unavoidable and difficult to overcome. It's apparent that this is the case since many are circling the wagons and are operating in a "wait and see" mode.

This is not nor ever will be the best way to address any business challenge in this dynamic industry if you want your organization to survive or thrive – regardless of the economy or business climate. But there is an effective and economical approach to overcoming any business challenge you are facing now or ever will, and that's to get input, feedback and creative "throw away the box" ideas to overcome these conditions. It was Abraham Lincoln who said, "You can't solve a problem with the same mindset that created it."

The specific job of a personal coach is to help MH business owners and executives see their circumstances or conditions in an entirely new and creative way – with a different mindset.

It doesn't matter what challenges you are facing – whether in sales, finance, production, management, dealer loyalty, or simply growing your business in a profitable and healthy way. Allowing yourself to be open to new and unique approaches is the only way to confront a rapidly changing and dynamic industry.

Let me give you a few "real world" examples of situations that some of my clients in this industry have faced. Some were open and receptive while others let their egos and stubbornness get in the way. Guess which companies are still in business today.

I am by no means suggesting that a personal coach has answers to all of your problems. This would be the height of arrogance. But the simple truth is that you and your employees do have those answers – if you will create an environment and culture that permits honesty, open communication and staying in touch with reality.

Case #1

This organization had 150 employees and their sales were in the twenty-five million category. Their major problem was a disconnect between what customers in their market wanted and what the company was willing to build. The president's attitude was: This is what we are good at, what we are comfortable with and has worked for us for years; why change our approach now?

They didn't respond to the marketplace and it took only 18 months before they recently closed their doors – gone forever. Over twenty years of history, 150 employees out of work and a legacy lost.

They were unwilling to re-invent their business with the times.

Case #2

This organization's significant problem was developing an effective, productive and successful dealer base. They had over 100 builders that represented them, but less than five of the builders understood the business and focused purely on the manufactured housing piece. The rest split their time between other areas like stick built homes, foundations and only finish work.

The problem was simple. The builders representing this manufacturer lacked focus and commitment; they were often incompetent business owners and lacked loyalty to the manufacturer. Over time, the builders decided to reduce their builder network to less than 20 representatives in a much smaller market. As a result, the manufacturer lost hundreds of potential customers and wasted tens of thousands of dollars in useless and ineffective advertising. They are still in business, hanging on by a thread.

They are unwilling to see past their blinders to what is really going on in this industry.

Case #3

This manufacturer has over 300 employees with sales in excess of fifty million dollars a year. Their problem was simple: sales were declining due to the economy. They went from two shifts in the plant to only one and still their expenses exceeded their revenue. The president had a simple choice: focus on how to continue to cut expenses or focus on how to increase sales in spite of the economy and a shrinking customer base.

In an effort to solve this continuing dilemma, he created several organizational teams where each team was comprised of a cross section of employees including finance, administration, manufacturing, design and sales.

These teams were charged with one simple responsibility: come up with creative and unique ways to grow the business. The teams were given no restrictions in terms of ideas and approaches. He also created a competitive strategy. The team that came up with the best ideas that could be implemented would be significantly rewarded.

They had one week to develop their list and could accomplish their objective in any way they felt would work for them. Each team used a different approach to achieve their objective.

The outcome: Each team presented at least one suggestion that could be implemented to achieve the overall objective of increasing sales. So the president decided that all of the teams won and were rewarded.

When these recommendations were implemented, not only did the team members take ownership of these initiatives, but every employee in the organization embraced all of the tactics. End of the story: sales began to improve as their competitors continued to reduce expenses by laying employees off and cutting wherever they could, adding to the workload and stress of every employee. And they wondered why sales, profits, quality and overall organization performance continued to decline.

The common denominator in each of these cases was that a coach was hired to the senior management team. The differences in outcomes were due to either senior management being stuck in conventional wisdom and previous attitudes and behaviors – or – being willing to let go of old paradigms and attitudes and embrace change with passion and confidence.

The manufactured housing industry is going through a revolution, as addressed in the book that MHMSM.com has recently published, The Manufactured Housing REVOLUTION! Additional evidence of this fact can be found in many of the blogs, other articles and the daily news podcasts. Are you reading? Are you listening? Are you getting the message?

The answer to your future is in your hands. No one can successfully emerge from difficulty, challenges, rapid change and an evolving marketplace and customer perceptions without impartial and integrity-based outside-in feedback, accountability and creative input. Anyone who has ever achieved success or even greatness has used the services of an impartial mentor, coach, advisor or consultant.

The effective solution is to take the challenging road to enduring success. At MHMSM you have unlimited resources to help you achieve the success and market share your organization is capable of. The question is – are you ready to use these resources to get there? ##

Tim Connor, CSP is an internationally-renowned sales, management and leadership speaker, trainer and bestselling author. Since 1981, he has given over 4000 presentations in 21 countries on a variety of sales, management, leadership and personal and business relationship topics. Tim has been a member of the National Speakers Assn for over 30 years. He is the bestselling author of over 75 books including the international best sellers Soft Sell, Corporate Disconnect, 81 Challenges Managers Face, Your First Year in Sales and Life Is Short. He can be reached at This e-mail address is being protected from spambots. You need JavaScript enabled to view it , 704-895-1230 or visit his websites at timconnor.com and CorporateDisconnect.com. Connect with Tim on FaceBook, LinkedIin and Twitter