CIJS,
In my manager meetings, I've heard a recurring theme: our store needs to acquire more talented sales associates while pushing those sales associates who are not so talented out of the door (revolving door mentality); acquiring more talented sales associates will result in the company meeting its metrics and the store running more efficiently. However, I can't help but ask the following question: has the store leadership (management) applied this same type of thinking to themselves? Do the leaders who run our store possess the talent and efficiency that they demand from the sales associates working underneath them? Rather than blame the associates, have our store leaders considered that their actions may also have contributed to the store not making its goals?
Since taking on my role as a supervisor in our store, I can say with all honesty that I've made many mistakes and have had my fair share of leadership/command failures, which have probably contributed to the store missing its goals. That said, if I'm the sole problem leader, then perhaps I need to go out the door, or at the very least, step down. However, if, as a management team, we are all contributing to the store not making its goals, then why not own that and let the sales associates know that we are holding ourselves accountable? If the sales associates see this, then maybe they will own their mistakes and hold themselves accountable? Perhaps making the company's vision of an ideal store a reality begins with collectively owning our mistakes as managers and sales associates alike.
P.S. Thanks for your time and attention. Live long and prosper AF members and anyone else.
In my manager meetings, I've heard a recurring theme: our store needs to acquire more talented sales associates while pushing those sales associates who are not so talented out of the door (revolving door mentality); acquiring more talented sales associates will result in the company meeting its metrics and the store running more efficiently. However, I can't help but ask the following question: has the store leadership (management) applied this same type of thinking to themselves? Do the leaders who run our store possess the talent and efficiency that they demand from the sales associates working underneath them? Rather than blame the associates, have our store leaders considered that their actions may also have contributed to the store not making its goals?
Since taking on my role as a supervisor in our store, I can say with all honesty that I've made many mistakes and have had my fair share of leadership/command failures, which have probably contributed to the store missing its goals. That said, if I'm the sole problem leader, then perhaps I need to go out the door, or at the very least, step down. However, if, as a management team, we are all contributing to the store not making its goals, then why not own that and let the sales associates know that we are holding ourselves accountable? If the sales associates see this, then maybe they will own their mistakes and hold themselves accountable? Perhaps making the company's vision of an ideal store a reality begins with collectively owning our mistakes as managers and sales associates alike.
P.S. Thanks for your time and attention. Live long and prosper AF members and anyone else.