They see it in the small things. Standards start becoming negotiable, weak performance goes unchallenged, stronger employees carry more of the load, and managers spend more time reporting what happened than influencing what is happening.
Retail teams usually know when management has stopped paying attention long before the sales report shows it.
They see it in the small things. Standards start becoming negotiable, weak performance goes unchallenged, stronger employees carry more of the load, and managers spend more time reporting what happened than influencing what is happening.
Over time, the business starts accepting a lower level of execution because that level has gradually become normal.
This is where retail performance starts to deteriorate. People have not suddenly forgotten how to sell. The real problem is that management has stopped correcting the details that shape the result.
The floor needs leadership while business is happening. Managers need to observe, question, correct and follow up while there is still an opportunity to influence the outcome.
A weekly report can explain the problem. It cannot manage the floor.
This is one of the areas I focus on when reviewing retail operations and management effectiveness through Artemis Advisory.
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