Management

The Proficiencies of the best

The building blocks of memorable managers

Figuring out what separates a good boss from a bad boss is simple. Think of the best boss you ever had and think about the worst. Picture their faces, their voices, and actions. By looking at a few underlying traits it is clear what the good do, and what the bad don't.

Art Markam writes in his Harvard Business Review article (Can you be a great leader without technical expertise, 2017), team members respond well to bosses that understand the technical elements of the work being done. This is being Task Proficient.

It is one of the reasons I never opened my own Hair Salon. I consulted salon owners for years and knew the business like the back of my hand, but never opened my own salon. Day-to-day, the staff could take liberties with my lack of knowledge (not a good basis to harness respect). Also, I did not have a passion to learn the technical side of the trade. This lack of Task Proficiency would have been a poor business move.

Good business leaders need to be data literate. They will understand the metrics in a business and industry they can effectively measure, track, and respond to. A manager whom cannot do this will usually struggle or fail. Trend and pattern analysis informs decision making, creates an internal language amongst the team, and tells us if we are succeeding or not (our scoreboard). This is being Analysis Proficient.

In the real world there are limits to this analysis. Data can be incomplete, people don’t tell the truth on surveys, and quality of data can vary from different areas of the business (The limitations of data in predictive analytics).

Data is a reflection of what is happening. It is not ‘what is happening’. To get to the bottom of things, managers need to see, hear, and feel things for themselves. They also need to do something with all of this info!

During my Emotional and Social Competencies Inventory Accreditation, the definition of a manager was presented to me that stuck ever since:

‘A Manager gets results through others’

This is the true limitation of Task Proficiency and Analysis Proficiency. The ‘doing’ of a manager is more than just knowing how to do tasks and analysing the numbers.

Being able to Role Model behaviours. Being able to connect and manage the Self and Others through a range of crazy challenges. Being able to coach, confront, and manage conflict. Being able to build a unique culture of performance with momentum. This is being Performance Proficient.

Models - Play Beyond Targets - Pyramid PNG.png

 Imagine your team are the crew of a yacht. The manager is the captain. The captain needs to know every rope, knot, and crank (Task Proficient). They need to know the wind direction, wind speed, ocean currents, and resources (Analysis Proficient). But the running of the yacht comes down to…

·        how the Captain carries them self,

·        how keenly the Captain observes every detail,

·        how the Captain gains and gives constant feedback, and

·        how well they promote an environment where everyone feels safe, energised, and focused no matter what storm they are faced with.

(Performance Proficient)

Performance Proficiency requires 13 distinct skill sets. They are learnable, practical, and immediately applicable in the workplace. A leader will maximise these learnings by first being Task and Analysis Proficient. Put it all together with Performance Proficiency and there is every chance of being reflected upon as a ‘good’ manager by the crew!

If you or your managers are Task and Analytically Proficient and are ready to learn these 13 skill sets in detail, they are covered in the Play Beyond Targets Masterclasses. More info here.

Strengthen Branding or get left behind

How quickly is the retail landscape changing? It seems that everyone is telling us that change has never been quicker. I am not sure how true this, but the one indisputable fact is that change is upon us. This change comes in the form of international business crossing boarders both on-line, and now in our shopping strips and malls. So with this cycle of powerful retailers hitting our Aussie shores, what is the number one defence that local retails can initiate?

To answer this question, I took inspiration from a recent trip to LA – the home of extremes. There are big gas guzzling monster trucks driving alongside eco-warrior electric cars. There is the extreme luxury and wealth of the Hollywood and Beverley Hills Celebs living next to droves of homeless in the adjacent streets. But, amongst all of this I noticed one clear distinction. The culture of service among the successful retailers wherever my wife and I dined and shopped.

From a customer point of view, it starts with the overall end-to-end branding experience that you receive. A strong identity that connects the product to the people, to the location, and the entire experience. An example of this was when we visited a super-healthy café near Venice Beach. LA is the birth place of the Superfood phenomenon, and I was blown away by their execution. Calm and rejuvenation were a part of the dialogue, but they went deeper than this. Their purpose was to engage the consumer with the art of connection. They used some creative ways to instill this branding like the naming of items of the menu – but they took it further. The WIFI connection password was iamconnected. To add to this our server took our order and left us with an exchange I will never forget:

Waiter: “Thank you for your order. Would you like to know today’s question?”

Me: “Yere, sure, why not…”

Waiter: “What is your mission?”

Before we could react, he was on his way to file our order and get on with serving the other customers. We looked at each other. Thought. Looked at each other again. Smiled. And then, something great happened. We started talking about the question. What he meant by it. What our mission was. What our mission for the day was. What our overall mission was.

Our actual mission is irrelevant so I won’t bore you with the discussion that ensued. The genius is that this café was all about health, and connecting with yourself and others. In asking this question, we were immediately engaged in a thought provoking and fun way. From a branding point of view, I was left extremely excited. Brilliant! Simply brilliant!!! The overall experience was aligned and faultless. The delivery was spot-on. The effect was memorable.

Now, this sort of thing can sound gimmicky, but when all aspects of your customer experience are aligned, you move from gimmicks to something else – strength. Having brand alignment in the customer experience across all aspects of your business adds up to a very strong brand presence. You become memorable, and your customers become advocates. This results in real business growth.

It is on this trip that it struck me! All of the strong brands in Australia (small and big), and all of the internationals coming to our shores all have strength in end-to-end branding. A strong Brand Image. A Brand Experience. As business leaders, we need to be ultra-critical of every aspect of our customer-touch points. Are they aligned? Do our staff understand them? Do our staff know how to deliver them? Are there any weaknesses along our customer service chain? Does our on-line match our off-line? Do we stand out? Are we using the best language?

In driving this brand strength, it is vitally important to also make sure we deliver on our brand and product promise. Another key question to ask is: are we style over substance? There is nothing worse than having a beautifully presented space and brand, but then the end result is a poor-quality product or poor perceived value (by the way, we experienced this many times in LA also – I question if these businesses will still be around by the time we return). In an age of Insta and photo filtering and infographics, the aesthetic of our branding is so important, but copy-and-paste the latest trend at your peril. If it does not match the overall goal or mission of your business and your people, then it may do more harm than good to your business.

I feel that in the coming years we are going to see large international monster companies come to our shores and successfully navigate the tough Australian market (unlike those that failed previously, i.e. Hollister, Starbucks, and more recently Topshop). The local business that takes their end-to-end branding to a memorable and sophisticated level will be the ones that stand up and push forward in the new Australian business environment, no matter how quickly change is occurring in the landscape.

Time - start with your team

This may be a familiar situation for you. The week starts with a vigour and a mindset of positivity and a list of actions you are going to achieve. Then within less than ten minutes of walking into work, you are ambushed with all sorts of unforeseen problems that you need to attend to.

Time. Having more of it. I can’t say that I have the answer, and there are may tools out there which help. Some work for some, some work for others. But, one thing I like to focus attention on is how your team views and uses their time.

When managing a team there are some key habits you can use to squeeze a lot more out of your team’s time, which can impact on your own time restraints. It’ll take some investment on your behalf, but the wins can be enormous:

  1. “I don’t have time” or “I have been too busy”. How many times do you hear this from your team when you are asking about a job they needed to do? If you kept a log of this, it would easily be in the high double digits every week. Let’s clear something up here – when one of your staff say either one of these phrases they are sending you a clear and loud message. The real message is: “I don’t care about it”. Or, to be more diplomatic, “It is not a priority to me”. Now, that you know what they are saying, you can now delve into the real issue – does this person have their priorities aligned with the business? This sets us up to have a great chat about improving the situation, and therefore saving you a huge chunk of time in the future.
  2. Less System is more. Processes and systems are so important. In retail, having simple but well drilled systems will be the difference between great customer service and fantastic sales versus inconsistency and frustration. However, before implementing new systems a great way to cut down wasted time is to audit your current systems and get rid of everything that is not efficient and effective. Minimising the volume of systems in your business will mean that you have a lot less to manage, communicate, and upkeep. Simple and strong is the name of the game.
  3. What are you going to do with it? As a manager or business owner, there are beautiful little windows of time that pop up. You know the ones. Its where everyone is set up, all customers are being served, you have your to-do list done, and you are free. You are actually free for 10 minutes, or 20, or maybe even longer! It doesn’t happen often, so there you are looking over everything, or sitting in your office, and you say to yourself “s#*@, what am I meant to do with myself!!!?” Because we are not used to this, it can freeze us, and because it is unfamiliar it can be really uncomfortable. So, be sure to have a plan. Jotting down a few key things you would like to do or work on if you had 10 minutes, 30 minutes, or an hour to yourself a day, or a week is a great motivator and will also ensure that this time is used wisely – it’ll feel great.

Being buried in tasks can really hurt a retail business. Remember, you are the most influential person in the entire business. If you consistently run out of time to get everything done, or to enjoy your work, then it is not only tough, but it is also not going to be good for overall business. You don’t want that – it’s the opposite of what you want to achieve.

Using some easy to implement tools is the first step towards building a team with great capability leaving you with time to chase the fun stuff in your business.

How to do Negative

It’s one that can make us squirm more than Stephen King’s last horror story. You know, that chat you need to have with one of your direct reports where you have to point out a big fat negative in their work. Why is it so hard? I’ll tell you why….

  1. You hate the fact that you always have to be the bad guy.
  2. You can’t believe they have made the mistake after you clearly told them how to do it correctly.
  3. You are a nice person. They are a nice person. I don’t want to hurt their feelings.

Giving bad feedback is not an easy thing to do. If anyone says that they find this easy, they are either lying, or maybe they enjoy it a little bit too much. I am guessing you are neither.

No, giving negative feedback is a hard thing to do well as you are potentially hurting your relationship with the person in question, or you are disrupting the positive culture you are trying to create. There are so many aspects of this conversation that can go wrong, and that is never an easy situation to manage. But, there is a big BUT (that didn’t quite come out right… Anyway, here it comes.

BUT, being able to give negative feedback well is an absolutely critical aspect to being able to manage a team well. This is one of the key tools that you need to use to be able to build ability and confidence in your team. There are other great benefits including building trust and increasing closeness in a relationship. Here are some ideas on how to get better at delivering a negative.

  1. Earlier the better – delaying your feedback will reduce the effectiveness of your conversation. Details will be hard to remember, and the person will be less receptive. The term nip-it-in-the-bud can be utilised here. This also stops feelings festering inside of you which can build tension and increases the likelihood of the negative feedback becoming emotionally charged. Giving the feedback swiftly is the best way to go.
  2. Ask instead of tell – Allowing for self-assessment can be a great way to instil learning in the situation and disarm any backlash from the feedback. I find that if I point out faults all the time, it can beat people down, and then as the manager you can labelled as a tyrant. Instead, get the person to do a self-evaluation by asking them “what is out of place with this/what you did/how this turned out” or “how could have this been done better” or “I can spot a problem with this. Can you see it?”. This invites discussion, and gives the person a chance to figure it out themselves, rather than being told what they did was incorrect. It is a great way to turn a potentially negative conversation into a positive one.
  3. Specifics are critical – when giving negative feedback you will cause yourself a world of pain if you are being vague and inattentive. There is a lot of room for misinterpretation, misunderstanding, and confusion. We want to avoid all of these at the best of times. Critically when someone is completing a task poorly using details and examples is essential so be sure to have your facts straight. Preparation is your friend, as per any management discussion.

There are many more tools and ways of delivering negative feedback, but I feel that these are a good start.

One common requirement that needs to be used with any technique in this situation. It is acknowledging THE WAY we deliver our feedback is more important that what we actually say. So be sure to be respectful, keep the feedback as private as possible (no public shaming), and use an appropriate tone.

A positive intension will carry you through most of these important conversations, and like many things – the more you do it, the better you will become at it.

How to turn a bunch of dysfunctional individuals into a Dream Team

Yesterday, I had a training session with a client of mine. He was struggling with communicating his marketing and sales objectives to his team. Mainly because they are all different, and on their own agendas. Sound familiar…?

It struck me that this topic is very common, so I thought I would share a few key points I use to turn this scenario into an advantage.

Difference equals diversity, and this is a great base for a great team.

In team sport, you can’t have the same type of player across the whole field. Eleven Lionel Messi’s sounds mouth-watering, but who is going to lay the tough tackles, or be the huge presence in goal? What about the emotional side? If you have eleven stars, then how are they all going to get the limelight? They would rip each other apart within the first few weeks of a season!

Whenever I have taken over a team with large diversity, I have seen the disconnects and range of talents as an opportunity rather than a horrible stress.

No matter what the scenario, these same steps can be used to great effect:

1. Start with you, and what you need to do – Before giving direction to any group of people the manager needs to be crystal clear on what they are trying to achieve. An obvious start is with commercial goals, sales targets, and particular brand focuses important to the business in the next six to 12 months. Also, think about the customer experience that your brand is trying to achieve. Or, what you are setting out to achieve in your role over the next 12-24 months? Goals can come in many forms, but before any direction is given to the team, these goals must be set into SMART goal language.

 

2. What is their story? It is common to take employees out for a coffee or lunch and get to know them. Check in on them. Tell them about yourself. This is all very nice, but there are key points to cover here and one must always be prepared with an agenda, even when the tone of the catch-up is largely informal. Key areas to understand with each individual are:

a. What have they done (some info on their past)

b. What do they need and want now (both personally and professionally can be relevant, as well as physical and emotional)

c. What do they want to do/achieve/learn/gain in the next 12 months?

Let the conversation flow. Be curious. Get a full picture of the person.

3. Divide and Conquer – I know it sounds a little over the top, but this is one of the biggest mistakes I see seasoned (and junior) managers make with their team. If any of us try and set out new directives in a team environment with no warning or consultation, there is HUGE risk of Mutiny.

It is not a risk worth taking.

Investing some time into consulting each individual with what we want them to focus on is going to be a very powerful and positive discussion. Give context within the larger project that you want them to contribute to (i.e. set the vision). Highlight how this leverages their strengths, and gives them exposure to the things they want to learn and develop.

Also, be willing to be flexible and listen to any changes the person thinks would make the directive better. There is no need to be stubborn, or to set everything in concrete. In fact, the more that it seems like their idea, the more buy-in you will get to the overall strategy. WIN-WIN! Whatever happens, come to an agreement with each individual. Set the expectation clearly, and get ready to move to the next step.

4. Turn the troops into Lieutenants – No one wants to be a number. A part of the pack. A worker bee. It’s not fun. Turn your beautiful bunch of misfits into leaders. Each one of them will be a specialist, a department manager, an owner of a task or key element of the business. They can have a title. They can have status. They can lead the discussion, or give education, or command a section of the team meetings. It always astounds me how much people step up when given extra responsibility. An opportunity to contribute can be more valuable than cold hard cash to many of us. This is a great strategy for tapping into the wants and needs of the individuals while aligning this with the overall business goals that need to be achieved.

5. Round them up and take off – Now is the time to get the group together and openly talk about the new directives, what everyone’s role is going to be, and how progress is going to be tracked. As there are no surprises because of the individual meetings, the team will be ready to advocate the changes you are discussing. All the processes and systems can be made clear, trained in, and discussed. The initial meeting will provide a platform to gain momentum and buy-in from the group. This is built-on even further, again-and-again in future meetings.

 

I love under-performing, unfashionable, even rebellious retail teams. I love working with them, and turning them into monster success stories. Having said this, I know it’s tough. There are the big characters that aggressively push against your authority. Then there are the unmotivated “clock punchers” that seem impossible to talk to. Or the passive-aggressive’s. Maybe you have the “been there, done that” veterans that aren’t open to change. Or the young-hot-shot-know-it-all that is getting under everyone’s skin. It seems like every team has the hard-working unsung hero too, which can sometimes be harder to manage than it may seem.

Too often, these tough teams become a burden. They can fill us with dread and even despair. I get it – I’ve been there many times before. But, with a good solid plan, some determination, and a sprinkle of patience, these “Motley-Crews” can be turned into teams we love to work with that also deliver.

What are we so scared of?

THE DILEMMA WE PUT OURSELVES IN WHEN WE PERCEIVE THREAT INSTEAD OF POSSIBILITY

It was an important meeting. A meeting that would be the beginning of beautiful and important things. We would hatch fun and creative plans together. We would make an impact on the community. We would grow our businesses. The limits were endless.

We would talk all things of mutual benefit. Quoting big numbers, and breaking them down into practical milestones, and then into bite sized chunks we could then divvy up and assign to each other. Then, we would have further meetings, do work with each other, plan events, continue to build our relationship, and build a new world. A world of laughter. A world of success. A world of joy.

But alas, this is the meeting that never happened. It is the possibly that was shut down within minutes when the fear got in the way.

The fear of people stealing from us. The fear of people using us. The fear of being sold to. The fear of getting the raw deal. The fear of being inferior. The fear of failure. The fear of success.

Maybe it is all of these things, or maybe what has been proposed to us just isn’t interesting. It is not compelling. It is not useful, or of value.

This situation is such a tough one to crack. When working with other businesses (B2B), it astounds me how much push back there is to enthusiasm. When a small business, or a solopreneur approaches another business to do some simple cross-promotion, or to join in a partnership of some description, there seems to be a fear, or a scepticism that is stronger than any other force. But why? What is this fear? Where does it comes from?

The answer to this is probably quite complex. There are perhaps Ted Talks and Harvard Business Review articles proclaiming to tell us the core of this phenomenon. But of interest to me is the sheer volume of people that can’t see a good deal in front of them when they see it. The definition of strong business to me is strong community.

If I can help my next-door neighbour be a stronger business then that is good for me. If I can help my industry be stronger then that is good for me. Isn’t it?

The need to rid our instincts of fear is vital. The only way forward is to be brave. Be bold. Listen to offers. Be willing to be sold to. Be open to doing something new or different. Be ready to put a little extra effort in to try something new out.

This does not mean that the rules are off and a free-for-all is now the norm. No. All business decisions need to be analysed and every opportunity still needs to be deconstructed for fit and purpose. But, instead of rubbishing an idea, or an activity straight up, we need to propose ways we can do something. How about, we ask “how can this work?”

It is amazing where this sort of thinking can take us. It can even take us to a point where we realise that the person sitting opposite us cannot help us at this time, and we cannot help them. By exploring possibility and investigating the up-side, we can even say no, and shake hands with genuine pleasure and friendliness. Yes – it is possible!

We hear of luck in business a lot. We all need a little bit of luck along the way, right? This is countered by the argument that hard work and persistence brings more opportunity and therefore more luck. I feel that this sort of argument is bogged down by semantics. The core of it is that there are multiple opportunities which come to us every day. Opportunities to grow our business. Opportunities to answer our needs and help us smash through our obstacles.

The question is, will you let that fear drive your actions, or will you ask, “how can this work?”

I hope you do. It will most likely open many doors that were not there before. Just like magic. It’s exciting. Join the party.

How to bust through your Natural Settling Point

We all know what Einstein said about the definition of insanity. And, retail businesses it is very common for people to remain at the same size or same level of profitability year-in-year-out. Every year brings with it similar ebbs and flows, as well as similar results.

This is what I have phrased The Natural Settling Point (NSP).

Here is the formula:

Location + Skills + Personality + Loyal Follower + Default Activities = NSP

 

There is a lot to digest in this formula, and hopefully it is clear to see how many variables there are to play with to pull yourself and your business out of the NSP you may currently be in. There is no need to pick each aspect apart, but this formula does hint at what to do to bust through your current settling point. Some tried and tested options are listed below.

 

1. UPSKILL YOURSELF (AND YOUR TEAM)

Plan a self-development activity every 6 months for each person in the team starting with yourself. It may be as simple as reading a book on a topic that will help you implement a new initiative. Or you could attend an evening or one-day seminar. A weekend conference. Maybe enrol in an online training course. Or, maybe you are ready to go for something bigger like a certificate course. Whatever you choose to do, the name of the game is to pick the topic carefully and be sure to set a trackable goal off the back of the education you have received. This will ensure that the training pays for itself (many times over hopefully) and encourages positive change in the business. The same rules apply to team members.

 

2. SCRUTINISE THE USUAL MARKETING

Is your marketing working? Really? Maybe they are… or maybe they need to be re-energised, or revamped, or maybe they need a major overhaul. One of the most common reasons retail business owners do not do meaningful marketing promotions is that they feel it is a waste of time and money. It is very common for people to give up before they have started, and revert back to old school methods, and activities which end up being quite ineffectual. At the very least, calculate the costs and sales from all of the past activities and if they are performing poorly, then stop doing them all together. No activity is better than bad activity – it costs less time, less money, and less heartache (none of which are going spare for most of us).

 

3. A LITTLE FROM EVERYONE ADDS UP TO A LOT

If you have a small team, say its yourself and two others, and each of you increased your own sales, or average spend by 10%, that would add up to a big dent in sales results. If it was achieved over a full year, then the NSP would be smashed to bits. Let’s look at it another way. What if the weakest sales day of the week was focused on to make it a little stronger, or a product or product range was focused on to gain extra sales? In a salon business I worked with, the retail sales were hovering at approximately $50 per week. There were reasons for this, but it was quite weak. We set up a plan including an incentive, education from the Sales Rep, and weekly performance tracking by the manager on product sales. If the team achieved their incentive 80% of the time, we would generate over $500 in sales a week, and over a 14 week period (which was the remainder of the calendar year at the time), this would bring in an extra $6300. A big impact from a very small change, which the team ended up achieving. It also showed us how much money the business was “leaving on the table” so to speak. What is the little change you can make in your business that would add up to a lot?

 

4. GET A BIT WEIRD

This one makes everyone really nervous! I know, I get nervous myself, and for good reason. It is scary as hell! Its scary because there is all types of risk – financial, or even reputational. Sometimes, we’ve got to be open to doing something a little crazy. Make a concerted effort to try a different approach, or have some fun with a topic or an event. Only by taking some risks can we find unique and brilliantly interesting ways to move our business forward. Because there is risk involved in this, it is important to mitigate the risks by doing lots of research, only trialling things before committing to longer terms, and pledging low resources to an activity initially. Go for it, but there is no need to take huge leaps of faith packed with high levels of risk!!!

 

5. WHATEVER YOU DO, GO ALL IN!

Small half-baked initiatives and actions need to be banished. If we are truly going to leave the NSP behind once and for all, then doing many things in a mediocre way will need to be completely cut out. New Year’s Eve is not the only time to make a stand and commit to new beginnings. We can decide to do this today. Commit to a structure and work within it every day. Aim to be consistent before everything else. If you lead an activity 100%, you have a very good chance of getting the team to follow.

To wrap this up, it is wise to choose only one of these actions to implement at a time. Trying to do too much will probably land you back inside the NSP. Also, no matter what you do, there will be ups and downs, so be willing to adapt. Tweaking and adjusting as we go is not always easy, but will often be necessary.

The one guarantee is that that NSP is distinct in all of our businesses, and if we can recognise it there is a good chance that it can be left behind with some new and exciting activities.

The Value of Home - Turning Newbies into Leaders

The induction. Talk to any HR Professional and they will advocate a well-structured and comprehensive induction for all new employees. Some of us do it well, some do it poorly, or sometimes not at all depending on resources, circumstance, and our individual business culture. But, what can we do (no matter what) to increase the chances of a new employee becoming a long-term success?

In a time when Culture is King, many are grappling with how to translate culture into practical commercial success that is both meaningful and sustainable. It can quickly turn into a buzzword-centric topic which is forgotten completely in day-to-day interactions with peers and customers a-like.

The answer seems to reside in the value of making people feel safe and “at home” right from the start. This is a powerful trigger every single leader in a business can utilise to gain long term performance and loyalty out of new employees (and seasoned ones too!)

Daniel Coyle details an experiment in his book, The Culture Code. Coyle discusses an Indian Call Centre called WIPRO that was experiencing costly staff attrition rates. They took a group of new recruits and simply spent one-hour talking to them about their individual needs to perform better. They also gave them a WIPRO shirt with their own name on it. They found that the people in this group were 250% more likely to still be at the company seven months later compared to those that did not have the “one-hour chat”.

This demonstrated that people valued being treated as an individual and being heard from the start of their employment. It displayed that a business must show that they are there to “Serve You” just as much as the employee is there to “Serve Us”. The results spoke for themselves with staff serving longer and at a better performance level in a notoriously high-turnover environment.

When we feel at home, we feel safe. And when we feel safe our concentration levels are elevated due to less distraction and wariness. It’s like your first day at kindergarten – it’s a scary day with lots of anxiety. But if the teaching assistant relaxes you with warmth, attention, and care then it can turn out to be the best fun you’ve ever had.

Recently, I was struck by this idea when watching a Friday Night AFL match between Sydney and Hawthorn at the MCG. It was a cold wet night where Sydney won in a very close contest. The story of the night was that of Ben Ronke. In his third game, this little fresh-faced recruit kicked a game winning 7 goals and made 10 tackles – a new all-time record for the league. Not only is it almost unheard of for a small-forward to kick this many goals in a game, but no one had ever statistically done this in the history of the league!

The impressive part was in the post-match interview. Ronke was asked “What is it about this club that keeps producing such great young talent?”

He responded by saying “It comes down to the Leadership group, and even the up-and-coming leaders. You go to the club and you just feel at home straight away. They make you feel like you’re at home. That takes the pressure off of you and makes you feel comfortable, and with the support of the older boys – it goes a long way”

Wow! In a moment of pure honesty, this young athlete summed it up beautifully.

If we don’t invest individual effort into an employee we run the risk that they will merely exist in their role, and there is only a small chance of them becoming long term successful performers. To take this further, when a recruit is made to feel comfortable, but without an individualised approach then performance will ease off very quickly and revert to a relaxation mode. This is not sustainable either.

Leaders that show even the smallest of gestures that the business is there to serve the employee as much as the other way around, create an experience that is both comfortable and inspiring. This becomes a potent combination feeding the feelings of belonging. In turn, this creates performers that not only excel, but do it for a long time to come.

 

5 Tips to Pull Customers in with Visual Merchandising

The common perception is that visual merchandising (VM) is about making your products and your store look nice, but I assure you that there is a lot more to it than this. It is healthy to view your VM as a hub that links directly to all of your other main business departments. These usually include Stock Control, Marketing, Customer Service, Human Resources & Professional Development, Housekeeping, and of course Sales. Understanding that VM directly links with other functions within your business starts to open up new levels of creativity for you while making it easier to justify further resources on your VM and in-store animation.

VM is also a key way to pull customers over the threshold into your store and assist you to deliver a high customer service level with resulting sales increases. Here are my top five tips to bring this to fruition:

1. Promotional Displays

Visualise your store as you walk in the main entrance, and ask yourself what the first thing is that your eyes are drawn to? In retail, we want the first attention grabber in our store to be the promotional product or range of the week/month/season. It is critical that we have an engaging promotional display front-and-centre as a shopper enter our space. This not only creates interest for a shopper to stop walking and turn into your store, but it also excites the shopper – no matter if they are new to the store or a returning customer. The golden rules are to use a New Product, a Seasonal Product, a Topical Product, or a Hero Product from your range. To ensure freshness change this display regularly. This promotional display should also link to the display in your window.

2. Prime Shelf Real Estate

There are Hot and Cold Zones in our stores, with a Hot Zone representing an area of high foot traffic. You may know why people gravitate to this area, or it may be a mystery. Either way, be sure to recognise your Hot Zone, and the shelving units within this zone. This zone is generally the first-place shoppers will look and want to browse after they have enjoyed your promotional display at the entrance of your store. You may designate a shelf at eye level, or an entire bay as your Prime Shelf Real Estate. Whatever amount of space that you choose, be sure to fill it with product that matches your promotional display mentioned above. The key to this is to make it is clear that people can shop from this area. I say this as a promotional display can often be left by shoppers as they do not feel that they are allowed to shop from this area. By using the sequence of your window display, that matches your promotional display, that matches your Shelf Prime Real Estate, we have now built a slick easy to use path-to-purchase.

3. Pricing

The way that we communicate individualised pricing is a critical part of VM. Pricing needs to visually be aligned with our branding, be sized appropriately to the products, and be easy and clear to understand. Depending on your type of retail you may use hanging tags, pricing stickers, branded labels, or shelf talkers. Whatever the pricing display is that you use be sure to take a good deal of care with careful attention to detail. Make sure pricing labels are consistent throughout the store, and to make pricing easy to read and easy to find. Let’s face it, the first question most consumers have is “how much is it?”

Premium Retail will usually not display prices, and certain retail will have pricing on lists or in menus, but no matter what pricing is relevant for your business be sure that it is brand aligned and that it is correct! There is nothing worse than getting pricing wrong and costing your business money, credibility, and resulting in a negative customer experience.

4. Negative Space

In large discount retailers and super markets, you will see products jammed in and stacked as high as possible. This signals to the consumer that the products are of a low value. In a majority of retail environments, we want to increase the value proposition of our products using VM. One of the most effective ways to do this is to use Negative Space. Negative Space is the use of gaps, or space between products. This is a clever technique that draws a shopper’s eyes to the individual products allowing the shopper to browse without working so hard while creating more interest in the shopper’s mind. Negative Space also signals to the consumer that the products are important enough to command such a generous use of space. This is where the perceived value of a product is enhanced. This technique in your layout will enhance your overall branding, and will be noticeable from the exterior of the store as consumers look in through the entrance. It can also be used in window displays.

5. Clean All Day, Every Day

This is my favourite as it is so so important. No matter how much a consumer is paying for an individual product, if it is not clean then it is not attractive to buy. The retail environment out there is ultra-competitive, so if a store is not clean and tidy, then the consumer will simply go somewhere else. Cleanliness underpins all of your VM. You may have the latest technology, the biggest screens, the flashiest lights, or the most on trend animation, but if your window and shelves are dusty, sticky, grimy, or dirty in anyway then your whole VM is undermined. My golden rules are that we clean at the beginning and end of every day, and then throughout the day constantly. Other than education and product knowledge, re-stocking the shelves and cleaning is the number one task that we all need to commit to when we have down time in-store. It is critical that everyone in the store team is contributing to this too, and that there are no exemptions. It is a team game with sales to be lost if someone is excusing themselves from cleaning. Keeping your store and products clean can be made harder if your store has an Open-Door Policy (ie. Your front doors are left wide open during trading hours). This is always a great best practice as it invites customers into your space (take that as an extra free tip!) but it will encourage dust to accumulate quicker so be aware of this in regard to directing your team to clean.

Flex vs Consistency - How to beat the Management Paradox

Consistency in customer service is more of an aspiration rather than a destination. Even the ultra-positive person must admit that it is physically impossible to serve every customer every day with the exacting consistent standard and experience. However, I hope we can all agree that when it comes to managing staff one of the best attributes a leader can display is consistency. If I think of the worst managers I ever worked for, it would be the ones that were happy and relaxed one day, and then riding me on every detail the next. It would become a constant worry on my mind – which version of my manager is going to rock into work today? From an inconsistent position, it can almost be impossible to have good quality dialogue with your team and progress your business with momentum and rhythm.

So, consistency in leadership is important. But then, we are also told that flexing our management style to individual needs is a positive attribute too. This is where you tailor your communication to individuals based on their experience, their personality, and their ability as well as a given situation. Some people need a good kick up the backside (figuratively of course!) on a regular basis, and some will perform at their best with a soft supportive approach. Then there are times that require urgency, or patience, or assertiveness. I have become a convert to this thinking from personal experience. I initially managed teams with a “one-method” approach because I was just being myself, and treating everyone the same. I quickly learnt that this was a big mistake as some people found me abrupt and harsh, while sometimes I was labelled as a soft touch and even slack or ineffective. To me, I was being consistent, but the reality is that I was not communicating effectively to different people, with different needs, in different situations. Learning how to flex was like switching the light on in a dark room. All of the sudden colours were more vibrant, and food tasted better… well, maybe not, but there was a marked difference in the way my team responded to my direction. Learning how to flex my management approach really was a game changer, and ever since then I have observed the benefits of managers being able to whilst coaching.

The Paradox

Definition: A paradox is a statement that is self-contradictory because it contains two elements that are both true, but cannot both be true at the same time.

Our management paradox is that we are at our best when we are as consistent as possible, but then we must flex to different team member needs and situations.

How can this be achieved? How is this even possible to deliver? Where do we start?

The answer is that it is difficult to achieve, and in trying to overcoming the paradox you will need to learn and adjust almost constantly. But with some foundation techniques in play, we can develop our own way of beating the paradox. You may have already started to implement good techniques and didn’t even realise.

  1. Start by building consistency. Be clear on your expectations from day one (or tomorrow if you haven’t done this already). Be clear on goals, be clear on behaviour expectations, time keeping, housekeeping, presentation, customer service, visual merchandising. The list can be long or short, but whatever is relevant to your business make sure it is communicated with no room for mis-interpretation. Then, live the expectations yourself and be sure to pull people up on the spot forever-more if they fall outside of the expectations set (i.e. immediate feedback). No one is exempt from these expectations, as that would be inconsistent – right!?!
  2. Build and understand your own role. A manager can become everything to everyone. It is a thankless job where you can get pulled into everything where you end up doing everyone else’s job if you are not careful. By setting your job role within your business, with key tasks built into your week and key timings when certain things get done you can once again re-enforce the concept of consistency. Having an element of regime that your staff can become familiar with sets structure. This is a framework that you and your team can work from on a weekly basis. Everyone knows “when” to expect as well as “what” to expect.
  3. One-on-one Meetings. Have a book, a file, or a digital program that holds all of your staff notes. Every time you have a sit-down with a team member it is critical to take notes. Relying on your memory can be a tenuous strategy in such a fast-paced world. Keep records, and be sure to have regular chats with your team (both formal and informal). You will have an initial one-on-one with your team members to set expectations as previously described. Here you can also start to understand an individual’s needs. What they need from you. What type of leadership they need right now. The type of communication they respond well to, and if they need high levels of attention and supervision or if they need space and delegation. Remember, note it all down!
  4. Flex using the three communication types. Once you know how humans communicate and receive messages to and from each other, you can start to sell effectively. It is the same with managing people. There are three main ways humans communicate a message of any type to each other:
    1. Body Language – we use this and notice this more than anything else. Our body language tells someone everything about what we “really mean” and what we “really want to say”. Being aware of our body language, and then using it in the right context when leading teams will help to flex a message to be more assertive, or softer depending on the need of the individual at a given time.
    2. Tone of Voice – second to body language, but still critically important. This is the use of pitch, volume, and pace of our voice as we speak. There are many great examples of leaders that do this well, but the one person that stands out to me in recent history is Barack Obama. He uses the “pause” and variation in pace-of-speech better than anyone I have ever seen. Use your tone of voice to convey urgency, or calm, or confidence, or light-heartedness – wherever is necessary.
    3. The spoken word –It may surprise you that the words we say influence the messages we convey a lot less than the two factors above, but it is true. This is down to the fact that we are all generally born as bad listeners. Listening is a skill, and most of us are quite poor at it. Having said this, the words we use are of course very important. Choosing your words carefully and using the right dialogue for different individuals will help you flex your management style without your team even noticing. Here we are talking about language – some people respond to simple short sentences, while some enjoy intricate elaborate language. Planning your wording before speaking with a team member on a subject can save you a lot of grief down the line, and will help you be effective and efficient with your communication.

I acknowledge that this is the tip of a very large iceberg, and that different businesses will have either constraints or intricacies that are unique and require their own techniques and strategies. I hope that this article assists you to start tackling the paradox, and to one day beat it so that the paradox becomes your asset. A tool in your management toolbox that you can carry around with you everywhere you go.