220 | Business World Magazine |
July 2013
ple you work with, and if a company doesn’t
make good on commitments to its custom-
ers, staff will adopt the belief that they, them-
selves, will not be dealt with fairly either. In
another example, some years ago, when Mc-
Curley’s son, Mason, was at an age to enter
the business, it prompted a meeting among
the dealership’s managers. McCurley asked
for their help to train and mentor his son to
the best of their ability. “I told them that it
was important to me, that I understood why
they might be concerned that they’re going
to train somebody who might be viewed as
taking their job away one day since he was
the owner’s son.” McCurley made a promise
to management, that if they would help train
his son and develop his talents, they would
never have to worry about being replaced
by him. He said that he would open a new
dealership and give his son an opportunity
to lead it – and some years later, that’s exact-
ly what McCurley did. The award-winning
Honda dealership is managed today by son,
Mason. McCurley says secession planning is
integral to the dealerships, but with respect
for this, he says it is always important for a
