A Dying Breed?

“Retail stores in malls are a thing of the past.”

 “Online shopping is the only way I shop.”

“Customer service is dead.”

Have you heard those statements before? I have. All the time. The truth of the matter is, in my opinion, all these statements are completely not true. Now you can read articles and listen to podcasts about all these statements. Pundits out there analyzing businesses by looking at quarterly reports, company stocks and reading consumer polls and reviews, but what about those of us still working in stores? Don’t we have a say?

Sure, physical stores are not doing the business they used to, but malls are not ghost towns like many would have you believe. So how do we change the dynamic? How do we get the consumer to see that shopping in brick and mortar is still a great option? It’s not a dying breed?

People. Yep, it’s time to invest back in people. 

Retail isn’t dead it’s just…changing.  it’s time for companies to re-embrace what’s needed. One-on-one customer attention. I feel like companies have forgotten what that entails. People NEED people. A real person greeting you when you walk in (with a sincerity). Someone available to answer any questions you may have (with a smile). A person to give truthful advice on a product you may want to try (without a hidden agenda). 

I know…we live in a society of get-it-now-when-you-want-it-by-reading-a-review-at-a-time-that-is-convenient-to-you-mentality. Shop from a couch. Shop from work. Shop out walking the dog from your phone. It is so easy to add product to your virtual shopping cart, hit buy and wait for the magical box to be waiting for you at your door. Shouldn’t there be more? 

I am so tired of people asking, “why should I shop in stores?” or “why would you shop in a store?” Like it’s disgusting or appalling to even think about doing so. Personally, there is nothing I love more than walking into a store and walking through a shopping center. Physical stores are more than just a store, to me, they are an atmosphere. They emit a feeling when you walk in. An emotion you can’t get scrolling through countless pages on a website. Each brand resonates its own identity because each brand has its own personality. You can’t perceive that looking at a computer screen. Sure, there is beautiful imagery and tons of product knowledge, but wouldn’t you like to experience it in person to see if that image is reality?

Of course, retail has its hurdles. I am not naïve. Your vision of a positive experience quickly fizzles because there is no one working when you walk in. Payroll has been cut so badly, that stores are literally void of people. Payroll is expensive. A huge percentage of operating costs. It is easy to save money if you have less people working on the sales floor. However, hiring less people equals longer hours for employees. They end up doing twice as much and burning out twice as fast causing turnover. This reality equates to companies starting from scratch by recruiting, onboarding and training new replacements. This raises a company’s cost per hire. So, are they really saving money if managers are constantly hiring new people to fill the void? The answer is no. 

Retailers need to embrace this part of their successful past. It makes sense. Especially to managers working the sales floor who love their jobs and the brand they work for. Stores are still relevant in this new world of technology. Physical stores with amazing customer service is something online giants like Amazon can’t compete with. Managers who have more time doing what they are supposed to be doing (developing people and sales generation) instead of starting over with new teams all the time will bring stronger sales results. A stores reputation can only be respectable if its people are there to reflect it. 

Building Blocks

“Aarrrggghhhhh I have to make the schedule.” I have felt that many times and said it out loud more times than I can count, but making the weekly schedule is more than managing payroll, it can be an art form. Stay with me here. I have always had a love/hate relationship with making schedules. Over the years, I managed to turn scheduling into a science of sales. Sound crazy? Yep, it is, but something I loved about managing my stores. My team might not have liked how long it would take to make the schedules, but I knew they would never really understand.

“Take the availability, hours needed, LY and projected sales and just MAKE the schedule.”

-said everyone always

If only it were that simple! If you think that is the idea, then you have been doing it all wrong! Did you know that making a schedule is the best business tool we, as store managers have to build our business? It is the one place you can manipulate payroll and availability for the better. Still with me??? Here is a little secret to for you…

Your people are the building blocks for a positive sales ledger.

I want you to take some time and really dive into your stores numbers. Analytics were always my favorite part about being a store manager and should be yours as well. For example, studying how that sweater in a certain area of the store did better on a certain type of fixture than it had on the other side of the store folded on a table always made me jump for joy at its results! Why can’t you have the same reaction when it comes to your people? Studying the key performance indicators (KPI) of your sales team is the best thing you can do to understand the dynamics of your business and make your schedule work for you. I am not talking about UPT or ADS necessarily, I am talking about time frames, team and production. Here is an example:

Tuesday nights from 6-9pm were the lowest performing sales generation time frame out of any for the entire week. Why? Was it the store’s traffic? Was it tasking? Was it who was working? Was it events in the area? Was it product flow management?

-The answer is yes to all of these scenarios

Something to consider when making a schedule, is your people’s performance together at the same time during the same shifts. I would always test certain managers with different sales associates. Who was the most productive together? Who had the best customer service? Who was able to get the most accomplished without sales suffering? I know it takes time to test the theory, but once you find the right combination, you no longer have struggling sales. I usually liked to keep a set schedule for those that would succeed together. It made them happy and customers became regulars on those days with that team. A win win!

There is a lot more to this theory, which I will get to next time, but this should give you a beginning and a new procedure to improve your business. If you have any questions, reach out. I am just an email away!

Choose Your Own Adventure

One of my favorite book series I loved to read growing up was the "Choose Your Own Adventure" stories by Edward Packard. It opened my mind to variety of scenarios and gave me the ability to explore adventures with different outcomes.

The memory of these books brings to mind, don't laugh, our current state of retail. An interesting observation, right? As managers, we have the ability to choose many different paths each day. Although there are only 24 hours in a day, those 24 hours can have immediate impact on a single course of action. Albeit, employee development, store appearance, customer interactions, operational systems…you get the picture. It is up to you to determine what kind of impact you are going to make.

I know there are many critics out there saying retail is struggling to survive, but I see it prospering everywhere I go, the problem isn’t stores in general, new stores and small businesses open every day, its people. People are the problem. Managers, YOU are choosing the wrong adventure.

I find that there are two types of managers. Those that can and don’t vs. those that do and choose. All managers have the ability to be successful, but something happens along the way that takes a mindset from a passion to lead to a safe mentality. That something, is usually a wrong decision made either by a superior that affected them poorly or a decision made internally that brought on a negative result. The can and don’ts come from this error in judgement. These managers go with a popular decision process. One that will be accepted to maintain a level of consistency. I am not saying that this is wrong or unsuccessful, but it can become comfortable and underwhelming.

The do and choose are the managers that do whatever it takes and choose not to give up on making a difference. We need more of this type in the business world. Managers that choose to stand out in a crowd and go against the grain in terms of process and people are ones that are always looking for that next adventure. They make unpopular decisions, mistakes and end up being put in an outcast category. Oftentimes their paths are rocky, stressful and a battleground of what if’s. What makes this type of manager interesting is that their decisions and mistakes often bring prosperous results, tenured teams and desired organizational strategies.

Unfortunately, these managers never seem to last long in organizations. WHY?? Wouldn’t it be wise to choose the adventure of rocky paths and individuality over the path of knowing the outcome? Wouldn’t it be wise to choose the manager that isn’t afraid of making a mistake? Wouldn’t it make better sense to choose an adventure that changes the mindset and opens the door to new possibilities? Something needs to change. The store environments we walk into today are filled with disgruntled employees, comfortable employees, lost employees and more importantly, employees ignoring customers because YOU choose the wrong approaches in your leadership style every day. Retail isn’t dying. The successful businesses have grown from their mistakes and prospered. The do and choose managers have opened their own stores and are leading the way in making a difference in communities because the can and don'ts have given them no other choice. It's up to you to choose your next adventure. Choose wisely. Your businesses are depending on you to make the right decision.

Be the Position You Want To Be

The biggest issue we have as managers is having the people in place who are ready for the next level, but they have no place to go. Am I right? At least in my experience, I have had incredible employees ready for the next step with no promotion in the near future. I guess I was lucky. Lucky, to have tenured teams, but it was always hard to watch them sit in the same position over time with nowhere to go.  I always told them to “be the position you want to have and adopt it as a daily state of mind.” It is never easy to have that kind of strength without push back from the employee saying that if “I am doing the position, why can’t I get paid for that position?” Good question…BUT the answer is always because the position doesn’t exist. “Stay with me here. Be patient. It WILL happen.”

Sometimes you have people in position that think they are ready for the next step, but in reality, they are not quite there yet. You have to ask yourself the following questions when reacting to their request:

1. Are they a respected leader in the store? Do employees come to them with questions? Are   they answering these questions correctly?
2. Are they leading by example in regard to policy, operations, and process efficiencies?
3. Can they answer questions that a higher-level manager usually answers without a higher-level manager interfering?
4. Are they self-sufficient or do they need to be given daily direction?
5. Have they instilled a work ethic among employees that others what to mirror?
6. Has the store incorporated processes that this person has envisioned in regard to their division of responsibility
7. How is their customer service? How do they react under pressure? Do customers love to see them in the store when they shop?
8. Lastly, are they getting noticed by district or regional level managers? Are your superiors asking about them in touch bases.

If you are able to answer any of these questions with undeniable evidence and your store has been generating positive sales with their help, then they are ready. Now the advanced training and development begins. It is now up to you to keep them challenged. You don’t want to lose them to another retailer. I recommend sitting down with them and the person who has the position they want and having a conversation about needs and wants. Then as a team develop a training plan to get them to the next level. The best part about this philosophy is that the person in the current position, with your guidance, does the training. It pushes both employees to be better and encourages a teamwork and empowering environment.

This is what keeps people. People don’t necessarily leave stores because they are unhappy, they leave because they aren’t challenged by their leaders. They become bored and stagnant and want to move on to bigger and better things. You don’t want that. Your store needs a core staff to continue to be successful. Customers want to see familiar faces. My advice to all of you out there with a person(s) up to the challenge…Do whatever it takes to keep them. Money is never an option. Especially in this retail environment. You have to make them see that and still want to be a part of your team. You need to be creative and push yourself to be better. You need to be a leader everyone wants to work for. This fact takes patience, accountability, strong communication and delegation. It also takes a mentality that your people may be more capable than you ever imagined and reach a level that inspires you. The end result is to watch people grow and to be proud of what you have accomplished in regard to your stores’ business. After all, isn’t that why we do this?

Bench

Bench is an interesting word used in management. Its definitions from the Dictionary are: a long seat for several persons; the quality and number of the players of a team who are usually used as substitutes…and so on. In any type of retail, it’s your back up to a manager. Any manager. Plain and simple. I recently read a quote that stated, “You are not a leader until you have produced another leader who can produce another leader.” These words should be EVERY manager’s mantra. Especially if you want to call yourself a “successful manager”.

Sure, having a strong business with positive comps is successful. Having a repeat customer is considered successful. Having beautiful window displays that draw in new customers is successful. Having over 10K followers, as a business, on social media is considered successful, but how are your teams?

Over the years, I have been incredibly lucky to work with some amazing and talented individuals. Many have gone on to be pretty special themselves. Nothing has made me prouder than to watch a new hire move up the ladder (this you have heard before). I have prided myself in the ability to observe a passion in someone and exploit it. I value the ability to recognize people’s strengths and push them to be the best version of themselves. This has never come easy. People need to have the desire to become a better, stronger version of themselves and YOU as their manager need to be able to assess these characteristics and develop them. Your sales team may not even know that you are doing this and that makes it even more special when they wake up and determine their own strengths and abilities. You need to be tough, direct and expectant of confrontation. To challenge is to not make friends, but to make leaders.

Asking questions of your team needs to be an ongoing theme in your life as a manager or owner of a small business for that matter. Getting to know your staff through conversation and observation are the key to their development. You need to look for another you. Someone to take your place someday. How are they with customers? Make sure they are scheduled peak hours on the sales floor. How are they with new hires? Schedule them to train on the first day of hire. How are they with store standards? Schedule them to do visual sets. How are they with organizing? Maybe they have a love of shipment processing. What do they want to do with their lives? Why did they take the job? These are just some questions you should be asking. Questions you should know the answers to and schedule accordingly.

In my opnion, managers today are getting lazy. Managers today are selfish. Managers today are missing the point in regards to what leadership is. Managers today are not being trained to make themselves a better leader. Managers today are lost without direction. Managers today are the future of business. So why aren’t they being invested in? Why aren’t your teams a priority? Remember why you were hired in the first place?

Something to think about. During your next TB or store meeting ask the questions. Ask your teams what THEY need. You’ll be surprised to know…it’s just you.

Beauty From Chaos

I have used this phrase for as long as I can remember. Those of you that have worked with me over the years have heard it a million times. These three words mean a lot to me and they can signify many different things.

When you hear the word chaos what comes to mind? Disaster? Confusion? Disorganization? I am sure you are imagining so many things and guess what? You’re right. Just the word itself screams at you. Beauty on the other hand paints a distinctly different picture. Maybe it’s a mountain view or a painting where just the colors themselves stand out. Maybe it’s fashion and everything that it represents or a poem you just read where the words leave you feeling better inside. To me, you can’t have beauty without chaos. Think about it. Think about how that relates to everything you have done, seen or experienced.

Now how does this relate to business? I started using the phrase when I was a visual merchandise manager years ago. My team and I would strip the walls of our store clean, putting clothes and product on tables, racks other fixtures and sometimes the floor (sorry it happens) just to see a blank space and wall. It would be just insane in the store during that time. Stuff everywhere…chaotic. We would then start fresh by merchandising new product first then add the old. When the wall and fixtures were where we wanted them to be, we would stand back in awe appreciating our work…Beauty. So, I started saying it. Even though there was a HUGE mess, we would make it beautiful. Meaning…don’t stress about the process. Know that in the end it will be amazing. I have taken that with me and have used it for many situations.

Now that I am out of stores and focusing on the “why” I started Managing With Purpose and the “how” I will make it successful, I find it even more meaningful. I‘ve observed it in all of you out there working your butts off to make your stores and businesses successful. I especially notice chaos in new boutiques opening all over the city. The walls are adorned with incredible merchandise and layout and design are inspiring. Customers are loving the location and the product you are offering, but something seems to always be missing. It always seems a bit off kilter.

I find it hard to fathom “out to lunch” signs on a busy Saturday during peak times or sales people acting like they own the place, but can’t answer any questions or a lack of customer service while the stores’ Instagram is incredible. Why did you open a boutique? In-this-day-and-age where stores are closing left and right, shouldn’t your business be the best it can be? Wouldn’t you like to stay open for a while and gain a positive reputation? Or if you work for a major retailer don’t you want a positive review on Glassdoor or Yelp for a change? The answer is, I hope, yes. You just need to learn process. Let me help you get to beautiful.

The Domino Effect

Tenure. It’s an amazing thing. There is nothing in the world like having a team that sticks around. As a manager or business owner, watching your people grow into roles is probably the most rewarding trait of being a successful manager. At least it was for me. Nothing made me prouder than to watch someone grow from a part timer into high level. How this happens is what I like to call the domino effect.

Your store is a breeding ground for amazingness…if you allow it. Some leaders don’t like seeing others succeed. I always found this odd, but I understood it. People fear strength. It’s true. Some managers like to keep people at a certain level to control them. This is a hard fact to consider, but it is something those managers need to recognize with in themselves. This can most certainly lead to losing good people and spread negativity like a cancer through the store. Your business’s environment is what YOU make it.

It all starts out with hiring. Are you hiring the right people? You should be looking for certain traits when interviewing candidates. Traits like motivation and belief in abilities. Starting at the part time level (we will get into interviewing later). When they’re hired, you are constantly observing and recognizing strengths and opportunities. As you adapt your training to match their abilities, you start to see potential. It is when you start noticing that same individual share your training and philosophies with others that the domino effect begins. When people feel empowered, supported and challenged they stick around. It makes the 4-walls more fun to work in. After all, when we spend most of our time in our businesses shouldn’t we WANT to be there? Shouldn’t there be a purpose to why we work long hours? Shouldn’t there be a positive reason to show up to work every day?

Not every person you hire will stick around. It is usually because it wasn’t just for them. Retail is hard. Some will have opportunities doing something else. It’s a free world. There are many choices for everyone, but always ask yourself…did you do everything in your power to make an impact on that person? Maybe you turned a shy seller into a top seller. Maybe you taught someone to become more organized. Maybe you impacted his or her thinking which in turn allowed them to open-up and become a better person. Believe it or not, you have the power to make these things happen. Just don’t ignore the one’s that got away. Look inside yourself and determine the whys.

Do you have any stories, experiences or comments? I would love to hear your thoughts.

Be A Chameleon

I love chameleons. They are such a unique species. As their skin adapts to their environments they are camouflaged from predators and invisible in nature. They are beautiful and interesting. All of you should adapt the idea of being a chameleon as inspiration to do the same.  Not that you need to hide from predators or blend into your stores’ or business’s environment, but you need to be able to reach several different types of people on many different levels to accomplish the same goals. These goals are success in business and a tenured well-rounded team.

Every person you manage or work side-by-side with during your career is unique. They look different from you, grew up in various environments from you and their approach to learning is unique from yours. So why would you ever try to train them and manage them all the same? These are some of the most frustrating things to hear from employees. “My manager just can’t communicate with me “.  “He/she just doesn’t get me”. “I wish my boss would just listen to what I have to say”. “I don’t understand what I am to do and I am afraid to ask questions”. Now I am not perfect, I have heard many, if not all of these examples directly, but I learned from them and forced myself to take the high road and become a better version of myself.

Going back to the previous blog “Know Your People Before You Manage Your People”, you have spent some time observing. You have seen how they handle customers, peers and tasks. Now you can start developing them. Remember, no person is alike. You must adapt your training mindset to that of the individual. Some like to take a lot of notes and some like to memorize through observing processes. Some hate technology and some are computer wizards. Most people are passive in new situations and need a lot of positive reinforcement to gain confidence. Others believe they know everything and really take offense to fresh ideas. All of this can be frustrating when running a business and it is easy to take your frustration out on your people. It doesn’t have to be. YOU need to adapt! You cannot be a strong, successful leader if you don’t.

Your employees look to you for guidance. It is important that you prove to them why you are in the position you are in. Ask a lot of questions and make sure what you are communicating is clear. Maintain an open mind and be open to learn something yourself, your management style and your temperment. That is the best part. Learning from your people. It challenges you and keeps the open communication flowing. Maybe it won't work on everyone, but don't give up. If you can develop just one person to be a better, stronger, well rounded individual then next time you can develop two people. After all, isn’t that what it’s all about? The domino effect gives any manager or business owner a sense of pride.

Know Your People Before You Manage Your People

Have you ever been told when starting a new management position or getting promoted that you should just fire everyone and start fresh? Yeah, me too. My response always has been…” we’ll see, let me see what I can do first.” I have always been a believer in the philosophy of know your people before you manage your people. It wasn’t always that way, in fact, I learned it over the years. As I grew, so did my management skills and my management style. Both took on a life of their own. Whether my bosses liked it or not. I don’t think that, nor do I believe that people can’t change. I believe people WANT to be better. I believe people can be whatever they want to be if they have the right tools to get there. Tools can mean training, stronger leadership and positive store environment.

Being a store manager or any level of manager for that matter means you should be an observer first, developer second and then and only then can you decide whether a person fits the mold. If you don’t understand your people, how can you manage them? If you were promoted into the position, you already have a basic grasp of who each person is, how they respond to each other and how they learn. But now they work for you so you need to tread carefully as this adds a new dynamic to the store. If you enter the business as a new manager, especially new to the brand, you have big shoes to fill. There is a lot riding on your shoulders. You were brought in there to assert change, drive results, and breathe life into a store. This is not an easy task and to get there you need the support of your team.

Observing may sound simple enough, but it takes patience and time. You need to sit back and watch each member of your team in a variety of circumstances. You have-to let them make mistakes without interfering. You need to learn how they handle different types of situations. From these observations, you can determine how to develop. I usually observe for about a week. I try to schedule myself different shifts so I can experience the store during different parts of the day and the team interacting with different people. After observing, I like to meet with everyone. It could be all at once during a manager's meeting or what I always liked to do was talk to them randomly one-on-one when it wasn’t planned. The goal is to listen, ask questions and develop a rapport. This will start the process naturally and give you a fresh outlook.

Development comes next. Stay tuned for what I like to call being a chameleon….