So. It seems I am doing better than everyone thought when I took over F&U for the month. We're comping for the week, labour was perfect last week, and FHH is in full swing.
A few people - actually, that's a lie, no one's asked. But, how do I lead? What do I do to get people to do what I need them to do? (Which is, make some goddamn money!)
1. You are in charge. Remember that first and foremost.
In your store, you are the boss. What you say goes. You have the power, at any point, to send someone home for the day. Do NOT abuse this power, because, as Spiderman says (or something), "With great power comes great responsibility."
You have a direct effect on the take-home pay of your partners. They're all after the money. Don't screw it up.
2. Be aggressively friendly.
In my experience, people have a hard time saying "no" to friendly people; it's far easier to say "no" to a stranger or to someone you dislike.
The best way to do this, from Day One is to be their BFF. Seriously. What do you need? Bend over backwards for these people. What do you need - need a smoke? Sure, I'll cover. Want lunch? Sure, I'm buying. Help with homework? What can I do to help? Put their needs before your needs.
This can be applied to both peers and subordinates.
For instance:
- As a peer, I took over Leslie's store for the week - and even went back a week later to "finish up" so she had a day off.
- As a peer, I've phantomed at Erin's store to help her out when Paris Is Burning.
- As a peer, I've phantomed at Scott's store to help close when no one else could.
- As a boss, I've bought pizza (from IKEA!!!) for my team that was struggling with FHH and needed a morale boost.
- As a boss, I've offered Uber lifts to anyone who's asked, no questions.
- As a boss, I never say "no" to a time-off request unless there's truly a reason why I need to.
3. Hold your team accountable - in a friendly way.
Coaching is coaching, and write-ups are write-ups. The way you approach a write-up is all in the tone, not the substance of what you say.
For instance, me getting harsh with one of my partners regarding attendance, punctuality or professionalism does nothing but scare them.
I'd rather start slow: informal chat. Next time it's a documented CC - but being very, very clear that it's not a write-up, but more a document that says that we've had the conversation.
Third chance is the write-up. Then - and only then - do you start to lay on the "harsh".
4. Remember whose job is whose.
A lot of problems in my store can be fixed by simply clarifying who is responsible for what. For instance - are shifts responsible for labour? Or me?
Are shifts responsible for daily sales? Or me?
Accountability is really easy when you know whose job is whose.
