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A Tale of Two Cashiers

It was the best of cashiers, it was the worst of cashiers …

I did something foolish. I went out shopping on Saturday, December 15th last year. Yep, that Saturday. One of the two or three busiest days of the year. My staff and I used to love those Saturdays at Toy House. We were always pumped up and ready to have all kinds of fun with the crowds of people.

Not this gal.

I waited in line as expected. Placed my items on the belt. Waited some more. When it was finally my turn I said to the cashier a joyful, “Hello. How are you?”

In the most monotonous, apathetic voice she could muster, she answered, “I’m here.”

That was it. She didn’t say anything more until she had rung up all my purchases and asked, “Mperks, bottle slips, or coupons?”

No “Hello.” No “Thank you.” No “Fine, thanks.” She didn’t even say those phrases I really hate at checkout like, “Are you ready to check out?” or “Did you find everything?” Heck, by this point I would have taken any kind of interaction. She didn’t even say, “No problem,” when I thanked her for ringing me up.

Any excitement I had for the upcoming holiday was quickly Grinched out in her doom and gloom. I walked back to my car somewhat deflated and dejected.

Fast forward to yesterday. Same chain, different store. I was greeted with, “Hi, how are you today? Looks like you have a pretty good shopping list here.”

By the time she had finished ringing me up, we knew each other’s names, I knew some of her past work history. I knew why she was working where she was and what she “just loved” about working for them. We talked about my purchases. We laughed about the shopping bags that wouldn’t separate from each other easily.

It was a generally pleasant conversation that ended with, “Thank you for coming in. Hope to see you again.”

I’ve shopped this chain all my life and never once been asked to come back like that. 

According to a John Gattorna study published in 2008, the leading cause for customers to switch stores isn’t product or price. It is indifference. Here are his numbers:

  • 4% Natural attrition (moved away, passed on, etc)
  • 5% Referred to a competitor by their friend
  • 9% Competitive reasons (e.g. price)
  • 14% Product/service dissatisfaction
  • 68% Perceived Indifference

If the “I’m here” cashier had worked for me, she would no longer be “here”. If you can’t be happy and enthused for the busiest time of the year, you don’t belong in retail. At the same time, I would be doing everything in my power to encourage more conversations between my cashiers and customers like the “Hope to see you again,” cashier. I actually do hope I see her again.

-Phil Wrzesinski
www.PhilsForum.com

PS Notice how I didn’t mention anything about their efficiency or skill with the actual cash register and bagging? I have had horrible baggers, slow movers, and cashiers not trained well enough to know even the simple procedures at this chain. But the two that stood out the most were both because of their attitude. 

PPS One of the cashiers was a Baby Boomer. The other was a Millennial. Guess which was which?

Another Phrase You Need to Quit Using

One downside to being a speaker for the retail industry is that there aren’t a lot of speaking opportunities in December. (It is also an upside in that I had a lot more time around the holidays, but I digress.) With all that free time, I took on the project of replacing the cabinets in my friend’s kitchen. He had a broken cabinet, plus wanted to do some simple remodeling and moving of appliances. It was a fun project.

One day shortly after finishing that project, I happened to be walking through the cabinet section at Lowe’s with my girlfriend. We were talking about some of the cabinets we might have chosen for the project.

A sales clerk approached us and asked, “Are you finding everything okay?”

“Yes, we are. Thanks.” I cringed as I said it because it rolled off my lips without a moment’s hesitation. It was as knee-jerk a reaction as “Just looking,” or “I’m fine. How are you?”

The annoying thing is that I often asked that same question of customers at Toy House. I often got the same response. Until I learned a better way.

We all know not to ask a customer, “Can I help you?” Now asking the customer, “Are you finding everything okay?” is the new no-no.

Why? Because the knee-jerk response kills the conversation with the finality of a Clint Eastwood Smith & Wesson.

OTHER WAYS TO OPEN

There are a whole bunch of other ways the salesperson could have opened the conversation.

He could have used a question about the product we were admiring …

“Are you admiring that set for the color or the style?” I would have answered color. My girlfriend would have answered style. And we would be talking.

He could have led with a feature …

“Have you seen the new soft-close drawers on that unit? You have to try it.” I would have opened a drawer and he would have had the opening (both figurative and literal) to talk to me about features and benefits.

He could have used a personal statement …

“You’re looking at my favorite style. I’ve been dreaming of remodeling our kitchen with those. What style would you put in your dream kitchen?” We probably would have talked for several minutes.

He could have even led with his name …

“Hi guys. I’m Carl, your kitchen remodel expert.” I would have responded, “Hi, Carl.” I might have even taken his card.

The point here is that there are many ways Carl could have opened a conversation that might have led to a sale. Big sales like kitchen cabinets rarely just happen out of the blue. They take time and effort, and a relationship you build with the customer first.

“Are you finding everything okay?” implies that the customer is in control, you don’t really want to help unless absolutely necessary, and a relationship isn’t even on the salesperson’s mind. The customer really only has to give you one of two responses—Yes or No. If she says Yes, you’re out of the game before you even got in. If she says No, there still is no guarantee she’s going to ask for your help because she still doesn’t know or trust you.

Half the time she will lie and tell you Yes when she means No just to not have to deal with you.

The next time you and your staff get together for training, work on alternate openings to “Are you finding everything okay?” and strike that phrase from your vocabulary. It will help you convert more customers into relationships which will lead to more sales.

-Phil Wrzesinski
www.PhilsForum.com

PS Sure, I wasn’t in the market for cabinets that night. The salesman didn’t know that. And with that opening he was never going to find out. The opening of the relationship is not only crucial to making today’s sale, it also sets the foundation for a long-term relationship and customer loyalty. For more ways to meet and greet your customers, check out the FREE eBook The Meet-and-Greet: Building a Long-Term Relationship with Your Customers.

Self-Diagnosis Tool #3 – Customer Service

My favorite Smile Story was actually told to me by a customer, not my staff. Dawn had three grandchildren coming to visit her for five days. She wanted to have a different gift to give each child each day they were there. Fifteen gifts in all. Lakisha said, “I’m on it,” and led Dawn all around the store.

A few weeks later Dawn called me. “Phil, I have to tell you that gal of yours was fabulous. My grandkids loved the gifts. My grandson, he’s seven, turned to me and said, ‘Grandma, these gifts are better than if we had picked them out ourselves!’ Thank you, thank you, thank you! And thank Lakisha, too!”

That’s the phone call every store owner and manager dreams of getting.

If you’re regularly getting that call, you’re doing the right things with your staff and with your customer service. Go back to Tool #1 Core Values and Tool #2 Market Potential or wait until tomorrow for Tool #4 Cash Flow.

If you’re not getting that call at all and would be totally shocked if you ever did get a call like that, read on.

NOT AS UNMEASURABLE AS YOU THINK

Many people say Great Customer Service is not quantifiable, therefore it cannot be measured. I disagree. There are numbers you can run to see whether you and your sales staff are doing right by your customers.

I showed you two ways to measure your Customer Service in the post The Right Measuring Cups – Repeat & Referral Business and Units per Transaction. They are good starting points even though neither of those is completely perfect.

Sometimes your Referral Business is because of a product you sell that is hard to find. Sometimes it is because of some Over-the-Top Design element in your store your current customers tell their friends they have to see. I knew a jeweler who had a $30,000 diamond ring, way out of the league for that sleepy summer tourist town. She had tons of traffic right up until the day that ring finally sold. Once the ring was gone, her Referral Business dried up.

Sometimes your UPT grew because the hot item that year had several accessories or attachments. The following year the hot item had all those things included so your UPT fell.

I would still start there and see what you learn.

OTHER PLACES TO LOOK

If I were to come in to your store to do this diagnosis, here are some places I would look to get a handle on your levels of customer service.

  • Team Member Handbook – Do you have one? What does it cover?
  • Training Videos – Do you have them? If not, how do you handle new employee training?
  • Continued Training – How often does the staff meet for training purposes? What are you covering? How do you measure results?
  • Your Store Policies – Are they Customer-Centric or Business-Centric? Who do they protect?
  • New Hire Process – How do you find new employees? I want to see your Help Wanted Ads, Job Descriptions, and Interview Questions

If you don’t have a Handbook, you should make one. Write out all your policies. Write out all your philosophies. Write out how you will measure their employment. Have an HR professional and an HR lawyer proof it to make sure it is legal. Then give a copy to everyone and use it as your guide. It puts everyone on the same page and helps eliminate confusion from different team members saying, “That’s not how I was taught to do it.”

Training Videos are another way to make your staff training consistent and thorough. They don’t have to be fancy or even perfect. You can shoot them fast and simple on your phone, post them privately to YouTube, and provide the links to your new hires. If you don’t offer Training Videos, how else can you ensure that training is consistent and thorough? One way is to have the same person do all the trainings. Another is to include a checklist of everything to be covered. No matter which method you use, there also has to be a final check. One person who will verify what the new hire has learned and send him or her back for further training if necessary.

Continued Training is a must. Back in third grade I may have learned how to golf, but I’m still a few million hit golf balls shy of going pro.

“An amateur practices until he can do it right. A professional practices until he cannot do it wrong.” (source unknown)

One way we measured the results of our continued staff training was through Smile Stories. Every staff meeting began with Smile Stories where my team would share the different ways they made customers smile. Those stories not only reinforced the culture and the goal of the store – “We’re here to make you smile!” – but they also encouraged the team to actively seek out opportunities to make customers smile.

Store policies should be Customer-Centric, meaning they are in place to protect and help the customer. Liberal return policies, easy layaway plans, and helpful services that make less work and less thinking for the customer are the hallmarks of Customer-Centric policies. If you limit what forms of payment or how much someone has to spend to use a credit card, you’re telling the customer that your nickels and dimes are more important than them. Once your product is no longer exclusive or hard-to-find, they will leave for someone who treats them better.

If you have aligned your business with your Core Values in a market with a lot of Potential, and are taking care of your customers the right way, you should see your Share of the market steadily climbing upward. Rarely does a company get through all three of these tools without recognizing areas that need shoring up. Start working on those.

Tomorrow we do math. (Just giving you fair warning.)

-Phil Wrzesinski
www.PhilsForum.com

PS If Cash is King, why does it fall all the way down to fourth on the Self-Diagnosis priority list? Because all the cash in the world won’t help you in the long run if your business model is flawed. Those first three priorities are all about your business Goals and Strategies. Buying and selling product is simply a means to the end. Notice how I didn’t say, “We’re here to sell you toys!”? Our goal was much bigger than that. Sometimes your Cash Flow problem is because you aren’t attracting the right customers (Core Values), don’t have enough customers (Market Potential), or are driving customers away (Customer Service). Make sense now? Get those three areas right first. Then you’ll know if your Cash Flow problems are truly Inventory Management problems.

Go here for Self-Diagnostic Tool #4 – Inventory Management

The Thirty Questions to Find Your “Silver Bullet”

I got suckered in once. Long before the phrase “fake news” came into existence, back in the days when Norton and MacAfee were the only names in anti-virus protection, my computer started slowing down.

Then up popped an ad for a free diagnostic test of my computer, guaranteed to clean it up and take it to speeds the factory settings never could. I downloaded it and immediately all these warnings came flashing on the screen telling me I was infected and needed to download this fancy, official-sounding fix right away before I lost critical data.

Yeah, you can probably guess the rest.

I took the computer to a local shop who cleaned several viruses and Trojans off the hard drive and got me back to my normal, plodding, limited-by-my-service-provider-not-my-computer speeds.

We’re all looking for that quick-fix, aren’t we? That guaranteed, take-you-to-the-next-level tool that will transform your business? That’s why scams like that computer virus one worked so well. We all keep thinking there is that one silver bullet we’re missing that will make all our ills go away.

Here is where I’m supposed to tell you there isn’t a silver bullet. Eat less and exercise more, right?

The truth is there is a silver bullet. And a bronze one. And a gold one. And a titanium-plated, platinum-infused, diamond-encrusted, gold-leafed, emerald-cut, space-aged aluminum, time-released-capsule one.

The problem is that every business needs a different bullet. In retail there is no one-size-fits-all bullet.

You might be struggling with cash flow while your neighbor down the street needs help with a better marketing message. The store on the next block has a customer service problem, while the store across the street is in a market with too many competitors.

What retailers really need is a good diagnostic tool to help you identify the true problem(s). Unfortunately your business isn’t like an automobile where you can plug it in and see what’s wrong.

You can hire a consultant, but unless they have a background in understanding independent retail, they might not be able to diagnose your true problem either. You can try to do it yourself (I gave you a few Measuring Cups to use in an earlier post), but it is often hard to read the label from inside the bottle.

Since I am the DIY guy of retail, though, I want to show you the approach I would take to diagnose where your business needs work so that maybe you can find the demon holding you back. If you were to hire me, I would look at your business in this order …

  1. Core Values – Is your business aligned with your Values? If not, how and where can we change things?
  2. Market Potential – Where do you stand in your market? Who are your competitors? What is your share of the market? Is it shrinking or growing? What local factors influence your market presence?
  3. Customer Service – How much of your business is Repeat and Referral? How much training do your front line people have? What skills do they have? How well do they greet, meet, and interact with customers? How are their “closing” skills? What services do you provide? Do your services lean customer-friendly or business-friendly? Do you meet and exceed expectations?
  4. Inventory Management – How is your cash flow? What is your Profit Margin, Turn Ratio, Accounts-Payable-to-Inventory Ratio, Cash-to-Current Ratio, etc? What are the “must-haves” and how was your stock position on those items last year? Where is the fat that needs to be trimmed from the inventory? What systems do you use to keep from over-buying?
  5. Marketing & Advertising – What is your Marketing Message? Is it consistent across all platforms (including the in-store experience)? How can we make that message more powerful and effective? Where are you spending your marketing money? Are there cheaper, better alternatives for reaching the people you want to reach? Are there collaborations that make sense? Are you harnessing all the free publicity available to you?

Notice the order of things. Most businesses come to me saying they need help with their Marketing because they aren’t getting the traffic they want. Yet sometimes the problem is their business isn’t aligned with their values so they aren’t attracting the right types of customers. sometimes the problem is there aren’t enough customers in their market to sustain their business. Sometimes the problem is their service is so bad, those who do visit are telling friends to stay away.

Better Marketing won’t fix those other problems or help the business.

If you want to run your own diagnostics, there are several hyperlinks to articles and blogs related to the thirty questions posed above.

If you want to hire me to run your diagnostics, I’m going through that list in that order until we find the first problem.

There is no single silver bullet to fix any and all retailers, but there is a bullet to slay the specific demon holding you back. I encourage you to run your diagnostics on your own to see if you can isolate your problem. When you do find it, send me an email and I’ll help you brainstorm several solutions to solve your problem on your own or with help.

There is a bullet for you, but it’s buried in the haystack next to the needle.

-Phil Wrzesinski
www.PhilsForum.com

PS I hired a consultant once. He compared my Turn Ratio to Walmart’s and told me my problem was inventory control and that I needed to go to “just-in-time” inventory where I had at most a one-week supply of inventory on hand. My dad hired a consultant. He compared our prices to Kmart and Toys R Us and said our prices were too high and then pitched a total revamp of our sales floor into a circus theme (not sure what that had to do with prices). If you’re going to hire someone, make sure they have extensive experience working with indie retailers. Make sure they have a list like this one, too, that spells out what they’re going to evaluate.

PPS Sorry for the mixed metaphor at the end. It sounded good in my head.

When Do You Become an Expert?

Back in December I published my thousandth blog post. Each post takes about an hour and a half to compose on average, so I’ve dedicated about 1,500 hours to blogging. According to Malcom Gladwell’s “10,000-Hour Rule” in his book OUTLIERS I’m 15% of the way there to being an Expert blogger.

I spent twenty-three plus years working full time retail at the management level. Assuming 2500 hours/year (50/week), I have 58,750 hours of experience working retail. Believe it or not, but that still doesn’t necessarily make me an Expert on retail.

One of the reasons is that the 10,000-Hour Rule requires you to “practice the right way” for those 10,000 hours. Just having years of experience in retail doesn’t mean you’re any good at it or getting better at it—especially if you aren’t practicing it the right way.

It is the continual practice that Gladwell believes is the key. Continual practice, however, is severely lacking for most retail employees.

Just because you trained them back when you hired them does not turn your staff into rock stars.

Experience is only valuable if you are also Learning and Evaluating while Experiencing. 

Famed scientist Niels Bohr had his own take on how to become an Expert … “An expert is a person who has made all the mistakes that can be made in a very narrow field.”

That is awfully hard to do, so as John Luther said … “Learn from the mistakes of others. You can’t live long enough to make them all yourself.”

According to Bohr and Luther, you have to fail and learn from your failures (or at least learn from everyone else’s). 

Here is my own recipe for becoming an Expert:

  1. Learn
  2. Do
  3. Evaluate
  4. Repeat

Follow those steps over and over. Learn, Do, and Evaluate. The third step is the trickiest because it requires brutal honesty to really be able to Learn more. Yet it is also the most vital because because your future Learning requires proper Evaluation.

Sometimes that Evaluation leads you to the conclusion, “I need to Learn from someone else.”

That’s what happened to me in 1996 when I took over the hiring and training for our staff. I started reading all the books I could find on hiring. When those didn’t match my own evaluations, I wrote my own book.

It happened to me again in 2005 and led me to take classes on Advertising and Branding from Wizard Academy where I learned whole new tools for measuring my business, many of which I share in this blog.

It happened to me once more in 2012 when the American Specialty Toy Retailing Association asked me to write a book about the Financials of a typical toy store. I spoke with several accountants until I felt comfortable enough to translate accountant-speak into retail-speak.

It happened to me in 2013 after having already written three hundred blog posts and knowing I still needed to learn more, so I hired a writing coach to help me understand and write more clearly for my audience.

When do you become an Expert? I think the real answer is … When you’re smarter than most of the other people in your field.

How do you get smarter than most of the other people in your field? When you Learn, Do, Evaluate, and Repeat.

-Phil Wrzesinski
www.PhilsForum.com

PS The idea for today’s post came late last night. I was thinking how much I would rather write about “winners” this year than write about the mistakes others have made. Those posts are more fun. Those quotes, however, reminded me that learning from our own mistakes and the mistakes of others is our best path to becoming better ourselves. Hopefully I’ll still have plenty of winners to highlight this year. Please send me stories of the retailers and small businesses doing it right in your area. We can learn from them, too. Please forgive me if there are a lot of posts about businesses doing it wrong. My hope is to save you from being one of them.

PPS If you feel stuck in your Marketing & Advertising, Hiring & Training, Customer Service, or Inventory Management, let me know. If I can’t be the resource you need to get to the next level of Learning, I often know the right direction to point you to find that resource.

Looking Back at the “Top” Ten Blog Posts From 2018

Somewhere around the first of the year a lot of writers like to publish their “Top Ten” list of most viewed posts from the previous year. Wouldn’t it be smarter to post the least-viewed posts, the ones most people missed? Give people a second-chance to read your wisdom. As it is, just because a post is the most-viewed doesn’t make it the best.

This year I’m going to give you a variety pack of posts from 2018 and why you should read them (again).

The post you didn’t miss: Yes, I have Heard About Toys R Us. This was the post with the most views last year. I made a prediction in the PS of that post that has turned out to be right. Go read the post to see what I predicted.

The post you missed: Few Things Go as Planned. This was the post with the fewest views. I wrote this at the beginning of the year to remind you to plan, but to also understand that things don’t always work out the way you plan them and that you have to be able to adjust on the fly. Ask yourself, “Did 2018 happen the way you planned?” I’m betting right now your answer is No. Go read this post.

The milestone you didn’t know about: Christmas Quick Tip #3 – Sign ‘Em Up Before Checkout. This was post #1000. To some people, those numbers are kinda cool. I didn’t make a big deal about it then because it was the busy holiday season and those posts were designed to be short and sweet. by the way, this isn’t just a Christmas time tip. It is a smart business practice.

My favorite post of 2018: Five Proven Recipes. In this post I give you Paul Harvey’s recipe for a backyard mosquito spray, an all-natural weed-killer that works (if you spray regularly), and simple, tech-free recipes for raising the bar on your Hiring, Advertising, and Customer Service. Sometimes the simple ways are the best.

The post that got the most social media interest: So You Got a Bad Review? This post had the most comments on social media and was the first post of mine that was “shared” on LinkedIn (a new feature they’ve added). Best of all, it had no negative reviews, lol. If you’ve had a negative review, you might want to read this.

The best question you will ask your staff all year: How to Learn From the Best. This was actually the second least viewed post, yet the most telling about where you stand in your local retail marketplace and what you need to work on the most. Ask your staff this question and listen to their replies.

The post I wished you had commented on: This “Free” is Really Free. The site stats counter tells me I get hundreds of downloads of the different Free Resources each year. I’d love to know how you’re using them and what success you might be seeing because of them. Go ahead and leave some comments there (or here).

That’s your lucky seven posts you should have read (and hopefully did). I’m going to leave three more links in the PS below for the adventurous souls among you to round out the “Top Ten”.

Happy New Year!

-Phil Wrzesinski
www.PhilsForum.com

PS I triple dog dare you …

How to Use Humor in Your Advertising the Right Way

Quit Making it So Hard for People to Buy From You

“Customer Service” is Dead

Invest in Your Education

Yesterday I gave you seven things you could do with your money when you have a windfall because of a better-than-expected season. Here is one more thing to do with that extra cash …

Invest in Your Education.

Invest in making yourself and your team smarter and better. Invest in training to equip your team with better tools for selling. Invest in classes that teach you more about advertising and marketing. Invest in programs that help you better manage your money.

“Always invest in this thing (your brain).” Darius Foroux

If I were to put “Invest in Your Education” in the priority list from yesterday it would solidly be #3 right behind Cash Reserves and Pay Down Your Debt.

My real recommendation, though, is that this should be a fixed part of your yearly budget. You and your staff are simultaneously your largest asset and your biggest expense. Whether you look at this as the former or the latter will make the difference whether you are truly a customer-first business winning the race to the top or not.

If I were to prioritize where to spend the time and money on training, the list would look like this …

  1. Selling/Customer Service: You’ll reap the benefits of this right away because your staff starts converting more of your current traffic into sales.
  2. Hiring/Training: You’ll see quickly who is cut out to be a retail sales clerk and isn’t when you up their game. Next it is time to up your game and find better people.
  3. Marketing & Advertising: I’ve heard many business owners lament, “If only I had more traffic …” First learn how to better take care of the traffic you have. Then, when you spend your money to learn how to get more traffic, you’ll reap twice the rewards.
  4. Managing Your Money: Good sales and a growing market cover a lot of sins. Those sins get exposed at the first downturn. Make sure you are measuring and managing the right numbers to protect yourself for the long run.

In a few days the dust will settle on 2018. As you set your priorities for 2019, keep this list in mind. I’m sure you can probably think of a few retailers (cough, Sears) that didn’t (cough, Toys R Us) invest in (cough, Kmart) becoming better at (cough, Bon Ton) what they do.

-Phil Wrzesinski
www.PhilsForum.com

PS I will be rolling out some new training programs based on the list above. Last fall, if you recall, I launched The Ultimate Selling Workshop designed for working directly with you and your team. Next month I will have newly revised programs, some designed specifically for working with business owners, some to work with managers and assistant managers, and some to work with your whole team. The priorities you set for 2019 will dictate much of the success you reap this time next year.

Christmas Quick Tip #18 – Cut Them Some Slack

We’re almost to the end of your very busy season. These posts have been short and sweet to keep you moving. Hope you have found them helpful.

Here is tip #18 …

CUT THEM SOME SLACK

I’m talking about your customers. You’re going to get some really rude customers over the next few days.

Some of them are rude people in general. You can ignore them and just be grateful you aren’t living their life. It must be miserable as hell.

Some of them are generally nice people feeling the stress and pressure of the season. You never know what is going on inside someone’s head and heart. They may be worried about the budget and bills they need to pay. They may be mourning a loved one who isn’t with them through the holidays for the first time. They may have problems at work or problems at home. They may be running late or just received bad news. They may have had an Alexander-and-the-Terrible-Horrible-No-Good-Very-Bad-Day kind of day.  More often than not, you’re just the straw on that camel’s back. Heck, it might not even be about you at all.

Cut them some slack.

In fact, the best thing you can do is kill ’em with kindness. Go over-the-top out-of-your way to be friendly, nice, and helpful to them.

To the first group who is always miserable, that’s the best way to annoy them, anyway.

To the second group, you just might turn someone’s day around for the better.

That’s called The Christmas Spirit! Spread it far and wide!

-Phil Wrzesinski
www.PhilsForum.com

PS Have a pep rally with your staff and make the next three days all about killing them with kindness. Be the Joy you want people to have this holiday season.

PPS The rudeness tends to go away on the 24th. I’ve always said Christmas Eve was my favorite day to work retail. On the 23rd it was “my” fault for ruining their Christmas because I didn’t have the one toy little Johnny wanted that he put on his wish list in October. On the 24th they were just happy we were open, that we had lots of toys still in stock, and we gift-wrapped everything for free.

Christmas Quick Tip #17 – Give Your Staff a Break

In an effort to keep you moving this busy season, these blog posts will be quick and simple.

Here is tip #17 …

GIVE YOUR STAFF A BREAK

I know the tendency this time of year is to shorten lunch breaks and maximize your staff to handle the extra crush of customers these last few days as they do their last-minute shopping.

Guess who else has to do some last-minute shopping?

Your staff does. If you can give them an extra 15-20 minutes for their lunch breaks or send them home a few minutes early if it has slowed down, you’ll do wonders for their energy and their morale.

You can also plan to have some meals for them. Bring in sandwiches from a local deli. Get pizza from the pizzeria down the block. Those little things that they don’t have to do help them get their errands and last-minute shopping done.

Give them a break and they’ll thank you with more energy for your customers.

-Phil Wrzesinski
www.PhilsForum.com

PS Add in a little praise and recognition and they’ll rock these last few days for you.

Christmas Quick Tip #14 – Get Away

In the interest of time during this busy holiday season, these blog posts will be short and sweet so that you can get back to business more quickly.

Here is tip #14 …

GET AWAY

No, I’m not suggesting you take a holiday this time of year (wouldn’t that be nice?). But I am reminding you that you need to leave the store for an hour or two each day. You need to go home and rest or go to a restaurant and have someone serve you.

This time of year we get in early, stay late, and always seem to be running errands whenever we leave the store. I know. I was part of that grind for twenty four years.

Unfortunately that is a recipe for disaster. If you work yourself too hard you will …

  • Learn to hate the holidays
  • Wear yourself out (often too soon)
  • Get so tired that you accidentally snap at a customer or staff
  • Ruin your health so that you miss out enjoying Christmas Day or New Year’s Day
  • Become so cranky your kids won’t like you

When I was young, my sister and I talked about how our “Christmas” dad was so far different than our friends’ “Christmas” dads. Don’t be that guy (or gal).

Every day take at least an hour break just for you.

No errands. No hiding in your office where they can find you. Get out of the store and try to relax.

Your store won’t implode if you’re gone for an hour (or if it will, then we need to talk about a little reorganization and maybe some staff training?). But you might implode if you don’t take those breaks.

The next ten days will be your busiest stretch of the year. Make sure you take care of yourself while you’re taking care of your customers. It makes the holidays so much more enjoyable.

-Phil Wrzesinski
www.PhilsForum.com

PS Since I was working from 7am until 9pm I usually took a couple hours mid-afternoon. Often I would go home and nap. If that wasn’t possible, I would go to a restaurant and read the newspaper. That’s what got me through over two decades of holiday retail sales with my sanity (somewhat) intact.

PPS Put the calmest person on your team in charge. They keep everyone else calm, which keeps the fires to a minimum before you return.