Build It And They Will Stay

Culture. Everyone talks about work culture. What is it? When did it become such a thing? Why are store leaders judged by their work culture instead of their work numbers?

Culture is defined as the “the arts and other manifestations of human intellectual achievement regarded collectively”-Oxford Dictionary

When we talk about work culture in a retail space, it encompasses not only your management style, but how your team reacts to your management style and how that same team reflects your management style. Most managers enter a retail environment with the idea that how they have managed people in the past is how they will manage a team on the first day. Inexperienced and sometimes comfortable managers have a “my way or the highway” mentality that they feel is the best way forward. IT’S NOT. Because we have people that reflect different ages, backgrounds and personalities, there is not a one size fits all mentality. It just doesn’t work that way. I have seen it and experienced it. From the top of the hierarchy down to a seasonal part timer. Bad work culture = high turnover rate. That’s the truth. End of story.

Hiring managers need to be aware that sometimes the most qualified person with the most experience for an opening is not always the best person for the job unless they address how they manage. Most hiring managers are not even asking the right questions when interviewing to determine who is the right fit. The one size fits all interviewing style is not going to get you the person you need. Yes, it’s unbiased and a fair practice to all who interview when using a 10-point questionnaire for each candidate, but often the best leaders slip through the cracks. Not all behavioral questions are an end all tell all. (HR will not be happy with me saying this). I know it’s a way to weed out candidates, but wouldn’t you rather know if they are going to be good at their job? Wouldn’t you rather know how they talk to people?

I want to be transparent. I have made many poor decisions regarding management hires. My reasons for the poor hiring decisions have always been that I see things in people that they are not ready to come to terms with, but I will save that for another story. Those that didn’t give up, persevered and became strong leaders themselves. Either in a retail environment or elsewhere.

I have never had a particularly high turnover rate. Those that left in my most recent years either got promoted (same company or different), left for different careers that paid more money, desired more education or found out retail wasn’t really for them. A badge of honor I wear with pride. It reminds me culture does matter.

I have spoken of my management philosophies before but know your people before you manage your people is probably the most important one to start building a positive store environment. How can you manage people and build a team without knowing the people you manage or know how they like to be managed? Seems simple enough, right? I would rather know about Sally’s brother’s wedding and what it was like seeing distant family than going through their folding standards or credit card goals when their shift starts. Do you know why? Because I fucking care about the people that I work with! They matter.

My teams were never just numbers; they were a huge part of my life. Afterall, I spent more time with them then my own family. The funny thing is, when you show you care, often, your employees will care. There is pride in their work. A sense of belonging. They will show a desire to make the store a beautiful place, they will work as hard as you do to make customers feel special, they will make their goals and brag to you about it. They will challenge you and support you and most importantly, they will believe in you and what you are trying to accomplish. That’s a strong culture. You absorb it when you walk into a store. You feel the energy of its people.

I challenge you to think about how your store feels. Did you know about Sally’s weekend plans (other than a request off)? Are you more concerned about how your numbers reflect you as a store manager? What are you saying when your boss asks you about not making your goals on Monday? Do you know? Were you in the office not working in the trenches with your people over a busy weekend? What types of “excuses” are you sharing? If YOU build it, they will stay. You have the power to make your store successful through the actions of your people and the eyes of your customer. That’s all you. If you see yourself in some of the excuses, change. It’s that easy. Challenge yourself to be better. I guarantee not only will you grow as a better leader, but so will your numbers.