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

The Vespa Experiment from Vespa Experiment on Vimeo.

Click HERE for Herb Chambers Vespa Boston

What better location for a Vespa dealer than Boston!

This historic city has more than its share of side streets and back roads.  Going from one place to the next on a Vespa is pure heaven; well at least the eight months out of the year that the weather cooperates.

Being a city loaded with culture, colleges and industry the Vespa is fast becoming a popular choice for fun and economical transportation in Boston.

Herb Chambers Vespa Boston is an outstanding Vespa dealership;  the staff is knowledgeable, courteous, professional  and accommodating.

There are great  internet specials that are updated frequently – check them out by CLICKING  HERE.

Herb Chambers Vespa is located at 22 Brighton Avenue – Boston, Massachusetts 02134.

You can contact them by phone at 866-724-5395.

They also service and sell parts for all Vespa models for an call 617-254-4000  or  CLICK  HERE to schedule an appointment.

Ever hear of Fresh Start Financing?

CLICK HERE to find out how even with a less than stellar credit past even you can get yourself on a Vespa from Herb Chambers Vespa Boston.

In the 1960s, the Vespa represented the search for liberty and the aspirations of a generation seeking release from the stifling hardships of everyday life.  Gilberto Filippetti’s advertising slogan ‘Chi “Vespa” mangia le mele’ (or ‘He who “Vespas” eats apples’) grabbed the imagination of those under 30, enticing Italian youth to ‘Vespa’ with all its connotations of forbidden fruits, golden apples and the ‘Big Apple’ of America.  Later translations note “He who Vespas lives life.”

Start eating apples by visiting your Vespa dealer today

Content written and Published by Vespa USA

Fastest Vespa ever zooms into maxi scooter category with timeless Italian style and craftsmanship.

NEW YORK, January 16, 2009 – Italian manufacturer Piaggio, renowned for revolutionary ideas in personal transportation, announces the U.S. debut of the 2009 Vespa GTS 300 Super, the newest evolution of its best-selling mid-size scooter, the GTS 250. Sporting a new high-displacement engine and a collection of racing-inspired components and exterior treatments that complement its high-performance character, the GTS 300 Super has been designed to set pulse points pounding whether in motion or at rest.

As the fastest Vespa in the company’s U.S. product portfolio, the new GTS 300 Super is always ready to stir up excitement. New styling elements that signal its sporty intentions include an eye-catching side grille on the rear engine panel, two-tone alloy wheel rims, a racing red suspension cover on the front spring and a black-rimmed headlight. A new front shield features a stylish chrome air intake, reinforcing its sporty personality and stylish stance.

“The GTS 300 Super doesn’t just stand out in the crowd – it gets you out of the crowd,” says Paolo Timoni, President and CEO of Piaggio Group Americas. “Whether you need to accelerate away from traffic or take advantage of parking spaces that others only dream about fitting in, the GTS 300 Super does it with Vespa’s unique mix of Italian attitude and style.”

Vespas have always been the preferred scooters for those who want to send a message about the importance of personal choice, freedom and authenticity. The company has produced over 17 million scooters since its debut in 1946 and the brand has been immortalized by artists and individualists through the decades.

Nerves of Steel, Born to Perform
Like all Vespa scooters, the GTS 300 Super features the company’s exclusive steel frame design. This unique feature has set Vespa apart from other two wheelers ever since the first model debuted in 1946. By using a steel unibody versus a welded plastic-covered tube frame, every Vespa delivers superior torsional rigidity – up to 250% more than other scooters. The result is a machine that’s not only a thrill to look at, but one that provides exceptional precision in handling and response.

Underneath the tough steel exterior of the GTS 300 Super is a 278cc four-stroke single cylinder, liquid-cooled, electronic injection engine. Boasting a high level of torque and few revolutions per minute, the GTS 300 Super provides peak flexibility and maximum acceleration – making it an exceptional choice for city commuters. The twist-and-go continuously variable automatic transmission (CVT) allows smooth and easy operation for hassle-free navigation through even the toughest stop-and-go traffic.

Twelve-inch wheels insure a stable ride over pot-hole scarred streets and double-disc brakes allow riders to stop quickly, with confidence. Like all Vespas, the GTS 300 Super sips fuel. Its carbon footprint is pint-size and it exceeds strict U.S. CARB emission standards. And, while owners save fuel and the environment, the scooter’s slim stance also helps reduce congestion – it will happily share one full-size SUV parking space with six of its scooter siblings.

Despite its streamlined stance, the GTS 300 Super is big on cargo capacity. Plentiful under-seat storage space is sufficient for storing helmets, groceries – you name it! And, a broad range of accessories, such as a rear top case and soft luggage, add to the scooter’s functionality.

The 2009 Vespa GTS 300 Super is available at U.S. Vespa retailers starting in March. Color choices include Shiny Black or Optic White.  The manufacturer’s suggested retail price is $6,199.

About The Piaggio Group:
Established in 1884 by Rinaldo Piaggio and based in Pontedera (Pisa, Italy), the Piaggio Group is one of the world’s top manufacturers of two-wheel motor vehicles.  With over 7,000 employees, an annual production of more than 708,000 vehicles in 2007, 5 R&D centers, 7 production facilities in Europe and Asia, and operations in over 50 countries, the Piaggio Group has a consolidated leadership in the European two-wheeler market.

The company produces scooters, motorcycles and mopeds in the 50cc to 1,200 cc displacement range, marketed under the Piaggio, Vespa, Gilera, Derbi, Aprilia, Scarabeo and Moto Guzzi brands. The Group also manufactures three- and four-wheel light transportation vehicles for the Ape, Porter and Quargo ranges.

Contact:
Anne Szczesny
Brandware PR for Piaggio Group Americas
770.649.0880, Ext. 303
annes@brandwarepr.com