NAAA is pleased to announce the NAAA LEAD University. This new and informative training program is designed for aspiring leaders in the automotive industry. Program participants will gain a deeper level understanding of vital concepts and skills necessary to maximize performance, productivity, and team morale in the workplace.

WHO: Aspiring business leaders

WHAT: 8-month training program from September 2022 through May 2023. Live, in-person launch meeting in September, followed by live online meetings on a weekly basis (3 hours each). Final program celebration held in May as a live, in-person event. Please note: All in-person meetings will be held at the Washington Dulles Airport Marriott, 45020 Aviation Drive, Dulles, VA 20166.

WHY: Enhance your leadership skills, learn about your own leadership behaviors, skills, and attributes, and learn actionable items to apply in your own working environment.

Program cost: $2,500 per student to include meals (travel and hotel accommodations not included) — CLICK HERE TO REGISTER

Jim Dance, The Walter Strayer Company
Jim Dance operates The Walter Strayer Company - a Leadership Training and Consulting Services firm based in Upstate New York, serving clients nationwide. For nearly thirty years, his singular focus has been to help managers apply the concepts of leadership that have the greatest impact on the performance, productivity, morale, and attitude of employees. He gets to work with wonderful, smart, high-caliber managers, bosses, and leaders from client organizations all over America pursuing organizational excellence. His clients have included NADA, GM, AAA, Toyota, and many others.
Read more about Jim and The Walter Strayer Company


The course program is a combination of facilitated content, participatory learning activities, case study exploration, discussion, and video-based discovery.
• The foundational elements consist of:
   - A Self-Assessment of leadership behaviors, skills, and attributes, establishing a benchmark against nationally-
     recognized metrics from which to build a blueprint for development.
   - A Statistical Analysis of employee productivity data points.
   - Identification of current, real-time management issues of participants.
• The curriculum is then structured into the identification and explanation of the 16 Generally Accepted Vital Concepts of
   Leadership, exploring common pitfalls and specific actionable tools for each.
• Workbook and assessments provided; note-taking strongly encouraged.
• Opportunity provided for discussion of participants’ specific example issues to illustrate the application of the concepts.
• This is Walter Strayer’s signature Leadership Development Program deployed for thousands of automotive industry
   managers nationwide, including all graduating classes of the NADA Dealer Academy since 1999. 

1. Business Physics

Identifying the critical data points and the prerequisite steps necessary in order to get staff-members to take ownership of their tasks and accept and embrace responsibility for their own performance.
a. What do all great leaders know about the boss/employee relationship?
b. The 4 crucial areas that highly effective leaders start with.
c. What is leadership? What is management? What is the difference?

2. 4 House Management Theory

Discovering the 4 primary areas of focus for the leader and learning to identify, manage, and balance these competing elements of
organizational leadership.
a. Identifying the most frequently overlooked area of focus in business.
b. Learning how one of the most successful companies in American business history has achieved remarkable growth by focusing
   specifically on that overlooked area.

3. Poker in Business

Learning to effectively identify and manage the priorities of the manager/boss/leader.
a. Discover a powerful system for significantly better management of tasks, activities, and time
b. Learn from one of America’s foremost business minds the four vital skills for improving execution and performance as a leader

4. F&V

The behavioral analysis process for dramatically increasing the effectiveness of leadership & management relationships with staff.
a. How to significantly improve one’s Performance Potential.

5. Social Learnin Theory

Identifying the critical data points and the prerequisite steps necessary in order to get staff-members to take ownership of their tasks and accept and embrace responsibility for their own performance.
a. What do all great leaders know about the boss/employee relationship?
b. The 4 crucial areas that highly effective leaders start with.
c. What is leadership? What is management? What is the difference?

6. Propulsion Theory

What causes people to move forward…or not?
a. What is motivation?
b. Can you really motivate others?
c. What do employees want, anyway?
d. How does a leader energize staff?

7. The Chemistry Factor

Unraveling the biochemical mysteries of employees’ behavior and motivation.
a. What really drives employees’ actions?
b. Can you as a leader impact that driver? If so, how?
c. Learn how to create receptivity to input in your staff.

8. Employee Engagement

Learn the most effective approach for getting employees to be more fully engaged with their work.

9. Algebra in Leadership

How great organizations bring about development and growth with their people.
a. What is the primary job of the manager-supervisor-leader?
b. Learn the systems the great companies have put into place in order to achieve such extraordinary levels of sustained success.

10. Pygmalion Management

The most-often-overlooked key ingredient to managing performance and productivity, from Harvard Business School.
a. Statistical analysis of the labor pool.
b. Study the powerful and compelling research from Harvard Business School regarding management.

11. The Triquation Process

How to manage for productivity improvement.
a. Explore how one of the most successful companies in business squeezes significantly more productivity out of its employees.

12. Creating Self-Discovery

The critical first step in employee development.
a. Learn an easy-to-master skillset for leaders.
b. Discover how employee growth really happens.
c. Learn how to establish control with discretion.

13. The Law of the Cheetah

Find out why employees don’t do their job.
a. Understanding the root of 50% of employee performance issues.
b. Discover a specific tool to dramatically improve productivity

14. Inertia, Entropy, and PSP

Root cause analysis on employee issues.
a. Can people change? If so, how?
b. How to finally overcome performance and productivity problems.
c. A practical operating system for delegation and accountability.

15. Curing Management Frustration

The single element that distinguishes great leaders from average bosses.
a. 3 Steps to get employees to execute tasks better.
b. A powerful training model used by the best organizations in the world.
c. Dealing effectively with employee issues and providing constructive performance conversations.

16. Niagara Falls

The fascinating, hidden secret of highly effective leaders


Learning Outcomes
Upon completion of the program, participants will have learned:

• Statistical analysis of employee performance issues and their root causes.
• The impact of workgroup culture on performance and how to manage it.
• How to identify and manage leadership priorities.
• A comprehensive understanding of the quadrant theory of human behavior – understanding the workplace behavior of self and others.
• How to manage the credibility of the leader.
• A deep understanding of employee motivation.
• How emotion and logic fit together to drive employee performance and behavior.
• How the effective leader sees, engages, and teaches staff.
• How to use neuroscience to enhance employee engagement and learning.
• Understanding the connection between employee engagement and customer experience.
• How to create powerful guided self-discovery with employees.
• Why employees don’t meet expectations and how to manage through that.
• How to deal with performance and behavior challenges.
• A proven training model that works.
• The six basic functions of the supervisor.
• How to create more productive energy within the leader’s AOR.