Balancing Continuity and Change at Mercedes-Benz

The competing narratives about second-generation entrepreneurs are equally trite: they are either sinecures content to manage the inherited business without enhancing it, or firebrands intent on eliminating every trace of continuity. 

In the case of Brian Hackney, general manager of Mercedes-Benz of Cincinnati, and Jason Hackney, general sales manager of Mercedes-Benz West Chester, the truth is both subtler and more interesting. Sons of Mercedes-Benz of Cincinnati owner Dana Hackney and sometime-heirs of his two successful dealerships, they know they can’t keep everything the same lest the business stagnate. But they also respect their father enough to have found out the soundness of his methods—and the wisdom in continuing them. 

“Brian is in a great position,” says Jason. “As a general manager you want your employees to work not only for themselves but for some- one they value, and they value him. He’s just someone you’d want to work for.” 

“Jason works harder than anyone I know,” says Brian, returning the compliment. “He is totally dedicated and I think he’s the best at what he does.” 

Both Brian and Jason acquired some of Dana’s more productive characteristics, albeit in different proportions. Jason’s tenacity and diligence derive from Dana’s own fundamental dedication to hard work. Brian similarly owes Dana for his phlegmatic demeanor and thoughtful approach to problems. 

Still, the brothers also concede that, when they started working for their father, there were aspects of his management style they didn’t fully understand. 

“My father always favors the side of the employee,” explains Jason. “When we were younger and driven by the business’s bottom line, we didn’t understand that. Once we got older we realized you can’t be around the employees all the time so you’ve got to have employees you trust and that trust you, or you can’t do the job.”

“Dana takes a while to make a decision and that used to be frustrating,” says Brian. “But we came to understand that he’s not indecisive, he just thinks things through and sees how it affects everyone before he moves on something.” 

Dana’s care for his employees and deliberative style evolved over the long course of his business experience. The styles of his sons would similarly evolve once confronted with the ramifications of being business leaders and having so many people—both employees and their families—depend on them. 

“It’s a huge responsibility when you have so much influence on other people’s families and lives and careers,” Jason says. This sense of responsibility compelled the brothers to adopt some of Dana’s traits. 

The brothers understand, however, that imitation, though the best form of flattery, is also the surest road to failure. Daily they confront challenges Dana never faced, competition he couldn’t have fathomed and opportunities he might never have pursued without them. Changing circumstances have forced them to adapt. So while they will continue their father’s management style, they won’t be bound by it. 

Nowhere is this more evident that in Brian’s headlong foray into the Internet age. 

“Brian spearheaded our Internet department,” says Jason. “With all the competition in the marketplace everyone in the dealership is in an Internet role because the consumer is so educated. Brian has put us ahead of the curve.” 

“We have made ourselves available in every venue possible, from mobile apps to digital media to online service scheduling,” says Brian. “We wanted to make our dealerships a place where people would want to come. If we hadn’t done that and others had, we would have been behind the curve and gotten killed because this is such a fast-paced industry. So we spend a tremendous amount of time getting feedback from our employees and customers to stay on top of things.” 

The task before Brian and Jason is twofold: they must continuously refine their father’s successful methods while adapting the business to an ever-evolving client base. It is a difficult balance to achieve, but it is made easier by the brothers’ recognition that there are important differences between them they can leverage to success. 

“I tend to be more laid back than Jason is,” Brian says. “I like to take my time. Jason is a competitor. He wants to be in the middle of getting stuff done every day so he’s better suited to be in the trenches.” 

“Dana and Brian don’t have it in them to do sales, but they have always been able to take care of people and make the dealerships places where they would want to work and do business,” says Jason. 

The success of Mercedes-Benz of Cincinnati is still very much in the hands of Dana Hackney. His experience is invaluable, his methods are sound, and his sons are there to constantly advise him about what works in the industry. Even if the brothers rarely contemplate it, however, a time will come when they will need to take the reins for themselves. 

And with their acute sense of what should change and what should stay the same, the brothers are in an extraordinary position—not merely to lead the business, but to lead it forward. 

“Jason and I are normal guys,” says Brian. “We love what we do, we love our employees, we try to treat our customers like family and we hope our success continues in Cincinnati for another 25 years.”