The key objectives of the management sessions I have been running are Accountability, Standards and Consistency. I find the one that time affects or is perceived to affect the most is consistency.
Think about all that happens in your day. As store manager, there are so many things to do, to schedule, to prioritize. We have been making lists in the session and challenging the learners to identify tasks, then give them a level or degree of priority. They are required to then separate the same tasks as ones they have to do, ones they can delegate and others that are shared by both manager and sale rep. This is the hard part as some managers are what I refer to as “task hoarders”. They keep the tasks for themselves and for a myriad of reasons. Ultimately, without some form of delegation, this affects their time and their ability to remain even remotely consistent in accomplishing critical tasks. Lastly the learners must identify two, only two, mission critical tasks. These “sacred” tasks are so important, that not doing them will hurt the business. And it is these tasks which must be consistently done…or else.
Every manager has their own battle to win. They must choose. This was a key component (and the sub-title) of my second book. Time and consistency (or at least the desire for it) shapes the choices we make every day.
Managers have asked:
How to get the things I need to complete and still help customers and not get overwhelmed with things. I get pulled in many directions and it’s hard to stay on top of the things I have to finish.
Do not take this the wrong way, welcome to retail. Every manager has had to face this. First, define your job. Meet with your supervisor, your boss and clarify your tasks. At the same time, begin to identify tasks as essential, something that can be delegated, mission critical and sacred. Essential would be like opening the store or bank deposits. Delegate-able are the tasks you should give away. Mission Critical and Sacred are very close. These are things which must be done by you like coaching, observation and selling. The main difference is sacred is something in your schedule which may never change or be interrupted (even by your boss) like team one-on-ones. Here is the catch, you must clarify this with your boss and they must agree to let you win this and make it consistent.
As far as unexpected things, I have found the easiest way to deal with it is to allow it into your day before it happens. Be proactive by planning to be reactive. If you have a day representing 100 percent of your time, identify the percentages. Plan the 40 percent of tasks you always have no matter what and then add a hypothetical 40 percent of things which will probably come up. Then the remaining 20 percent is your “wiggle” room to plan the additional stuff which needs to be planned. These numbers are fictitious but you get the idea.
What if I delegate something and they do it wrong?
Help them to do it better and do not take it back. Most managers fail at delegation because they either think they do it faster, or they fear if someone does it wrong, they get blamed or another person will never do it as well. While I understand the intent, I am disappointed when I hear it. What is being said can be taken in two different ways. One, I am a manager who micro-manages and God forbid anyone not living up to my expectations. Or two, I am a manager who doesn’t want to waste time to train someone to do something on something which would allow me more time to do other more productive tasks. Which one fits you? Train and trust.
Consistency can be held hostage by time, particularly as it is aligned with things you have to do, things you really shouldn’t be doing right now and things that just happen. If you let it this happen, it will always remain an excuse for your inconsistency. You must be committed to your goal when making it consistent. It must be that important to you, your team, your business or all the above.
Cheers