Trending Employee – Nicco Godinez Nicco is the District Manager of District 107. When asked how Tillys has contributed to his career growth, he said “Tillys is where I started my retail career. The first time I worked for Tillys I was hired as a seasonal for Holiday and was kept and grew to a Co-Manager. I was able to become a well-rounded leader and learned the importance of culture, morale, visuals, T&D and Ops. Being back and being a DM I continue to learn from my RM, Peers, and my team. I strive to learn what I can do better for the company, my team and myself.” #tillystrendingemployee #workattillys #tillysspotlight
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I've learned so much in just 3 weeks in a new role! I've learned that I have a love for more than just food retail, and although this role is completely new and can be challenging - I've broken a few things down. 1) Guests are guests regardless if you oversee Food & Bev, GM, Style or the entire sales floor. If you put guests as the guiding light you'll always be right. 2) Put your team members first. In my opinion, as a lead you are there to support your direct reports, and for myself that is team members. If I show up every day to make their respective jobs easier, I've done something right for the day. We think this can be a hard task, and ultimately it is not - a simple hello, how was the weekend, offer to help with freight or workload. The small everyday things will ad up to a big difference. 3) Fill the floor! Tell a story. When aisles and displays are full, guests are excited to shop, and that excitement breeds life into stores and makes the shopping experience enjoyable! Lastly - less share some news on GREEN metrics! We've dropped the INF% for GM 2% or better across the board. A few outliers that we're getting worked out, but soon I'm looking to post sub 1% in all areas. The GM team's hard work has led to drastic improvement in sales, going from a negative comp to a 3% comp over the last three weeks. The store is also on a giant upswing with a 5% store comp over 3 weeks, more to come! #worksomewhereyoulove #target #growtime #growth
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Our culture isn't just a perk; it's the heartbeat of our success! Store Manager sanoussy cisse has been on his career journey at La-Z-Boy Incorporated for over 7 years. His growth within the company exemplifies how our culture inspires professional evolution: > Part-Time Sales: Dive into the dynamic world of sales, learning the ropes and connecting with customers. > Full-Time Sales: Embrace a full-time role, honing sales skills and building lasting relationships with customers. > Sales Manager: Step into a leadership role, guiding and empowering a team to achieve their best. > Store Manager: Reach the pinnacle of your career by managing store operations, shaping the customer experience, and contributing to La-Z-Boy's success. These distinctive career pathways are a catalyst for growth, where employees are not just heard but are actively encouraged to contribute their ideas. Empowerment and learning allows individuals like Sanoussy to thrive and provide exceptional service. Start your journey with us today and see how our supportive culture is a fundamental aspect that propels your career forward. #LZB #LZBLife #LZBCulture #EmployeeEmpowerment #CareerGrowth #EmpoweredWorkplace
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Operations | Customer Service | #Opentowork in #SaaS | Relationship Building | Taskmaster | Art Lover | Card Collector/Investor | Music Enthusiast | Competitive Athlete | For The People
Jeez, it's been a while. A lot has happened since I last posted. Some up's, some down's and a lot of change. Q4 has finally ended and as we're entering Q1 I am leveling up in my career. I would like to share some notes my leader has expected of me since I became a team leader two years ago. There is a lot of company jargon in it, but basically the expectation was to manage my area of a $100M store in a popular Queens location. (Not many stores make this much, so it is considered very high volume) A lot of growing pains happened here. I had to manage two deliveries, one from warehouse and one from an extra backroom in another location (offsite is very uncommon). I also had to manage my team! I like to believe my strongest attribute is relationship building and that has helped me out a lot with finishing many tasks and creating future leaders. Four months into my new role, I ended up moving to Virginia Beach to take on probably the biggest challenge of my career. Turning around a store with red metrics. Two other team leaders were joining me in the transfer from other states. And apparently turnover of team leaders was above double digits. Yikes, right? I wasn't sure what I was getting into until I arrived. Unorganization, messy management ( they ended up quitting), misdirection from district leadership (eventually was fired). A lot of pain, sweat and tears came from this experience. The store wasn't very busy because the shelves weren't being filled. So, of course that lead to poor NPS metrics. Then came Q1 of 2023. A brand new store manager who understood the store situation of emotional pains. The culture was a mess. I was a mess from the experience of my former boss. I won't get into the details. What has happened, happened. We took the new process step-by-step and one of them included my strongest attribute - relationship building. Store culture was one of the highest priorities in fixing the store's metrics. Taking the time to ask someone how they are doing and what I could do to help is something I take pride in. I am very much a people person first whether it's a customer, friend, strangers. As culture grew, so did the store. Red metrics turned to yellow. Yellow to red. Red to yellow. And then one day over the Summer/early Fall we finally did it. We turned the store around to a green metric store. (Finally off the company naughty list lol). Process consistent, NPS was positive, culture was glowing! In the midst of all this, I only managed a small portion(but technically toughest/tedious) of the store. Today, the leaders had a meeting about news I knew about already (I'm home today taking a mental day). But with official announcements placed in, I will solely be taking over the entire store metric operations! This means doing more of what I like; digging into data, numbers and problem solving. I am very excited for this new role that will be added to my repertoire of already built skills. LI said stop typing so Ill end it here!
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When I say I worked for 25 years at Publix, people often look at me funny. I can see the calculator in their brain trying to figure out how old I am and how I could already have 25 years with a company. It’s not hard when you start at 16. Publix’s current CEO did the same. So did the previous one. It’s so commonplace at Publix that no one really bats an eye at associates with 25 or 30 or even 40 years of service. This is because Publix promotes from within. To become a stock clerk, I had to start as a bagger. To become an assistant grocery manager, I had to have experience in multiple grocery sub-departments. Many corporate openings are only visible to current Publix associates. What impact does this have on Publix? Culture is an important element, especially in customer-facing roles and the best way to maintain culture is promote from within. I learned about that culture early in my career and carried that with me throughout my time there. I don’t believe there is a more effective way to build a strong culture. However, I can see the downsides to exclusively promoting from within. A company’s growth is limited by the current talent pool. New ideas and perspectives are infrequent. Groupthink is common and appetite for change is muted. It has worked for Publix and they continue to find enough internal candidates to open 40+ stores per year. I just wonder if a more balanced and blended approach would benefit them even more. What are your thoughts? Photo credit: https://lnkd.in/e8_rWSJx
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Loyalty comes from the heart. When your team is loyal, it is because they feel their leaders have their best interests at heart, they all care about the mission, and the team, and they know you are there for them. Successful leaders understand well that their team is what makes them successful. Take care and support those who are out front.
Store openings are hard. They are long and tiring and we ask so much of not just the store opening team but those supporting as well, which means still running their own business from afar while juggling it all. So when I texted my new store manager and asked if I could get anyone a Starbucks on the way in this morning to the NSO, unfortunately his response was expected. “Should I ask everyone or just the management?” This innocent (and respectful) response hurt my heart because it’s the norm in retail (he’s still new and getting to know me, so I’ll give him a free pass 😉) Management gets the perks. The lunches, the attention, the accolades but it’s the sales associates that are our front line. The champions of the store and where the service level starts. Take care of your people… all your people, and watch your business, service level and retention of both internal and external customer soar. Here’s to another great opening at TNF - it’s been a blast getting to know, laugh and bond with everyone on the team! 🙌🏻
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one thing that always let me know I was a good General Manager was when my District Manager and my Regional Manager would wanna have sit down meetings with me and say what can we do to make you happy and satisfied and make sure you won't leave us we will do whatever it takes because we need more "RiRi's" Rihanna like you your an out going employee and does whatever it takes to get the job done your definitely one of the best I was given a raise of the amount I requested they would brag to other Districts about me saying how I would go from my store to other stores that had no GM or AM and get it back into shape quickly like deep cleaning if needed and the proper way of training employees the correct way on how to do their jobs some employees had to be terminated but were replaced and then I started working on getting the sales back up and at times even higher then the sales were before I was even sent to stores where the whole entire crew walked out because their General Manager quit so I hired a completely new crew and trained them all the proper way then we had to heavily deep clean the store then work on drastically increasing store sells while serving the customers all at the same time and yes there were times when I ran the store by myself but I never complained because that was my decision that's what I wanted to do I am so proud I have my mother's work ethic... Lisa Martinez #confident #hardworking #compassionate #dependable #observant #honest #timemanagement #takeprideinmyjob #passionateaboutworkingaspartofateam #efficient #reliable #apassiontohelpothers #superiorinterpersonalskills #effectivecommunicationskills #unwaveringpatience #teamworkmakesthedreamwork #dunkin
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My two cents on Starbucks negative same store sales will have to do with in-store partner development and supervision. As a retired partner, I'm still pretty active in my local group of 3 to 4 stores. I've not once in the last 2+ years in PCB, ran into a multi-unit manager or anyone clearly standing out as the Store Manager. I don't observe any development of team members or a focus on coffee. The service level is good, but far from the potential of Great. In my humble opinion, Starbucks should start with a review of its DMs and RVPs. How often are they in stores? What's the length of their visits? What do they do while in stores? Is there a focus on team development? Are they skilled at evaluation of the Store Experience and take quality time to speak with partners and guests. Put quality time up against the Store and Partner Experience and I'm convinced you'll be rewarded with positive same store sales, plus safeguard yourself from the threat of unionization.
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Awarded operations manager, polished communicator, and dedicated team leader offering proven expertise in turning around underperforming businesses while enhancing the employee experience.
I get asked alot of times on what made me successful in running my businesses. My answer was simple. Rule #1: Take care of your people. If you take care of your people, your people will take care of you! Rule #2: Take care of your customers. If you take care of your customers, your customers will take care of you!! It's not rocket science! But so many people and companies get caught up in projects or the numbers and sometimes forget about these two critical things. If you always focus on these 2 things, everything else will fall into place. I promise! 😉 Because if you take care of your people then you build a culture where your people love to come to work at. Where they view each other as family. Where it is a TEAM TEAM TEAM mentality. Which the customer experience is the recipient of getting a positive more wonderful experience. Because they see people who truly care about them and all pitching in to take care of them. Plus, this leads to people wanting to join this "team" and be a part of this winning family oriented culture. I can testify to this as well as many of my past associates or customers. I am not saying that we were perfect. No. But we strove for perfection. And we had very little to no turnover. Extremely high promotions from within the program. Many who went from part-timers to full-timers to supervisors to upper management. And I have had a handful that became store managers (mostly women). Over the last 10 years, while many businesses struggled to hire, we were blessed to always have a strong base and a waiting list of hires. Typically only replacing my part-timers from high school and/or college after they finished school and went away. Hiring was never an issue. Thus, culture matters! And at the same time, I was also very blessed by God to also have successful year after year in sales. A result of taking care of our people! Anyone who knows me knows those are my 2 biggest passions. Because I firmly believe in being an advocate for my people and my customers, always! 😉
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How can Walmart store managers earn up to $500,000 annually? #WalmartManagers #Salary #Opportunity #CareerGrowth Did you know that Walmart store managers have the potential to earn up to $500,000 annually? 💰 That's right, managing a Walmart store can be a highly lucrative career path! 🛒 But how can one reach that level of success? Here are a few tips to help you maximize your potential as a Walmart store manager: - Focus on exceeding sales targets and ... Source: https://lnkd.in/gd52CRAc #mymetric360
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A few things I’ve learned while working at Costco Wholesale is that I have to stay consistent, focus on working, and finish all my tasks. The reasoning for all this is to leave a good impression on managers and supervisors so you can be their first pick for anything that can come up. I think I would be happy with my performance if I was my manager, because I am always trying my hardest to do my work. Three career goals I can set for myself is to continue working hard, help out the company in a positive way, and influence those around me to do better. Some things I can consider doing to go above and beyond at my job is to push more carts, see if there’s any other job positions I can use training in, and do my best work. #RiverRidgeWBL #GeorgiaWBLworks
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