Objectives:

This study aims to:

1. Explore the legacy and values passed down to Andrew Dahl and his leadership team.
2. Understand Dahl Automotive's renewed emphasis on servant leadership.
3. Evaluate the transformative impact of collaborations with the Herringshaw Group and GiANT Worldwide.
4. Analyze the correlation between employee engagement and retention, emphasizing the company's impressive statistics in these areas.
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Methodology:

Data for this case study is derived from a conversation transcript with Andrew Dahl, Dahl Automotive's retention and engagement statistics, testimonials from team members, and the recent TIME article detailing Andrew J. Dahl's accomplishments and community service.

Since hiring Herringshaw Group, we have experienced tremendous organization growth and have been recognized with numerous awards including “Best Place to Work” and consistently achieve above industry average employee retention.  We credit Herringshaw Group's consulting as a big reason for our ongoing success.– Andrew Dahl, President of Dahl Automotive

Findings & Results:

Since working with Herringshaw Group, Dahl Automotive has witnessed:

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100% improvement in retention from 2018-2023

13%+ improvement in employee engagement from 2019-2022.

In 2018, they experienced retention rates of 36% – well below the industry average. In 2023, they have retained 72% of their workforce, 6% above the industry average for 2023. These figures are not just numbers but a testament to the company's commitment to its employees and the broader community.

Further discussion on retention and engagement

In 2018, we had some leadership challenges that caused significant team member turnover and a decline in our culture. I specifically partnered with Mark Herringshaw on this. We brainstormed, had several conversations and he supported me and our business through a really tumultuous time. We came up with a concise way to effectively communicate the concerns, and develop a plan and strategy for a renewed focus and commitment to our culture and our team. This allowed us to grow through that adversity and come out stronger because of it. It allowed us to correct with a 25% increase in YOY turnover from 2018 to 2019, and really showed our team how crucial culture and leadership development is. In the 11 years I’ve been with the company, this is the most solid our overall leadership team has been, and certainly the most solid our senior leadership team is (thanks in great part to the monthly one-on-one coaching sessions with Herringshaw Group for each of our SLT members). We experience very high retention rates in leadership and our team at all levels really understands our defined mission, vision, values and strategy. - Heather Steinhoff - VP of HR

Employee engagement is often seen as a leading indicator of retention. Engaged employees are more likely to remain with their current employer, contribute positively to the workplace, and promote the company's values. Dahl Automotive's significant improvement in engagement likely played a pivotal role in its impressive retention rates.

Andrew Dahl's leaned into a leadership mantra we use often: "know yourself to lead yourself" (shown above). Combining this with his emphasis on community service has been a cornerstone of the company's success. His nomination for the TIME Dealer of the Year award underscores his commitment to not just business excellence but also community investment. His journey, from working summers at the dealership to overseeing a dealership group with multiple new-car stores, showcases his dedication and passion for the automotive industry.

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Outcomes:

The company's focus on servant leadership, community service, and strategic collaborations has resulted in a surge in team member retention rates and engagement levels. Andrew Dahl's recognition by TIME further solidifies the company's reputation as a leader in the automotive industry and a force for positive change in the community.

Lessons Learned:

Dahl Automotive's journey highlights the importance of servant leadership, community involvement, and the value of external collaborations. Furthermore, the strong correlation between employee engagement and retention underscores the need for companies to invest in their employees' well-being and professional growth.

Conclusion:

Dahl Automotive's story is a testament to the power of servant leadership, community service, and strategic collaborations. The company's impressive engagement and retention statistics, combined with Andrew Dahl's recognition by TIME, serve as an inspiration for businesses everywhere.