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

by courtesy New Car Test Drive

As BMW explains it, the original Gran Turismos of the 1950s and ’60s were stylish and luxurious two-seat performance cars with roomy trunks that could handle two people and their luggage for a weekend away. For 2010, BMW is revising that idea with the 5 Series Gran Turismo, a sporty sedan/hatchback that can handle five people and their luggage.

Herb Chambers BMW of Boston

BMW of Sudbury

Though a version of the 5 Series, the Gran Turismo rides a 120-inch wheelbase, which is seven inches longer than the current 5 and as long as the short version of the larger 7 Series. Visibility is improved thanks to a higher H-point that puts the driver two inches higher than in the 7 Series. The most distinctive feature is the bi-modal trunk, which can open like a trunk lid or like a hatchback.

Chambers Continues to Storm Forward With Expansion Plans

BMW of Sudbury (Foreign Motors West BMW)

SUDBURY – Less than a year ago, Herb Chambers gathered with community and industry leaders as well as employees and friends to officially break ground on a new BMW dealership in Sudbury.

At the time, the economy had started its downward spiral, and many people questioned Chambers’ reasoning. Since then, there have been lots of happenings in the industry with General Motors entering and reemerging from bankruptcy, Chrysler closing thousands of dealerships, and even the government stepping in to help boost sales with the Cash for Clunkers program. But that groundbreaking in Sudbury was Chambers’ fifth of the year, and he hasn’t looked back since.

“We took a long term view when moving forward with our development plans, because our company is here for the long haul and expect to continue to grow our business,” said Herb Chambers. “We want to make sure that we differentiate ourselves from the competition by offering customers the most convenient and comfortable experience in our dealerships.”

On Thursday Sept. 17, Herb Chambers, New England’s largest automotive dealer, is opening the doors to the just completed Herb Chambers BMW of Sudbury. The 70,000 plus square-foot dealership is the third largest dealership of Chambers’ 45 locations, and features the latest in amenities designed to pamper customers.

The six-acre property, conveniently located off Route 20 at 68 Old County Road, offers customers a three lane drive in service reception area with valet attendants, a television lounge featuring plasma TV’s and a fireplace, children’s play area, sales lounges, a coffee bar and café, a seasonal outdoor patio, business center, and plenty of parking.

In June of 2007 Chambers purchased Foreign Motors West. The acquisition included Rolls Royce, Mercedes Benz, BMW, Bentley, and Land Rover brands. At the time of the purchase, Chambers pledged to invest in growing the dealerships and committed to building a larger BMW facility at a new home in Sudbury. The dealership will replace Foreign Motors West BMW located on Route 27 in Natick, which will remain the home of Mercedes Benz of Natick where Chambers has plans for future renovations.

“This is very important for us, and we are very excited about expanding our presence in Sudbury with the addition of this luxury brand,” said Herb Chambers. Chambers also has a Land Rover Sudbury dealership located on Boston Post Road (Route 20).

The new dealership also features a 15-car two story showroom, a 6-car exterior display area featuring a sun-shaded canopy, 40 service bays, 6 reconditioning bays, and an automatic car wash. Because of the vast array of luxury brands, Chambers welcomes trade-ins. Creative financing is available and a huge selection of fine pre-owned vehicles.

The dealership was designed by Regent Associates Inc. of Westborough and constructed by Advantage Construction of Quincy.

In February Chambers opened brand new Porsche and Audi dealerships in Burlington, in March he opened a new truck service and collision center in Braintree, in April he opened a new Infiniti dealership on Route 9 in Westborough, and next month he will complete an expansion of his Mercedes Benz and Smart Center dealerships at Flagship Motorcars of Lynnfield.

“Our continued growth has been a result of the support of our expanding customer base, the dedication of our employees, and the cooperation by town officials in the communities that we operate in,” said Herb Chambers. “We are excited to continue to grow both our company and our customer base moving forward.”

About Herb Chambers Companies

Herb Chambers purchased his first car dealership in 1985 and has grown his company into the largest automobile dealership group in New England. Today, the Herb Chambers Companies are comprised of 45 automotive dealerships throughout Massachusetts and Rhode Island. For a complete list of dealership locations visit www.herbchambers.com.

Guests attend the BMW presentation of the new Z4 Roadster at the BMW Pav

By ANN M. JOB – For The Associated Press

It’s not trickery. BMW offers two cars in one with its 2009 Z4.

The new Z4 is the first roadster in BMW history with a retractable hard top so it replaces both the Z4 roadster and the Z4 coupe. It’s also a slick package with more masculine exterior styling and improved head and elbow room than the predecessor Z4s. And there’s a first-for-the-Z4 dual-clutch automatic transmission with seven speeds, too.

For all this, there’s a price. Starting manufacturer’s suggested retail price, including destination charge, is $46,575 for the non-turbocharged six cylinder and manual transmission. The lowest-priced 2009 Z4 with automatic starts at $47,900 and with leather seats and other options it easily jumps to more than $50,000.

In comparison, the starting MSRP, including destination charge, for a 2009 Audi TT is $42,895 with V-6 and standard all-wheel drive. The 2009 Porsche Boxster has a retail starting price of $47,550.

The test Z4, with uplevel, twin-turbocharged six cylinder, felt surprisingly heavy for a two-seater. I drove constantly aware of the mass of this car, even though it’s compact in its 14-foot length from bumper to bumper.

Indeed, the new length, which is 5.8 inches longer than its predecessor, is only a couple inches longer than an Audi TT. But unlike the TT and the Boxster, the Z4′s long hood dominates.

The front end is more aggressive in its styling than before. This is one roadster that would never be called “cute” the way the Mazda Miata is. The trademark BMW headlamps cast an eye-like glow, but it’s the forceful grille and the hood lines that project power and masculine appeal.

Driver and passenger sit snugly just in front of the rear wheels, and the extra 2 inches of headroom and nearly half an inch of width are much appreciated. But even as passengers sit in the car, they become aware of how the rear is mostly right at their backs.

Trunk space is in a tidy, tapered rear end that doubles as storage space for the hard top whenever the driver puts the roof down. Thus, cargo room in the Z4 is 10.9 cubic feet at best and 6.4 cubic feet when the top is down.

Thank goodness BMW insists that a driver latch into place a horizontal spacer before putting the hard top down. Otherwise, items in the trunk might get crushed. The car sounds an alarm and refuses to put the hard roof down if the driver hasn’t positioned the spacer in the trunk first.

There’s no doubt the new Z4 is a fun car for sunny days. The top goes down within 20 seconds with just the push of a button. This actually improves the view out of the car for the driver, since the view-blocking side pillars for the roof around the rear window disappear into the trunk, too.

The top down also improves the look of the Z4. It’s easier to appreciate the lines and shape of the car in this form and to just enjoy the outdoors. I smelled fresh donuts as I drove past the donut shop, got my hair mussed in the wind and heard the radios of cars nearby. There’s nothing isolating or insulating about the ride with the top down.

There was, however, a bit of a disconnected feeling with the test car’s electric power steering. It just didn’t feel natural at times, and the 35.1-foot turning circle was larger than I expected.

Driver and passengers have to drop pretty far down to get into the seats, and the ride with the test car’s optional sport suspension was always firm. I felt most road bumps, but not in a punishing way. The test car came with 18-inch performance tires, and there was some road noise all the time.

My biggest issue was sitting so low to the pavement that I couldn’t see a thing beyond the bumper – sometimes tailpipe – in front of me. There are no long views of the road ahead in this car unless there’s no one on the road ahead.

Drivers can tell right away if they have the 3-liter, double overhead cam, inline six cylinder with or without twin turbochargers. The tester, with turbo power, rushed forward after just a slight lag of the turbo, and the accompanying engine sounds told everyone nearby that this car is coming through.

Horsepower in the non-turbo, base Z4 engine is 255, with torque peaking at 220 foot-pound at 2,600 rpm.

The twin turbo version pushes horsepower to 300, with torque rising to 300 at a very low 1,400 rpm.

This surpasses the 255 horsepower and 214 foot-pound of torque from the flat six cylinder in the Porsche Boxster as well as the 250 horsepower and 236 foot-pounds at 2,500 rpm in a V-6-powered Audi TT.

Fuel mileage in the Z4 isn’t great, however. The federal government rating is 18 miles per gallon in city driving and 25 mpg on the highway, and premium gasoline is required.

The new Z4 is the first to include BMW’s iDrive management system that hasn’t been a driver favorite over the years because of its clunky operation. But there are redundant buttons to help ease its workings.

There’s no top-of-the-line M version of the Z4 now. But the 2009 Z4 with turbo engine is just 0.1 second slower in 0-to-60-miles-an-hour acceleration than the former M.

©2009 Associated Press. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.

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