- Manage the managers and not the stores.
- Data is gold, whatever your KPI results show, use that information to grow sales and manage performance.
- Have regular conversations with your managers “hot stove feedback” is the best kind, don’t let a problem or issue fester. Support and encourage your managers to come up with solutions.
- If a new business initiative is being proposed to roll out across the business but it is detrimental to the running of the stores speak up. It’s your obligation to support the managers making sure they hit targets.
- Know your sales, sounds obvious but there is nothing more worrying than a manager that lacks conviction when talking about numbers.
- Always look for opportunities.
- Never walk past a problem.
- Don’t assume a buyer has spotted a trend emerging as quickly as the people on the shop floor, always communicate with your buying colleagues.
- Follow through on action plans avoid procrastination, if the plan does work start again. Always encourage your managers to try new things or new ways. 5+4 =9 so does 6+3.
- Plan effectively nothing as frustrating or de-motivating for a manager who has prepared for a visit only to be told at short notice the meeting will have to be rearranged.
- Celebrate success.
- Never panic hire.
- Trust your gut it’s seldom wrong.
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