One of the first challenges I had as a new store manager was the development of others to follow a new path of growth and development. This was a store were sales were dropping and was losing money. So, I can in with the goal of correcting both trends. My plan worked, but it was not easy. Change is not easy, especially when you must get others to follow you, but they do not buy into your plan. The six months at this store give me some of the greatest learning experiences in management that I could have received in such a short time. The greatest tool I learned during this time was how to develop and surround yourself with a great staff and let them manage their project. Ownership of change made growth more rewarding.
Paul in 2 Timothy chapter four writes these words to Timothy: “For the time will come when they will not endure sound doctrine; but after their own lusts shall they heap to themselves teachers, having itching ears; and they shall turn away their ears from the truth and shall be turned unto fables. But watch thou in all things, endure afflictions, do the work of an evangelist, make full proof of thy ministry.” I learned early at my new assignment that I had to make changes. Like Timothy I was warned about the issues I would be facing from my zone manager. Sometimes it is impossible to change those around you. I learned quickly that making a stand was difficult, but in the end results would come. I use to quote 1 Corinthians 15:10 all the time “But by the grace of God I am what I am: and his grace which was bestowed upon me was not in vain; but I labored more abundantly than they all: yet not I, but the grace of God which was with me.” I might not have had much talent, but I labor more than anyone around me.
And yet there was a better way. Inspiring others to follow your leadership and to own the labor and results of their hard work. This was when I embraced the 20/80 rule. In retail the 20/80 rule refers the concepts that twenty percent of the people usually does eighty percent of the work. Placing key people in key roles and rewarding them made my job as a store manager so much more rewarding. At this store I started a new direction in my management style. Yes, I still set the example of giving the best service and product to the customer that was possible, but at the same time developing and giving others an environment to growth and become leaders themselves over their departments was now my focus. Six months later this new direction leads me to become the manager of the store of my dreams.
New study guide for my next career.