A personal note from Herb Chambers

Dear Valued customer,

Last, year at this time, I wrote to you about an important workplace distinction of which, I was very proud.

The Herb Chambers Companies were recognized as being amongst The Boston Globe’s Top 100 Places to Work for 2009. I am so proud to tell you, we have just been notified by the Boston Globe, that we have earned this distinction again for 2010.

This year we are ranked eighth in the Large Employer category. We were selected from more than 1,000 employers who participated in the survey. In fact, we are the only automotive dealer ever to have received this award and now we’ve earned it twice.

What I love so much about this is that it was the enthusiastic recognition of our employees’ that made this possible when they nominated our company as a Top 100 workplace.

There is no higher privilege in business than to have your employees emphatically state, “What a great place to work”! … And then, want to tell the whole world…amazing!

Thank you.

Herb Chambers

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The soul of a leader

Three top executives who all inspire loyalty among employees reveal their personal goals, leadership methods — and deepest fears

November 7, 2010

To be one of the Globe’s Top Places to Work, an organization’s employees must believe the people at the top know what they’re doing and care about providing a rewarding work experience. Anthony Consigli of Consigli Construction Co., Kathleen “Kit’’ Tunney of Associates for Human Services, and Herb Chambers of Herb Chambers Cos. all run organizations that ranked high in our survey for employee faith that the organization is in good hands. Top Places editor Michael Warshaw asked them what good leaders do.

• Globe: Anthony, what does it mean to you that your name is on the company?

Consigli: It might make the accountability that much greater. But I don’t think that it is the end all, be all. The reason the name is important is because I have three generations preceding me. If I screw up, I feel like I let somebody down.

• Globe: Herb, what about your name on your company?

Chambers: Well, I think it is different for me because I was the guy that started the company. I think that the pressure on you, Anthony, is five times greater than it is on me.

The company I have today is not what I envisioned 20, 25 years ago. At the time I sold my first company, I was 38 years old. I said, ‘What am I going to do now?’ and I went down to buy a car, and instead of buying the car, I bought the dealership.

Tunney: That is a great story.

Chambers: I realized how bad that particular dealership was. It just looked like the guy wanted to get out of it. I bought it right on the spot.

In the automobile business, you don’t necessarily have to be great. You have to be good. If you are good, you are great. Because most people say they hate car dealers.

We don’t build cars. They roll in, and we have to find a home for them. Our people are so important because the product is unimportant. If you like Honda, you’re going to buy a Honda whether you buy it from me or somebody else. The question becomes: Can we fulfill the need of delivering that car to the customer better than somebody else can?

I hold a training meeting once a month, and we have 300 or 400 people there for breakfast, our whole sales organization. Salespeople have got to be kind of cheered up all the time, because they have a tendency to fall down. Technicians are a kind of a different breed. They have a different level of motivation than salespeople do.

• Globe: Do you speak to each group differently?

Chambers: I do. When I am in the dealerships, I talk to the guys and ask, ‘How is everything with the shop? Anything we can do for you?’

All of our shops are now air conditioned. That came out of one of the comments I got from one of the guys.

• Globe: Kit, you came up differently, from being a staffer.

Tunney: I fell in love with the work that we do — with the staff that I was working with. And over time, wanted to make some changes there, took some courses to get a little bit of credentials in management. And happened to be at the right place at the right time.

• Globe: How did the experience of being a staff member affect your leadership?

Tunney: Having been there and done that makes me more approachable. I try to involve them in problem solving and decision making, because that was important to me when I felt like I didn’t have that voice.

I go out to a group home and say to the staff, ‘How’s it going?’ and I stop to listen to the answer. But I also provide formal opportunities for them to participate in focus groups and surveys to tell me how good of a job we are doing.

• Globe: Tell us something that surprised you that came out of that.

Tunney: Lack of natural light. We had staff in cubbies with no windows. When I decided to build our building, and we interviewed staff to ask them what they wanted, what I heard was: light. Now our building has windows right across the top. It is all one level. And there are suites set off at angles, so it doesn’t look like a motel.

• Globe: Anthony, what are you looking for when you tour your construction sites?

Consigli: I am looking for them to talk to me like I am a normal person, vs. a company president. I think there are some incredibly smart people out there that are building these buildings. They are equally important to this deal as I am. I don’t think they understand that sometimes.

• Globe: Kit, how important is the staff dedication to your mission?

Tunney: It is essential. You train, train, train. I don’t have a breakfast every month for 400 people, but it is the same thing. You’ve got to find out what their needs are, and you have to meet those needs. If I have a staff that didn’t do a good job because I didn’t provide the opportunity to gain the skills that they need, then I am the one at fault.

For instance, if you have an individual that lives in a group home, in a wheelchair, and then is maybe visually impaired, you need to provide training for that particular staff. How do you present a meal to someone that is visually impaired? How do you get them to a table if they are in a wheelchair? So you really have to be very thorough putting together orientation for staff. And follow up, follow up, follow up.

Chambers: In the automobile business, I am embarrassed to say how simple it is. The manufacturer provides you with information on all of the technicians, all the salespeople, the individual dealerships, how they all perform. We know where the problems are.

• Globe: Herb, you bought that dealership, it seems, almost on impulse.

Tunney: That is confidence, and I admire that.

Chambers: I don’t think I am smarter than anybody else. On the same token, I don’t think I am a lot dumber than anybody else. Believe me, I live on fear. I am always worried about everything all the time.

• Globe: Fear of what?

Chambers: Fear of failing in anything. I don’t want to fail.

• Globe: Kit, do you have fear?

Tunney: We’re federally and state funded. I am always wondering whether or not our contracts are going to get cut. And they do. Then I need to figure out, ‘How am I going to do more with less?’ I am always afraid it’s going to get cut so much that I am going to have to look at laying off staff.

• Globe: Anthony, is fear a motivator?

Consigli: Fear and regret. I stay up all night thinking about the things that could go wrong. Construction is a dangerous business. People die, and I am fearful of that. Quality problems, reputation — all those things.

I would say regret is equal. I hate thinking that I am going to regret decisions I made or didn’t make 10 years out, 30 years out.

• Globe: How do you avoid it?

Consigli: Thinking a lot about it. The greatest regret would be tanking a company that has been around for 105 years. I think that fear and hard work hold off that danger of making a decision that you’ll regret.

Do you screw up? Yeah. Everybody screws up. But you man up, you admit it, and you move on. If there are three things that I aspire to, they are humility, empathy, and accountability — just doing what you said you were going to do. I think that if I can do that more often than not, generally speaking, things will go well.

Tunney: If people have a healthy work ethic, they want to come to work and they want to be respected for what they do. And they want to do their best and they want to be rewarded for that. They want to have decent pay checks. And that is what we try to do.

Consigli: If we are the people behind our organizations who are responsible for that, we need to be doing the proper planning and working hard to make sure we’re putting things in place for that to happen for people.

Chambers: Everybody likes to believe they have good integrity. They all like to believe that they work hard. Who is going to set the pace of the organization? The pace of the organization is the speed of the leader, right? They look at you and say, ‘He really puts his heart and soul into everything that he does, or she does.’ So what are you doing to do? You’re going to put your heart and soul into it.

Consigli: The day that I stop doing that is the day I have to get out and let someone else take over. I have seen so many organizations where that doesn’t happen. If I get hit by a bus tomorrow, I want the organization to keep going just like nothing happened. That’s success.

© Copyright 2010 The New York Times Company

2009 Cadillac CTS / CTS-V -

Caddy’s Double Whammy!

Last year, the redesigned CTS was the second Cadillac to win a 10 Best Cars award (the first was the 1992 Seville), and this year, it’s the first Caddy to become a 10 Best repeater. We were impressed with its dynamics, its upscale interior, the performance of its optional 304-hp, 3.6-liter direct-injection V-6, its slightly softened but still distinctively edgy styling, its overall refinement, and the fact that it offers manual as well as automatic transmissions.
We’re still impressed. But impressed is a tame descriptor for our response to the V? version of this car. Overwhelmed is more like it.

Like the CTS, the CTS-V is far more refined in its second generation. But that’s not the first thing that grabs the driver’s attention, particularly if his right foot is flat to the fire wall and he’s rowing through the six forward speeds.
When that’s happening, the center of the driver’s universe becomes the super-Caddy’s 6.2-liter, supercharged V-8, which is busily churning up 556 horsepower. And if the road is challenging, the driver’s reward includes amazing agility and response.

Cadillac has created many memorable cars. This one is unforgettable.

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Having earned critical acclaim, industry awards and brisk sales, Cadillac CTS has moved into the vanguard of contemporary design. In doing so, Cadillac designers faced the question of what to do next. Their answer celebrates that design legacy with the exhilarating Cadillac CTS Coupe Concept, which premiered at the North American International Auto Show.
The CTS Coupe Concept takes Cadillac’s acclaimed Art and Science design language and adds more of both.

Generated from the spark of the CTS design team’s imagination, the CTS Coupe Concept casts a profile unlike anything else on the road. The vehicle has a ready-to-pounce stance that is dramatic, powerful and sleek.

A design gem

Among the CTS Coupe Concept’s signature design cues are a number of elements that suggest the look of a carefully cut diamond.  These elements are seen in everything from the chrome header above the rear license plate holder to the indents that comprise the basic form of the rear fascia.

CTS Coupe Concept Unique elements include:

• Classic hardtop styling, with no “B” pillar
• CTS production windshield laid at a faster angle to create a sleeker profile
• Chrome, split seven-spoke wheel design; 20-inch front wheels and 21-inch rear wheels
• Sculpted lower front fascia with unique brake-cooling vents
• Slim-profile outside mirrors
• XLR-type hidden door handles with proximity remote opening
• Unique front fender vents
• Diamond-cut rear fascia with mesh lower grilles and center-outlet exhaust
• Taillamps with a subtle fin profile and are highlighted with LED lighting technology with light pipes
• Rear spoiler integrated into the center high-mounted stop lamp
• Sculpted roof-mounted antenna for OnStar, XM Satellite Radio, etc.

The surfaces of CTS Coupe Concept are complex, inviting careful inspection. The rear fenders, for example, were sculpted by hand in the design studio until they provided a perfect, muscular form that wrapped tightly over the wheels. At the top, the rear fenders are beveled – owing to the diamond-cut theme – and become part of a horizontal plane that runs from the leading edge of the taillamps and merges into the roof.

Personal passenger environment

A classic 2+2 interior environment enhances the CTS Coupe Concept’s personal feel. It shares the hand cut-and-sewn instrument panel and center console with the CTS, but features unique front and rear seats, a continuous console running between the front and rear seats, and custom door panels.

The CTS Coupe Concept’s interior is home to a host of technologies, including a premium Bose audio system, 40-gigabyte hard drive and XM Satellite Radio. OnStar with Turn by Turn Navigation enhances the vehicle’s onboard navigation system, which features a screen that rises out of the center of the instrument panel.

Cadillac Car Dealers looks forward to the public retail appearance of this Cadillac design and engineering gem.

Source:  Official Cadillac Site