What happens when sales and F&I are out of sync, not aligned or just don’t get along? The answer is, nothing good! 

I was recently working with a large group of F&I managers, and almost every one of them expressed to me that they felt that in their situation the sales manager’s only objective is to move the metal and that F&I is just a means to finish the transaction administratively. They shared that the mindset of sales management is that if F&I could generate more gross profit, great. If not, no big deal. Keep in mind that this group sells thousands of vehicles each month. 

Granted, there are always two sides to a situation, and many times perception is not a true reflection of reality. However, this situation or a version of it plays out in dealerships every day. I have said many times that when you walk into a dealership you can feel a dysfunctional relationship between sales and F&I just as you can feel a positive functioning and collaborative relationship between sales and F&I. Either the place has positive energy or it doesn’t. I believe your customers pick up on this, as well.

The relationship between sales and F&I in many dealerships is just like any other relationship. It has good days, and it can have not-so-good days, and that’s normal. The problem is when those not-so-good days become the norm. 

So what do you do if as an F&I manager you find yourself in a dysfunctional relationship with sales management? You work to fix it.  It’s in your best interest as an F&I manager to be proactive in creating a better relationship. Don’t wait for sales to take the first step. 

Any good relationship is built on trust, communication, shared goals and values and commitment. 

I would begin the process of turning dysfunction into collaboration by being visible and contributing to the deal as soon as possible. This means being at the sales desk whenever you are not delivering a vehicle. Getting involved with a deal early is a positive first step. Helping the sales manager with little or no F&I experience in deal structure, credit issues, submission and approval strategies enhances communication and builds trust. Even sales managers with F&I experience can use some help every once in a while.

Many times when there is dysfunction, one of its root causes can be a process that currently isn’t working as it should for either sales or F&I. Being visible and positively involved in the process early can give you the credibility that leads to trust, which leads to better communication, which is needed to change a process. 

I had mentioned earlier in my example that the perception held by the F&I managers was of sales managers intensely focused on volume and unconcerned with F&I gross profit. The F&I managers shared with me that they were often boxed out on payment and rate. The situation amounted to two managers in the dealership with very different goals and objectives. 

In this scenario the dealer’s commitment to volume isn’t going to change, nor should it. No matter how much the F&I managers complain, they will never get that to change. What they could change, though, is their mindset and look for ways to align with the sales managers’ volume goals in a way that benefits all stakeholders. 

One way to do that is time and deal flow. If you are available, close some deals on the floor. In doing so, maybe you can influence the structure of the deal when it comes to you and positively affect deal flow. 

Never stop training on the power of complete and accurate information when it comes to efficiently getting customers through the F&I phase of their purchase journey.  

And lastly, commitment. Improving a dysfunctional relationship between sales and F&I isn’t a one-time event, it's a process and takes commitment. Good and healthy relationships take work. People, processes and culture don’t change overnight; it will take time and effort. Make the time and put in the effort. Taking steps to reduce dysfunction can afford you more opportunities and help you control your outcomes in F&I.

John Tabar serves as executive director of training for Brown & Brown.