Written by: Robin Currie
The inspiration for this came to me while I was on-site at a multi-generational dealership. There were interesting dynamics not only between the generations, but also between the employees that were of the same generation. My efforts to understand and create an abundance of collaboration caused me to peer into the hearts and minds of all present. And, after reflection at home, perspectives came to me in the form of an interesting word: greatness.
What is “greatness”? How do we measure it? Where is it found?
When I think back on my decades in the industry, and I reflect on what I’ve seen, I see it everywhere. Greatness. And, on a personal level, the past year or so has been a journey through my ancestors–my immediate ones, and my great ones. Documenting my direct line to Robert the Bruce of 13th century Scotland, and further back to Charlemagne, has given me evidence of what I had always been taught by my father, and other relatives—we are kings, and queens, and descendants of great leaders.
Now I’m certainly not alone in this lineage, as the Scottish King Robert, my actual father’s namesake, perhaps has over 2 million great grands. But still, when we trace our roots I find other kings, the Tudors, then the Stewarts, and the King James lineage of Scotland. Then was the exodus of these families, through England, here to Boston. The takeover of the House of Windsor and the eventual fall of the British Empire changed the world forever, and, for better or for worse, those ancestors, events, worldviews, and perspectives continue to be imprinted on the DNA of my lineage as it moves forward through generations, including ours.
The Windsors still possess the monarchy in England, but Scotland seized its independence through multiple generations of fierce dedication to the cause of freedom. And the colonists in Boston brought this spirit across The Pond and launched their quest for independence here, in our great nation. They negotiated, they planned, they strategized, and they fought. This history is not unlike the journey of the dealership.
Within dealerships, and at Currie, we are generations at work, together.  We are lineage, the passing of wisdom, leadership, hard work, and greatness. Generations are often in conflict, misunderstanding each other, and even expressing disappointment and disdain for each other. But we must see each other for who we really are—kings, warriors, leaders, founders, and peacekeepers. These attributes are in the DNA of us all.
The ever-shifting landscape of our industry forces us to continuously adapt. If you’re familiar with Currie, you’ll recall how important it is for us to be visionary and entrepreneurial as products, services, markets, and customers have indeed changed, and evolved. To accommodate changes in the economic environments, the structure of our distribution company has had to adjust as well. Read about Currie’s Evolution of the Marketplace here.
These changes have not been easy. They’ve required tremendous inputs of thought, effort, and capital. And we have had loyal and dedicated teams that have helped carry us through one phase and into the next. We are pioneers, trailblazers—much like the early Scots, and the original colonists in America.
Diversification, reducing internal silos, creating a harmonious human environment, and driving success have been the dreams of these industry leaders. And, as always, change is upon us. We think and speak of impactful events turned concepts like “9/11”, “the Great Recession”, and “post-Covid”. These, also, are retained as information within the DNA of those humans who actually lived these experiences, and they will be carried into the future by our children, and our grands and greats.
“Diversification, reducing internal silos, creating a harmonious human environment, and driving success have been the dreams of these industry leaders.“
Going back to Currie’s perspective on today’s dealership, our challenges are different in many ways. Some practices that once served us, may feel constricting now. Demand for rental equipment is growing, for a variety of reasons. Used equipment continues to be profitable. The sophistication of our warehouse and other customers has given us opportunities to become stronger partners and consultants. Technology and data analytics have developed into powerful tools, and artificial intelligence is creating exciting possibilities for increased effectiveness. All of these elements, at our disposal, have enabled dealer principals to develop and learn as our organizations become the future.
Alongside this growth, managing a healthy culture for our people becomes increasingly important. I hear complaints about younger employees, equity gaps and even a rise in conflict and violence. Is this new? Or are we seeing it differently? Have people really changed, and is one generation really better, smarter, lazier, or greater than another? We must come together for the common good, and the success of all of us. But rising salaries and cost of living, political discord, and uncertainties have possibly been contributing to a generational divide. But these external factors do not render us helpless. Rather we need to remember, retain and exercise our freedoms and our powers to make this world as we wish it to be. But how?
What if we looked at our dealership and our industry through the eyes of the greats that we admire so much? What if we embodied those roles as teachers for millions of descendants that will follow? And what if we interacted with each of our team members with the idea of what greatness is, perhaps as it lays dormant and undiscovered within their DNA? Awareness, communication, compassion, and abundance mentality is key. Scarcity mindsets and fear serve only to paralyze people in their minds, bodies and spirits.
Most importantly, think about those that may not perform, or outwardly show leadership potential, yet they unconsciously carry greatness within them. How do we tap into that? These very people are looked upon by the ancestors as their very own “greats”.
Our job is to search within and first find our own greatness, and show, through that example, what’s inside each of us. This is how we build powerful leaders, in a prosperous family or dealership, within an abundant industry, in a great country, and in a peaceful world. As we pass through our organizations, look as if through new eyes—think as they may have thought. Regard others as if they are truly grand. See the unseen.
“All of these elements, at our disposal, have enabled dealer principals to develop and learn as our organizations become the future.“