THERE IS A HELL! - - - IT IS CALLED RETAIL THERE IS A HELL AND IT IS CALLED RETAIL! | Page 24

24

I can try to come up with reasons for these behaviours. Most retail managers learn their
trade on the job without formal leadership training. Most retail managers are not
appropriately compensated for the time they put in and stress they endure.
Okay, let's stop making excuses. A manager must have credibility to do a competent job.
Credibility extends beyond product information or the ability to build an end cap in 10
minutes or less. It is hinged upon how a manager is judged (yes, judged) as a person and
leader by the people he or she is charged with leading.
The goal here is to shed some light on behaviours and traits that will destroy credibility.
Lies
Lying reduces morale, looses credibility, and creates a toxic system of communication. A
manager that lies frequently will end up with a staff of liars. I've noticed that managers use
lying to motivate through fear or put off their responsibilities.
One poor technique I've encountered in several retail environments is the "visit" lie. In order
to motivate employees, managers will tell them that an executive visit is eminent. If
everything on the work list is not done, trouble will result! This is a trick used to create a
management style of fear.
[