They have a magnificent team. These people are always kind and willing to listen to your concerns or issues. Better yet, your assignment is always ready before the time, they usually send you a draft to double-check before they finalize your paper.
* Common threads seen through tours:
-Poor schedules, no quality in the store or market scheduling reviews, lack of succession plans, no people meetings, plans that are provided haven’t solved for the root cause.
-Foundation broken and PLs do not have routines in place (causing issues like too many Career Preference Requestions)
-Time is being spent on tasks that don’t help fix the big picture
·*Store specific feedback:
-High qty of associates w/o schedules. 1561 had 26 associates: common issue
-Team associates didn’t know they were getting a raise with our recent announcements (950)
-No Q2 talent review took place (950)
-Too many coach openings and stores couldn’t speak to plans to close the gaps. Huge priority for you.
-Store Manager development-team should have aligned DeMario with a sponsor long ago. Has been identified, but we have to make new leader development a refreshed priority
*Missing foundations I need to see in the market:
o Detailed planning
§ Staffing plans by role for each store. These can be written by the PL or POL. Non-negotiable
§ Plans need to be specific and have a return on the investment.
§ Plans must solve for the root cause of the issue. (i.e. why we have to continue to clean up attendance points, exits, training, etc.)
o Follow up
§ Stores need to know how they win, and what does progress look like within the plan
§ Who exactly will follow up and to what frequency
o What’s the footprint of the POL/what does the POL stand for in the market
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