At Seeley Auto Group, President Mickey Seeley and Vice President of Operations and Partner Stan Qualls believe that building a stronger dealership group starts with the people behind it. With five stores in Michigan, the leaders have focused on creating a culture that values accountability, employee development and preparation while adapting to a rapidly changing retail environment.
Seeley, a third-generation automotive leader, grew up around the business and began working in the dealership during seventh grade. After college, he eventually returned to the family business and took on a larger leadership role. Meanwhile, Qualls entered the industry after working as a personal trainer and pursuing a partnership in the fitness business. He said that he accepted an opportunity to sell cars, then sold six vehicles during his first week and quickly found his calling.
The two eventually joined forces about 13 years ago. Since then, they have worked to build an organization that can grow without losing sight of its employees or customers, and the pair joins us on the latest episode of Training Camp to debrief us on their journey.
Staying ahead of the noise
For Qualls, a major part of his role involves building teams, developing leaders and keeping the organization focused as the industry changes. The challenge, he said, has become more complicated as dealerships face new technology, AI, changing consumer expectations and increasing competition. Rather than allowing those developments to become distractions, Qualls said preparation helps the organization stay focused.
Meanwhile, Seeley emphasized a similar philosophy. With five stores to oversee, he and Qualls work closely with middle managers and coach them to become stronger leaders. That approach requires humility, he said. The leadership team continues to seek advice, study the industry, and learn from other dealers rather than assuming it has everything figured out.
Betting on employees
The pair agreed that the people-first philosophy became especially visible during a major renovation at the group’s R.C. Lacy Kia Battle Creek store. The dealership underwent a yearlong construction project designed to increase inventory capacity, expand service capabilities and support the continued growth of the Kia brand. Employees worked through difficult conditions, including winter weather and temporary facilities.
Despite those challenges, the store set a record for Kia certified pre-owned sales during the construction period. For Seeley, the result reflected the attitude of the team. Employees could have focused on the inconvenience, but instead chose to stay positive and continue serving customers.
The renovation also represented a commitment to employees and the local community. After years without major facility upgrades, the investment demonstrated that leadership believed the Battle Creek team remained an important part of the group’s future.
Additionally, Qualls pointed to a significant change the group made in 2018 when he proposed moving its sales operation away from traditional commissions. The goal was to create greater stability for employees while removing some of the conflicts created by commission-based pay.
Under the model, salespeople receive a salary and volume-based bonuses. The compensation structure also rewards customer satisfaction, reviews and surveys. The result, according to Qualls, has been greater consistency for employees and less pressure to sell a particular vehicle based on its commission, which creates a different experience for customers, too. Salespeople can focus on helping shoppers rather than worrying about which vehicle will produce the biggest paycheck.
Culture has to be measurable
Seeley Auto Group has leveraged employee feedback to assess its culture, starting around seven years ago with the Best and Brightest Companies to Work For program. Employees anonymously share their opinions on workplace satisfaction, feeling valued, and their views on the company’s future.
The organization has earned national recognition each year since the survey began. Seeley said the award itself is less important than the feedback it reveals. Leadership uses the results to identify areas for improvement and to ensure employees feel respected and connected to the organization. He also sees a direct connection between employee satisfaction and customer satisfaction.
Training remains a leadership priority
The group continues to invest in training, but its approach has evolved. This year, leadership temporarily stepped back from some traditional outside automotive training programs. The goal was to reconnect with employees directly and place greater emphasis on internal leadership development, including more one-on-one interaction, leadership coaching, and personal development.
Seeley said outside trainers still provide tremendous value, but leadership also needs to recognize when an organization needs something different. For the Seeley team, this year became an opportunity to reset and strengthen internal relationships.
Employees are also encouraged to take responsibility for their own development. Seeley said he spends time each morning learning from different sources, including industry content and podcasts.
Nevertheless, when asked about the best business advice he has received, Qualls immediately pointed to accountability. He credited Seeley with reinforcing the importance of holding himself and others to a high standard while balancing accountability with grace.
Seeley’s most influential advice came from his father, who encouraged him to know when to “bet on yourself.” That philosophy has shaped the group’s current approach. Leadership continues to seek outside perspectives, but it also recognizes when it needs to trust its own people and make decisions based on what the organization needs.
For Seeley Auto Group, that balance between learning, accountability and self-belief has become central to its growth strategy. The industry’s challenges will continue to change, but the group’s approach remains focused on preparing its people to meet them.
