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They Thought They Had Helped

I went into a sporting goods store looking for a walking stick. Unlike most guys, I’m not afraid to ask for help in a retail store. I approached the first clerk I saw and asked, “Do you have any walking sticks?”

“I don’t know. Let me ask someone …
She doesn’t know, either. If we did they would be in camping.”

Then the clerk walked away, thinking she had been incredibly helpful.

Fortunately for me, I had been in this store before and knew where the camping section was. Unfortunately for me, I was looking for a tall, skinny item, not thinking that walking sticks telescope down to almost nothing. A quick walk down the camping aisle proved fruitless, so I asked another clerk in the area about walking sticks.

“Did you see any in the camping aisle?”

“No.”

“Then we must be sold out. Sorry.”

Then the clerk walked away thinking he had been helpful.

Both clerks engaged with me. Both answered my questions. Both walked away thinking they had given me good customer service. I was about to walk out empty-handed, but on my return trip down the camping aisle, I happened to notice a small, skinny box down in the corner. Upon closer inspection, they had three different types of walking sticks in stock on their shelves, just not in the packaging I was expecting.

I got my walking stick, no help from the clerks who thought they were helping me.

I tell you this as a cautionary tale. If your staff training consists of teaching your staff to engage with customers and answer their questions, you are likely losing sales. The two clerks both did that for me, but neither solved my problem. If instead of answering questions, they were taught to solve my problem, the interaction would have been different.

“She doesn’t know either. If we had any, they would be in camping. Let me walk you over to camping and help you look.”
“She doesn’t know either. Let me look it up on the computer and see what it says.”
“She doesn’t know either. Let me ask the buyer for camping.”
“She doesn’t know either. Let me call another store to see if they have any.”

Notice that neither of the clerks asked me any questions to clarify what I wanted or why I wanted it. Neither offered to walk over and look with me. Neither offered to take my name and call me when they got more walking sticks in. Neither suggested another store where I might find the item I needed. Neither offered to look in their system to see if they even sold walking sticks. Yet they both engaged with me and answered my questions. They walked away thinking they had helped.

Don’t assume your customers know what they are looking for. Don’t assume your customers know where to look. Don’t assume just because you answered a question, you’ve offered any level of service. It isn’t great customer service until the customer’s reason for coming in has been fully resolved.

-Phil Wrzesinski
www.PhilsForum.com

PS We kept an Internet-wired computer up front because sometimes customers would ask for items by a different name than we knew or a different version of a product we carried. A quick search on Google showed us what the customer wanted and helped us either find it or offer an alternative solution.

PPS Every customer that walks through your door did so for a reason. Your staff’s job is to connect and engage with that customer well enough that they tell you their reason and ask for assistance. When you take on the mindset of solving their problems, resolving their issues, then you are on your way to great customer service.

How to Find a Master

(Note: this is a longer post than usual. Set yourself some time to give it a good read and bookmark it so that you can come back to it as necessary.)

You’re the Jack-of-all-Trades. You’re at least mildly competent at all aspects of your job. Like you, your store is mildly competent, too. But you want to take it to a higher level. To do that, you need to either become a Master at the aspect where you’re least competent (or the thing you least desire to do), or hire a Master at that aspect.

BECOMING A MASTER

Image result for masterBecoming a Master means training, taking classes, reading books, watching videos, studying other experts and Masters, practicing and experimenting, recording and measuring your progress. Becoming a master takes times. And in the process, you have to steal time from your other duties.

If you have lots of free time on your hands, take the aspect of your job where you are the worst and become a Master at it.

Chances are pretty good that you don’t have lots of free time, and where you’re the worst is usually what you also like to do the least.

FINDING A MASTER

Finding someone else better than you to do what you don’t want to do (or can’t do) is the faster way to get your business to the next level. First, you get that part of your business up and running at a higher level right away. Second, you free up more of your time to do what you do best. Third, the combination of those first two will make you enough money to pay for that Master.

Here is the recipe for finding that Master:

  • Define the Job clearly including tasks and how success will be measured
  • Define the skills necessary for doing the job well
  • Write a clear and concise hiring ad that spells out the skills you wish to hire
  • Post the ad in smart places
  • Offer to pay above-average wages
  • Create a training program to train the necessary skills that you want but weren’t part of the skills you wish to hire
  • Be clear and unwavering on how success will be measured

For instance, if you want to hire someone to take over your social media presence, you might do the following …

Social Media Manager: This person will be responsible for making sure the business has a social media presence that is updated daily, consistent with our Core Values, and in line with our in-store promotions and events. This person will engage customers, respond quickly and professionally to comments and questions, and grow our online presence by double digits every six months. This person will be able to handle complaints quickly and positively. This person will be able to work with the sales clerks and other staff to make sure posts are relevant to what is happening in the store. This person will answer directly to the owner. This person will be monitored weekly for postings and consistency of message, measured monthly for growth and engagement, and evaluated every six months for progress towards goals.

Skills: This person will be someone who is creative, loves to interact with others both in person and online, knows how to de-escalate a negative situation, has good spelling and grammar skills, knows how different social media work and how to use them best, is tech-savvy, is dependable and reliable, has a strong understanding about the needs and wants of our customers, understands the ins and outs of our industry, puts the needs of the company first, and understands how he or she will be measured.

Help Wanted Ad: Are you a social media marketing genius with a track record of success that loves to engage with customers and turn them into fans? Do you have a background in marketing and advertising? Do you love to be creative and different? Can you spin anything and everything positively? Do you like working in an environment where you know exactly how your success will be measured? Are you worth more than the average pay for this type of position? Please apply at:

Posting: Post on your own online page. Post in LinkedIn and Facebook groups for Social Marketing. Post on Twitter.

Salary: A quick Google search shows that social media managers make on average $15.22 per hour. Armed with that knowledge and the knowledge of your local economy (is it greater or less than the national average?), you might want to offer at least $17-$20/hour or more to attract a higher level of applicants. If you get a true Master, it will be money well spent. My grandfather always believed you cannot pay too much to a great employee.

SORTING THE APPLICANTS

Once you get applicants, you need to sort the wheat from the chaff so to speak. The first round of weeding out is simply removing anyone who doesn’t meet the requirements you listed in your ad. If the person didn’t explain in their cover letter or their visit to your store why they fit the criteria you listed, they won’t be good at communicating with your customers. The second round for a position like this would be grammar and spelling. You don’t want poor grammar or spelling undoing your social presence. The third round is where you start to choose who you want to interview. You look for keywords in their cover letter and resume that signal their Core Values and see how those match up with yours. You also might look for things like longevity in a position, commitment to work, growth in job titles and responsibility. Most importantly, you’re looking for people who love to do this more than you do.

Once you have your interviewees, you need questions that will draw out the information you want. People in interviews are ready to tell you what they think you want to hear. The way to get around this is to ask questions about things they did rather than what they think. Actions speak louder than words and tell you more about their personality traits than philosophical questions. Some might embellish the facts a little, but for the most part they will be more brutally honest. The key phrase I like to use is, “Tell me about a time when …”

  • Tell me about your most (least) successful social media campaign. What did you do? How well did it work? What did you learn from it?
  • Tell me about the hardest customer/person you ever had to deal with online. How did it go? How was it resolved? What did you learn from it?
  • Tell me about the hardest thing you had to do at your last job. How did you accomplish it? What did you learn from it?

If you’re a long-time follower of my blog or read my book Hiring and the Potter’s Wheel, you know that I preach hiring the unteachable skills and teaching all the rest. The same applies to hiring a Master. The only difference here is that the “unteachable skills” are actually teachable skills that are above your level to teach. In this situation, experience on the job carries more weight, depending on how much training and learning came from the experience. That’s why each of the previous “Tell me about …” questions concludes with, “What did you learn?” You might get answers where you wonder if the learning is happening before your eyes because they never thought about it before now. That’s okay as long as there is learning and it appears they are learning the right stuff.

The training program you set up in this situation is primarily to teach them the ins and outs about your particular business and products (note that knowing your industry was not in the ad because it is not a trait your applicants need to bring to the table). You will also teach them what you already know about your particular customers and how they like to be reached, and teach them about your Core Values and what you hold most dear.

The final step, however, is the most important. Once you find your Master and define the way they will be measured, you need to step back and let them work their mastery. Measure as planned. Ask for clarity as needed. As long as they are hitting their benchmarks, let them be the expert you hired.

You have the blueprint. Go take your business to the next level.

-Phil Wrzesinski
www.PhilsForum.com

PS The example above is hastily written to give you the idea of the steps to follow. The more thoroughly you define the job and how you will measure success, the better you can create the definitive list of skills for the job. The better your list of skills, the better you can write a Helped Wanted Ad that identifies people with the skills you wish to hire. The better your list of skills you want to hire, the better the interview questions you can create. The better you know your Core Values, the better you can identify the kind of people who will fit in best.

PPS If you need a Human Resources person because hiring and training is the skill you lack the most and wish to give up, you have to at least become reasonably competent in the short run. The above blueprint will help.

Jack of All, Master of None

I bought a multi-tool the other day. Since I no longer have my own bike shop to fix up my bikes I bought a multi-tool designed specifically for fixing bikes. It even included spoke wrenches. Eighteen tools in one little package. I got my first chance to use it a couple days ago. You can probably guess what happened. Like most multi-tools, it did a competent job (except for the spoke wrenches that failed miserably), but it wasn’t all that easy to use. Having the individual tools for each job would have been a whole lot better. It leads me to ask this question …

My bike multi-tool. Love the wrenches and options, hate the spoke wrenches.

Is it better to be a Jack-of-all-trades-Master-of-none, or incredibly amazing at one skill?

If you’re an indie retail store owner, you’re probably going with Jack. You wear many hats. You have to know your Products well enough to be a competent buyer. You have to understand Retail Math to get your books balanced, keep your inventory in check, and keep the cash flowing. You have to know something about Marketing and Advertising and Public Relations to keep attracting new people. You have to know Human Resources so that you can hire and train a staff to help you run the store. You have to understand insurance and leasing laws and tax rules. You have to know how to manage people, products, and crises.

In fact, you’re so busy playing the role of Jack, you have a hard time getting really good at any single element of it.

That’s the life of an indie retailer. At least that’s what many indie retailers believe. But let’s look at the big picture.

If you play the role of Jack and do everything mildly competent, what do you have? A mildly competent retail store. If, however, you hired someone fantastic at one element, while you were mildly competent at the rest, how would your business look differently? How would that change if you found several people, each with a specific skill you lacked?

Sure, it is a risk to hire someone else and turn over parts of your baby, your business, to that person. At the same time, it is the only way  to grow past mildly competent (and that’s assuming you are mildly competent at all elements of running a store). 

Sure, it is an expense to hire someone else to do a job your’re already doing. At the same time, if they are truly a Master, they will more than pay for themselves by taking your store to the next level. Plus, they will free you up to spend more time getting better at the things you do.

Jack can get the job done, but only a Master will get you to the next level. 

Here’s my challenge to all of you multi-tool Jack retailers out there. Go find a spoke wrench that works incredibly well at truing a wheel. Go find a socket wrench, too. And maybe a fantastic screw driver with a solid head and a perfect grip. Hire someone better than you to do jobs you’re only mildly competent at doing. Then take your free time to become a master at the stuff you’re already pretty good at doing.

Not only will your store grow leaps and bounds, you’ll have a lot more fun running it.

-Phil Wrzesinski
www.PhilsForum.com

PS I’ve been a Jack most of my life. It is hard to accept that you aren’t great at everything and that more often than not, you are better off getting help from someone better.  Fortunately you do not need a twelve-step plan to break free of this Jack habit. Just two steps will do.

  1. Pick one of your job duties or requirements that you either hate doing, or recognize that you aren’t that great at doing.
  2. Hire someone else that is incredible at doing that particular job or duty and let them do it.

It pays more than it costs.

PPS The key phrase in all of this is “someone better than you” at that particular skill or job. Next post I’ll talk about how to find that person.

The Sweetest Sound is Your Name

Have you ever had that “Cheers!” moment where you walked into a place and everyone shouted your name? I’ve been blessed to have it happen to me several times. It never gets old. Never. In fact, it is one of the better feelings on this planet. I know when I hear my name shouted like that, I’m among friends. I know when I hear my name shouted like that, I’m where I am wanted and where I belong. It is one of the sweetest sounds you’ll ever hear.

Heck, just being greeted by name by a single voice when I walk through a door is pretty darn good. As I mentioned in a previous post, we are creatures of habit and familiarity. If you know me by name, then we’ve reached a certain level of comfort and familiarity.

The same can be said of your customers.

Image result for name tagThere are many consultants out there with data-mining programs to find out as much information about your customers as possible so that you can fulfill their every need. While all that info is valuable, the one piece of info with the greatest amount of value is her name.

Without her name, you can’t create the kind of relationship that turns her from a customer into an evangelist for the store. Without her name, you can’t build the level of trust that turns her into a lifelong fan of your store. All the other data is useless if you don’t first know her name. (All the other data is useless if you can’t make an emotional connection with her, but that’s a post for another day.)

There are many ways to learn a customer’s name. You can sign her up for your email list. You can look at her credit card when she is paying (which you should be doing anyway). You can simply ask her.

The best way is through conversation. Here is a simple structure you can teach to your staff if they struggle to get conversations going with customers.

  • Compliment her.
  • Ask her questions related to the compliment.
  • Get her to talk about herself or her kids (her favorite subjects).
  • Share a little about yourself that relates to what she said.
  • Introduce yourself – more often than not she will reciprocate.
  • Use her name repeatedly throughout the rest of your interaction to help you remember it.

Not only do you get her name, you get her talking. You start building the relationship that leads to familiarity and trust. The best sales people do this instinctively. Fortunately, it can be taught to everyone else. Teach your staff and have them practice on each other. The other benefit is that as your staff gets better at learning names, their own confidence grows and they get better at serving your customers, too.

-Phil Wrzesinski
www.PhilsForum.com

PS It might seem a little phony at first. Not everyone is a natural conversationalist. But if you want to be a good salesperson, it is a skill you need to learn. Plus, it isn’t as phony as you think. You’re trying to build a relationship in a short window of time. This is just speed dating in a retail setting.

Death by Typo

My buddy was at a conference recently and the presenter for his breakout session had a major typo in big bold letters at the top of one of his opening slides. My buddy couldn’t resist. He took a photo of this typo—and I’m talking not just a single letter but a major butchering—and posted it with the comment, “Why am I listening to this guy for advice?”

After we all agreed the comment was a bit snarky and we all agreed the speaker probably had some good content, I couldn’t quite let this speaker off the hook. After all, even PowerPoint has spellcheck.

The real problem was that a major blunder like this on something so easily proofread and corrected meant two things …

  1. The guy wasn’t prepared. He hadn’t given his presentation enough time to check for errors which sent the signal that the rest of his presentation was hastily slapped together, too.
  2. My buddy was so turned off and distracted by one little misstep, that he missed the message.

Your business sends similar signals to customers all the time. When you have typos or grammar mistakes in your signs and posters and emails and social media posts, you send the signal to many of your customers that you hastily slapped things together. You distract them with these errors and keep them from seeing what you want them to see.

It doesn’t have to be typos either. It can be a staff that is ill-prepared for an event or special offering. It can be contradicting terms from two different sales people. It can be trash by the front door. It can be poorly merchandised areas of your store. It can be dust. It can be a messy bathroom. It can be an answering machine with the wrong hours because the seasons have changed. It can be a website with the wrong hours. It can be a funny smell coming from the backroom staff area. It can be an old, faded, worn-out, been there since the 90’s sign that has a corner missing. It can be footprints of mud leading back to the model section from the work boots of one of your best customers. It can be disheveled clothing on your staff. It can be music that is too loud or too harsh for your shopping environment. It can be window and door glass with smudged finger and hand-prints. It can be products not matching the shelf signs.

It doesn’t have to be much to distract your customers from your awesome staff and fabulous product selection. That little typo can do more damage to your branding than the thousands of dollars you spend on advertising can do good. Yes, those little things mean a lot.

The band Van Halen used to put a clause in their contracts asking for M&M’s with all of a certain color removed. A lot of people thought they must be divas because of that. I was part of that crowd until I heard an interview with David Lee Roth, the acrobatic lead singer who used to fly around the stage. He said they had very intricate, detailed instructions for how to assemble the stage for his safety. If the show organizers were detailed enough to do the M&M’s right (something small and trivial in the grand scheme of things), he had more confidence the stage would be built right. Yes, those little things mean a lot.

You have a fabulous staff and wonderful products. Don’t do anything that signals the customer otherwise. Don’t do anything that distracts the customer from the prize. Yes, those little things mean a lot.

-Phil Wrzesinski
www.PhilsForum.com

PS There was another lesson from that presentation about bullet points, but I’ll save that for another day. You have enough to do looking for all those little distractions that mean a lot.

Revisit the Important Stuff

Staff training has begun for my summer gig at YMCA Storer Camps. There is a lot of ground to cover to get the camp counselors up to speed with all the policies and procedures. Like any other camp, Storer has its quirks and special ways of doing things. Also like any other camp, Storer’s number one concern is safety.

Every single day during training week we have time devoted purely to safety. Every single session this week starts with a quick word about safety. Every single program is designed with safety of the campers and staff as the number one priority.

Don’t worry. We aren’t putting bubble wrap around the kids and treating them like snowflakes. They will have fun. Tons of it (especially if they get into my sailing program!!) They also will get some bumps and bruises. You can’t eliminate all the risks.

But when you minimize the needless risks and eliminate reckless or dangerous behavior, everyone has even more fun. There is nothing fun about spending your summer camp in the health center or going home early because of a preventable injury.

Safety is the number one priority, so it is brought up Every. Single. Time. It is at the front of every staff member’s thoughts. It is part of the culture.

What is your number one priority? Is it selling? Is it servicing? Is it greeting everyone at the front door? Is it making sure people are completely comfortable in the store? Is it gathering as much data about someone as possible? Is it keeping the store clean? Is it getting referrals and repeat customers?

No matter what your top priority may be, the bigger question is … Are you training it every single day? Are you reinforcing that this is your single most important priority? Are you making it not just something you say, but something you live and breathe as part of your culture?

The best companies do this. The best companies know exactly what is most important and they talk about it and train for it every single day. There is a reason YMCA Storer Camps is one of the best camps in the nation. They make sure everyone buys into their top priorities by making sure those top priorities are visited and revisited time and time again.

Follow their lead and do the same for your business. You will notice a difference almost immediately.

-Phil Wrzesinski
www.PhilsForum.com

PS Yes, I know there is a typo on my name badge. Not everyone is perfect. People make mistakes. No matter what you make your top priority and no matter how often you revisit it, people will make mistakes. The more you revisit it, however, the fewer the mistakes and the less likely they will be big mistakes.

PPS What does this have to do with the SPOTLIGHT ON MARKETING & ADVERTISING class coming up on Tuesday, June 20th? Absolutely nothing. Or then again …?

“Are You Happy?”

“Are you happy now?” she asked.

“Yes, most definitely,” I replied.

“Are we good?”

“Absolutely!”

Image result for delta airlines logoIn the wake of all the stories about passengers being hassled by the airlines including the latest about a family getting booted from a JetBlue flight over a birthday cake, I wanted to share with you an incident that happened last week on my Delta flight home from Las Vegas.

As the drink cart worked its way down the aisle I removed my headphones, lowered my tray, and waited my turn. For reasons unknown, the flight attendant offered drinks to the A, B, C seats but skipped over us in D, E, and F. No problem. I’ll just hit the call button.

“What can I do for you?” asked the flight attendant.

“You missed our row for drinks,” I said.

“Oh, I’m very sorry. That wasn’t on purpose. What would you like to drink?”

“Diet Coke, please.”

As she handed down my Diet Coke and a Ginger Ale for the gentleman on my right, she asked, “Are we okay?”

“Yes we are.”

“Would you be happier with a bottle of rum for that Diet Coke?”

“Yes I would.”

The flight attendant returned a moment later with a bottle of rum and started the conversation at the beginning of this post. Apparently not satisfied with my answer, she stopped by three more times before we landed to check on my “happy” status. A fist bump finally convinced her I wasn’t going to slam her online.

This flight attendant knew she made a mistake. It was a tiny one in the grand scheme of things, a definite first-world problem of the utmost degree. But that wasn’t going to stop her from going over-the-top to make sure she made it right.

Here is the lesson … Over-the-Top

I would have been perfectly happy with a quick apology and a Diet Coke. That was my expectation. She went far above and beyond my expectations to my surprise and delight. An apology and a Diet Coke would not have garnered a blog post and the extra word-of-mouth. An unexpected bottle of rum and three more courtesy checks on my happiness have me telling you about the wonderful attitude of the flight attendants on Delta.

When you make a mistake, do what you have to do to fix it. Then do a little more. It pays off far more than it costs you.

-Phil Wrzesinski
www.PhilsForum.com

PS Word-of-Mouth may be considered a form of Advertising, but in reality it is mostly a by-product of your Customer Service. Get that right and the only viral videos of your company will be positive ones. Two presentationsGet Your Customers to Talk About You and Raising the Bar to Go Viral – will change the way customers experience your business and what they say about you afterword. When you’re ready to start generating positive word-of-mouth, give me a call.

An Article Every Retailer Must Read

If you are a retailer, you need to read this article about Amazon’s new brick & mortar store in Chicago. It will be one of the scariest and most eye-opening articles you read this year. Go ahead. I will wait.

Image result for amazon brick and mortar store

Amazon, who is already cleaning our clocks online, is doing in their stores what some of us have only dreamed of doing and others haven’t even thought of doing. Amazon is bypassing the biggest headache most retailers face – getting your staff up to speed on product knowledge. How? By using signs.

Every single book in their store has a sign with reviews, ratings, and answers to the basic questions your customers would ask. Plus they have signs recommending similar titles, signs giving you data and information to help you make a purchase.

Rick Segal, famed retail consultant and speaker, once told me that signs increase sales of a product by 47%. He didn’t back that up with any proof, but it wasn’t a hard number to grasp. Just think about who would prefer a sign over a salesperson…

…every man and half the women.

Men like signs. We like signs because we speak vertically. Did what I say make you think higher of me or lower of me? Given the choice, most men would rather read a sign and figure things out on their own than ask questions and admit that they don’t know something. (Ladies, now you know why we don’t like to stop and ask for directions – just give us a map.)

Introverts like signs. Introverts aren’t shy. They just like their interactions with others to be meaningful and useful. Signs give them information to formulate the right questions before they have to interact with the salespeople.

Amazon is winning that game in their brick & mortar store.

You can, too.

No, you don’t have the data that Amazon has to create the kind of signage they create. But you can create signs that explain benefits. You can create signs that compare and contrast. You can create signs that answer frequently asked questions. You can create signs that show testimonials and staff picks (and why the staff picked them).

Online is where customers go when they know exactly what they want. Brick & Mortar is for people who want to browse or have someone help them find something when they aren’t sure what they need. Signs help you take care of those customers when your sales people are busy. Signs help you take care of customers when your customers would rather not interact with your salespeople. Signs help you take care of customers when your salespeople aren’t fully trained on product knowledge. Signs sell.

Get a computer and printer up front. Create a template. Start printing. Signs can even be hand-written if the penmanship is good. (Turn this project over to your staff and it will even help them with their product knowledge.)

-Phil Wrzesinski
www.PhilsForum.com

PS If you did the math, you are thinking right now that 75% of the population prefers signs over salespeople, so why have any salespeople at all? First, understand that not everyone goes shopping. Since extroverts gain energy from being around people, they are more likely to be in-store shoppers than introverts. And there are multiple theories explaining why women tend to shop more than men. Therefore, it is highly likely that your store has more extroverted women in shopping right now than their percentage of the population would dictate. Second, relationships matter. Some customers don’t know the right questions to ask and need the guidance. Some customers have questions your signs couldn’t anticipate. Some customers don’t want items of mass appeal. Your salespeople are critical. So are your signs. Amazon got that second part right. Very right. You can, too.

PPS Your sales staff likes signs, too. Signs give your team confidence because they don’t have to remember facts. They can’t focus more on feelings, the relational side of sales.

Not Just for Retailers

I was having a conversation this morning when the light bulb went on. I was asked by someone considering enrolling in the SPOTLIGHT ON MANAGERIAL SUCCESS workshop this Wednesday (it is not too late to sign up) whether he would learn anything useful since he “wasn’t a retail store manager.”

The answer is a resounding YES!

In fact, most of what I teach has implications far beyond just the retail landscape. I have followers from all over the world in all types of industries.

If you are in any position where you have to hire people, you need to read my book Hiring and the Potter’s Wheel: Turning Your Staff Into a Work of Art.

If you are in any position where you write copy to persuade people to buy or use your products or services, you can learn from my articles on marketing (and my new book coming out later this spring). 

If you are in any position to teach and lead your staff you would benefit not only from the Spotlight class, but also from the Free Resources on Team Building and Staff Meetings Everyone Wants to Attend.

I know where the confusion began.

The SPOTLIGHT ON MANAGERIAL SUCCESS workshop is being offered through the Jackson Retail Success Academy™. While JRSA™ is mostly geared for retailers, we have had many graduates from other industries. Other than the inventory management segment, most of what I teach there applies to all types of businesses. I run all local classes through JRSA™ because of my partnership with Spring Arbor University and their Hosmer Center for Entrepreneurship & Innovation. They provide a fantastic venue for hosting events like these and have been a wonderful partner.

You don’t have to be a retailer to take any of the classes or workshops I offer. You only have to be open-minded and ready to learn.

-Phil Wrzesinski
www.PhilsForum.com

PS I am already working on a date for the next SPOTLIGHT workshop. This will be an advanced degree in Advertising and Marketing in four fast-paced hours for anyone who has a business to promote. Stay tuned for details.

Sign Up for the Spotlight on Managerial Success Workshop

If you’re still sitting on the fence about signing up for next Wednesday’s SPOTLIGHT ON MANAGERIAL SUCCESS workshop, here are a few questions to ask yourself.

  1. Do you manage a team of three or more people?
  2. Do you feel that your team is not working up to their best potential?
  3. Do you believe you could improve your communication skills?
  4. Do you hate confrontational situations?
  5. Do you believe that team building can be fostered and led rather than just happening organically over time?
  6. Do you believe your new hires need a better, more consistent training program?
  7. Do you believe your current team would benefit from further training?

If you’re answering No then you can stop reading. You’re good to go.

If you’re answering Yes, then ask yourself these two questions…

  1. What will help your business more in the long run – you being there at your business all day Wednesday or you taking a day to learn new skills, techniques and tools to make everyone on your team more productive?
  2. Where else could you get hands-on training to teach you how to lead team building, teach you how to communicate better, and help you build training plans for your employees for only $50 and eight hours of your time?

If you’re still not convinced, let’s make this really simple… If you don’t find value in the program, I will refund your money. Period. (If you read my blog regularly, you know I’m serious about that. Customer first. Always.)

Sign up today!

-Phil Wrzesinski
www.PhilsForum.com

PS Here’s a benefit I have yet to mention. Attend this Jackson Retail Success Academy™ event and you will become an alumni, eligible to attend future JRSA™ events at discounted prices!