Five Below’s Post

A good manager hires for thier weaknesses. If you are a new manager, and want to understand how to bring out the best in your team, this one is for you. A manager is someone who is exceptional at achieving results through others, while ensuring that their direct report grows. #careerdevelopment

Retail leaders! What did I miss? The reality of what happens to us when someone quits. There is so much more that happens after this…The team morale is impacted and you as a leader are scared that others will leave. You basically have no life until you get the position filled. You get behind on tasking, calls, shipments, clients, and the business. Your workforce management tool doesn’t have an experienced associate within hours. Recruiters are amazing, but they are focused on filling ASM, SM or senior roles right now. You have no bench with no time to recruit and old resumes. Your old seasonals have jobs now. The flip side with Reflex : • You have access to local experienced retail talent within hours to help for same day needs • You’ve reviewed previous associates and have favorites that come in that are used to the teams, clients, and store • You’re team can take their time off as planned and morale stays high • You as a leader don’t have to sacrifice your life and work 70 hrs • Your buisess is maintained, you can host your visit, get ops tasks completed and not be stressed #retail #retailmanagers #retailindustry #retailleaders #management #retailing #shortstaffed #leaders

Early in my sales leadership career, I had completed a field ride with a rep and on my way to the airport called a counterpart to debrief on the time together. I shared that I was so surprised to see and hear some of the words and interactions over the past few days and while candor is a strength, I also recognize being a good leader is adjusting communication styles to the team based on how people best receive feedback. I didn’t want to bombard the rep with the list of things I saw as this can break trust and be off-putting but we had work to do and I needed help triaging where to start. When I came up for air. My counterpart simply said, “do you have kids? “ “I do” “How old?” My daughter was 1 at the time. He shared this and it has stuck with me. Leadership is like parenting. When it becomes catastrophic, it is important to step in, but it’s also your job to let them make mistakes. Fall off their bikes, break things, scuff up their knees and then walk them through how to do things differently for a better result. The urge to cut off a rep or hop in is in any strong sales leader's blood. They’ve been in the seat before and see and likely have more experience, however there is a difference between a closer and a leader. Consider this in yourself if you are running your sales team or test this if you are hiring for a sales leadership position. Do you want a sales leader to grow a team of rockstars or a sales leader who inserts into every deal and swoops in for the close? There is a difference, just know what you want and need. #sales #salesleader

🌟Driving Success 🌟 🌟 🌟 Leading a Dynamic Stocktaking Team at Landmark Group 🌟🌟 I am thrilled to share my journey as a team leader at Landmark Group, where I had the privilege of spearheading stock-taking operations for two impactful years. Leading a team of 36 dedicated colleagues, my role was integral to the organization's success. This was the first team to be formed on purpose but trial and error over the decades of operations in retail operations came with the best challenges ever and the best success in retail operations Responsibilities: In my dynamic position, I oversaw the end-to-end stock-taking process, ensuring precision and managing a diverse team of professionals. My key responsibilities included: Strategic Planning: Developing and implementing stock-taking strategies aligned with broader business goals. Team Management: Leading and motivating a team of 36 individuals, fostering communication, and conducting regular team meetings. Process Optimization: Implementing streamlined processes that significantly improved efficiency and accuracy. this was always from passion-raising ideas that make it look easy, WE HAVE MADE IT LOOK EASY. Achievements: During my tenure, some key achievements include: 99% Accuracy Rate: Implemented meticulous quality control operational measures, achieving a remarkable 99% accuracy rate in stock-taking, with the help of professional auditors who were always ready to give quality advice on time. Team Performance Enhancement: Improved team productivity through targeted training programs and fostering a collaborative work environment. Cost Savings: Identified and implemented cost-saving opportunities, leading to a reduction in operational expenses. Challenges and Solutions: Addressing challenges head-on, I successfully navigated logistical hurdles and boosted team morale during demanding periods, more during long-distance schedules like the northern Emirates this was always fully managed. Lessons Learned: My journey at Landmark Group taught me valuable lessons in leadership development and strategic thinking. Adapting to challenges and aligning departmental goals with broader organizational objectives became key pillars of my professional growth. Conclusion: Reflecting on my time at Landmark Group, I am proud of the achievements and lessons gained. This experience has strengthened my leadership skills and provided unique insights into effective stock-taking strategies in the dynamic retail landscape. Above all, the moments of joy, we shared with the team are the most remarkable moments. I want to thank Stephen Lobo, and Mohammed Hussain for implementing the idea and believing in the team. I'm excited to connect with professionals who share similar experiences or insights. Let's connect and explore new opportunities together!

Leadership Skills Building a successful Team Becoming a successful retail manager hasn't been easy. Throughout my journey, I experienced my fair share of challenges and growing pains. However, these experiences taught me invaluable lessons about people, leadership, and what truly makes a business successful. When I first took on the role of a retail manager, I had a lot to learn. One of the biggest challenges I faced was finding the right balance between meeting sales targets and prioritizing customer satisfaction. However, I quickly realized that in order to achieve this, It was imperative to build a strong relationship with my team. I needed to foster a sense of trust and cooperation with my employees. We do this with clear effective communication. Ensuring that your team members understand their roles, responsibilities, and goals, will help to build a strong, successful work environment. Setting goals gives them something to work for and provides them with a sense of achievment. It is important to assign goals that are tailored to their skill sets. Give regular updates on sales targets, promotions, and any changes in policies or procedures. Create an environment where team members feel comfortable sharing their thoughts, concerns, and ideas. Listen actively, and be open to feedback from your team. Recognize achievements, acknowledge and celebrate team members' accomplishments. This keeps them informed and motivated. Misunderstandings and conflicts are inevitable in any workplace. address issues fairly and transparently to maintain a positive work environment. Building a successful team takes time and dedication. It's not as simple as delegating tasks and hoping for the best. You must invest in your employees, teaching them the necessary skills to perform their roles effectively. Follow up on their work and offer constructive criticism when needed. Praise their efforts and accomplishments, especially when they exceed expectations. This support and guidance help team members grow professionally and contribute to the overall success of your business. In conclusion, effective communication and strong leadership are the cornerstones of building a successful team in the retail industry. By setting clear expectations, fostering open dialogue, addressing conflicts, and investing in your employees' growth, you can create a cohesive, motivated, and high-performing team that drives sales, enhances customer satisfaction, and contributes to the overall success of your business. Written By Allan Trottier

Can I share a little secret with you? 😉 I used to be that retail manager, the one jumping from job to job, always feeling stuck and uninspired. The endless cycle of low sales, disengaged staff, and high turnover had me feeling like a hamster on a wheel. But then I discovered the power of RESILIENCE. 💪 It's what kept me going when things got tough. It's what helped me learn from my mistakes and turn them into stepping stones towards success. Now, I'm passionate about helping retail businesses like you tap into their own resilience and overcome the challenges that are holding them back. If you're struggling with: -> Low sales 📉 -> Disengaged staff 😴 -> High turnover 🚪 Feeling overlooked by management ↙ ...I can help you turn things around! Let's chat about your biggest retail challenges and create a roadmap for building a thriving retail team. 😊 . . #retailleadership #teamperformance #careergrowth #salesgrowth #employeengagement

Leadership thought of the day: being a manager is a full time job. Our day should be spent focused on managing our team and operations. It’s our primary function, not all of the other initiatives they want them to do. If you want someone to manage projects or efforts, hire an IC. If you want someone to manage a team and help them achieve their highest performance, hire a manager and let them focus.

Lack of accountability will destroy your sales org. Accountability does not equal bad culture. It is one of they keys to a great culture. Accountability doesn’t discriminate. It reinforces a standard set by the organization and applies to employees at all levels. Accountability Creates ✅Consistency ✅Clarity ✅Fairness ✅Strong Culture Lack of Accountability Creates ❌Low Morale ❌Confusion ❌Poor Performance ❌Fragile Culture Don’t be fooled by claims of harsh expectations and consequences that come along with accountability. It’s part of creating a high performing sales team.

Hello I am a result oriented department manager with over 6 Months of hands-on experience in the retail industry. My journey has been marked by a commitment to excellence and passion for cultivating thriving teams.    *Retail expertise:- Having navigated the above - evolving landscape of retail, I bring a deep understanding of store operations, inventory management, and sales strategies.my practical experience has equipped me with the skills needed to drive success in a dynamic and competitive market. *Team development focus:- I take pride in fostering a positive work environment and developing high-performance teams.through targeted training initiatives, I have empowered team members to excel in their roles, contributing to both individuals and collective success. *Customer- centric approach:- I understand the pivotal role customer satisfaction plays in the success of any business.my approach prioritises delivering exceptional customer experience, ensuring that each interaction leaves a positive and lasting impressions. *Provel leadership:- As a leader I have successfully led teams through challenges with a blend of empathy and strategic decisions-making.my leadership style encourages collaboration, resulting in increased operational efficiency and a motivated workforce.

Team Leader v. Supervisor v. Manager v. Director This post is not about the difference between managers and leaders.. that topic is beaten to death here on LinkedIn, with managers swinging workers like a golf club.. This post is about the job title nuances of these four important and very useful job title level indicators. I post this to further hardwire these definitions in my own mind, as I wade through client data where these titles get abused and misused. Years ago, as a principal consultant with Hewitt, I was regarded as a firm-wide subject matter expert on job titles. I wrote a white paper on titles. So let me draw upon whatever authority I may have on the matter, and tell you what these four titles mean: Team Leader—does the work that they lead others in. Most senior worker among people doing similar work. Not a true supervisor and not a manager. A team of people doing the same type of work could have multiple people with a “senior” title prefix, but there should be only one team leader. Senior can indicate time in job, but team leader has a functional meaning that this person is helping and mentoring others as part of their job, as they themselves do their own similar work. Supervisor—supervises the work of others, but does not personally do the work, as a TL does. Delegates work, assigns duties, checks work, trains staff or arranges their training. They are responsible for the work of others only. Does not manage employment or pay matters of their staff, but gives important input on such matters. Main focus is supervising the WORK, not employment or development of staff. Manager—First level of full responsibility for other employees: hiring, firing, performance, pay, development, plus selection and training of supervisors and team leaders. May have a department budget, or may not. Could be a process or sub function manager without a formal budget or cost center. Manages “down” with limited upward influence or interaction on major business decisions. Director—head of a recognized function or subfunction or business unit which is significant and complex. Has subordinate managers, or equivalent accountability for actions of managers not directly supervised. Manages outside vendor relationships. Regular and frequent interaction with top leadership, on both planning and execution of work, including significant inputs to senior leadership on longer term priorities, decisions or transformation. Manages up, as well as down. Displays influence and impact. Thoughts? Please add your own refinements or changes! Have a great weekend! #TGIF