Calling all WOW investors ..., page-38

The solution is simple - Staff Engagement.

Its a metric that is thrown around everywhere but is never actually observed. Rather than running reports and asking for surveys to be completed, any management line needs to instil a sense of ownership upon the team.

Each store is a 'business' and each individual within that store should be treated as an integral part of that business. The idea that a team member, and their opinion and contribution to the business has value and is important is a very powerful thing. More-so than a reduction of shifts or downgrade of duties; i.e negative motivation.

Provide a working environment where you are more than your employee number, or sales, or scan rate etc.

I remember when the staff name-tags used to be printed dymo tape stuck to a branded tag. Their change, albeit simple, to a moulded plastic tag has a sentiment of being important enough to actually make a name tag - rather than expendable enough to simply peel of the name and hand it to the next guy. Its simple, but its how it was seen at the coal face.

Building the culture within the team means things will get done, almost on their own, attitudes change and all team members move towards a common goal. The goal needs to be set buy the guy in charge of the business, and the team needs to see more of him or her on the floor.

He needs to 'ask the why' about things that happen, get the team involved along with the department manager, instil the pride and ownership into issues and allow the team to arrive at the answers on their own. Its a perfect opportunity to praise and congratulate team members or to simply nudge them towards the performance he would wish to have. That will bring the stores and presentation in line.

The fly in area, or group managers need to allow their visits to be directed by the Store Managers. They need to watch the language and the tone of their messages. A visit is the same as when the mother-in-law visits. The negative comments are what undermine the motivation to do better or even try.


Customer service, the Manager should be talking to the team about their challenges, encouraging them to ask their customers about their 'experience'. Not a full fledged survey, but genuine, heartfelt questions about their shop. If the culture is built correctly the team member should have enough emotional stake in the business to listen and pass the feedback, positive or negative back up the line in store.

In saying all that the method of feedback needs to be addressed. The 'sting in the tail' needs to be removed. Every management course I have been subjected to has pushed the one minute manager as a reading material and a basis to which ti build, yet i have never seen it implemented out in the wild. This, as a basis, could potentially change a teams dynamic.

There is just no love. Its how i see the company, how I review the business, and the way the business presents itself to me. Why am I a shareholder? I have the option to purchase as part of my employment. In saying that, I hold because I want to own a stake for the business I work for.


I'll leave you with this:

"When people are emotionally invested, they want to contribute.” – Simon Sinek