Whew!! I say again, WHEW! I am glad this day is over!
and yes, I am SO very tired! It's been a heck of a week in my BigBox store, and I feel as if I've been run ragged.
If you've ever worked retail, you know that the chain of command extends up and beyond the store's manager. There are some kind of market, district, regional uppers -- every store is unique in what they call those managers, but we all have them. You also know that if any of the upper echelon says they're coming to visit, to walk your store, what happens? Everyone gets crazy, trying to do it all to look their best, to clean up messes, to make sure things are in order according to policy.
Well. I've watched these shenanigans for 12 years now, and sure, we all like to look awesome when the bosses come to visit, but -- and its a HUGE but - BUT if we're doing our jobs according to policy, there's no need to scramble like this to get ready for a visit. A store should be upper echelon ready every day --- but not for said upper echelon, but for your most important persons entering the store: YOUR CUSTOMERS.
It really makes me mad at times that those of us in retail take shortcuts, or are told to take shortcuts, because of some payroll need, or some other department gets behind and our help is needed. These things happen all the time in retail, but shortcuts are NEVER the answer. In the end, they bite you in the ass. Taking shortcuts doesn't make it a better shopping experience for the customer -- and that's who we should be trying to please!
If retail is doing things properly FOR THE CUSTOMER, there is no reason to have everyone jumping through hoops to please upper echelon, it would already be done!
Yes. This is a rant. It is against my BigBox store. We (that's a collective 'we' ) should be ashamed that it took a visit from the upper echelon squad to get the store customer ready. Shame. Shame. Shame.
For three years now, I've watched this store struggling. And I've yet to observe and find a place to say "fix this" and things will get better. The only true thing that comes to mind has been [past management. We have a new store manager, and he's beginning to put his stamp on the store, but will it be soon enough to fix our issues before we lose more esteem in the eyes of our customers??
I googled and found DRIFT: Do It Right the First Time -- that's my motto! But not everyone subscribes to that. If it costs $1 to prevent a problem, $10 to find it, and $100 or more to fix it, then we are better off spending our time preventing problems.
My friend Helen says: "I'm too lazy to do something twice!"
And I'm with her!
DO IT RIGHT THE FIRST TIME



