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Shoe Superstore annual sales conference

Presentation re: Managers v. Leaders
by

Olivia Ciciulla

on 18 July 2013

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Transcript of Shoe Superstore annual sales conference

Management vs. Leadership
Managers Conference
By Pauline Ciciulla-Russell
Our Mission is to be the number one multi-channel footwear retailer by achieving total customer satisfaction through expert advice, professional service and leading brands.
Mission Statement
Just remember...
Leaders aren't born,
they are made!

Principles of Leadership
"Be the change you want to see in this world"
- Mahatma Gandhi
So...
MANAGERS MAINTAIN
THE HOW
Create change and by definition, must have followers

Align their people with their mission/purpose

Set the direction for their team

Motivate and inspire

Leadership can be shared amongst the team
LEADER
MANAGER
Create orderly results

Plan and budget in their business

Control processes and problem solve

Organise staffing to meet the needs of the business

At the end of the day one person is accountable
The "Manager vs. Leader" Argument
We want people to think outside the box, innovate and be a leader with a sense of responsibility, ownership, accountability and entrepreneurial spirit.
D
Training
C
Selection
B
Environment
A
Motivation
Does the employee have the correct desire (attitude)
to do the job
Does the employee have
adequate job knowledge?
1 low
1 low
10 high
10 high
Performance Analysis Quadrant
2 aspects of the same role
LEADERS DRIVE CHANGE
=
THE WHY NOT
We welcome pioneers.
In fact, we insist on them.
We want to be a YES Organisation
We set ourselves goals we know we can’t reach yet, because we know that by stretching to meet them we can get further than we expected.
We see being great at something as a starting
point, not an endpoint.
Lets be lead by example...
•As a leader, you must know your job and have a solid understanding of SSS policies, procedures and your team’s tasks
•Seek responsibility and take responsibility for your actions:
•Know your team and look out for their well-being
•Communication: Make sure you know how to communicate correctly
•Train and Coach as a team
•Use good problem solving, decision-making, and planning tools
•Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see
•Use your support network at SSS and the strengths of your team with this you will be able to use the fullest capabilities
Leadership
Top Tips when leading your team
The leader, and how they choose to behave drives all outcomes
Identify who you’re leading and assign tasks to their role
Are they knowledgeable of the task?
Are the willing and excited to do the work?
Rate them on the Maturity scale by using the assessment form (M1-4)
Decide on the leadership/management style required per task
Discuss the situation with the employee
Create a joint plan
Follow up
Customer Experience
Team Development
Profitability
Positive
Constructive
Feedback
Feedback
•This type of feedback can be daunting for a manager, as managers can think that the team member will:
–Reject the feedback
–Suffer
–Deteriorate further in their results
Feedback Outcomes
• This is the feedback that is used for both behavioural issues, as well as disciplinary policy issues
= Constructive discussion
The goal of giving constructive feedback is to:
Change and improve unsatisfactory behaviour so that the team member learns new ways to behave
REMEMBER
Motivation + Discipline =
Engaged Team Member
Feedback Outcomes
•Positive feedback is rewarding or recognising a team member for a positive interaction or contribution
•When providing positive feedback relate the feedback to the interaction or contribution
• Ensure you provide the positive feedback directly after the interaction or contribution
= Positive Discussion
The goal of giving positive feedback is to: Reinforce great behaviour
Tips in Providing Constructive Feedback
Don’t wait to make money, be proactive planning a monthly calendar with :
Promotions
Activity
Love Book
Monthly Calender
Daily Sales Figures
Monthly Calender
Rosters
Trackers
Customer Experience Report
Key Performance Indicators
Average $ Sale
Hourly Productivity
Customer Count
Outstanding Orders Report
Negative Stock on Hand Report
Monthly Narrative
Profitability Tools
Monthly Narrative
Process for Rosters
Tips on Rostering
Rosters are to be written 2 weeks prior to the week beginning
Rosters are to be approved if deviating from the standard hours allocated to your store
Rosters are to be emailed to all team members and posted in the back room
Posted rosters are to be initialled by each team member and forwarded to Cherie by fax
Email roster to Cherie

NOTE: if you are utilising a team member from another store note the store on the roster as the team member will get paid from the emailed home store and the initialled copy will be proof of attendance
You have 2 rosters a Standard roster and Promotional roster (major promotions)
Your roster needs to meet the “Needs of the business”
Analyse what are your peak periods and roster your best team members on at that time
Rosters are to be written 2 weeks prior to the week beginning so team members have a life and are felt valued
Rosters will identify your recruitment needs
Rosters
There is only 2 ways to Make Money...

More $ Per Person

More People
Making Sales
Customer Experience
Selling skill base of Team member
Building a rapport skills
Complimentary products
Product knowledge
Engagement of team members
Coaching Needs
Training Needs
Individual Customer Experience
Amount of customers thru our door
Rostering Requirements
Customer Experience
Key Performance Indicator's
-The Cookbook of your kitchen
–Your Food Review
Why a Monthly Narrative?
–Analyse the situation
–Take corrective action
–Move on to the next challenge
–Team
–Management
–Customers
Team Development
Tools

In place Now
Introducing & Implementing
Still Planning
•Seven Steps of Selling
•Fit Expert Training & Assessment
•Customer Service Report
•Brand Reps
•Manager as Coach
•Feedback
•Reward & Recognition
•Probationary & Annual Review Process
•Strong Communication Skills
•Monthly Team Meetings
•Induction Process
•Handbook
•Records of Discussion
The FACEUP Method
Focus on the problem when speaking to your team member
Agree with your team member on what the problem is be specific;
• That you have observed the problem
• Provide Evidence
• Agree on the issue
Convey Consequences
• Put meaning around it
• Specify the outcome
Explore solutions
Unite in the solution
Plan next steps
F -
A -
C -
E -
U -
P -
Both forms of feedback are as important as the other as they ensure a team member is engaged
There are 2 forms of feedback: Positive and Constructive
Behaviours that require feedback
•Team member arrives late to store with or without notification
•Team member continuously blames their personal issues for coming to work unmotivated
• Team member is wearing inappropriate clothing to work
• Team member complains that they are not receiving enough hours on the roster and their performance does not warrant more hours
•Team member consistently changes shifts
•Team member has inconsistent store performance
•Team member is not living the values of the business
•Team member is being disrespectful of their 2IC and speaking poorly of them amongst the team
Review Process
We will be introducing a 3 month review process reviewing the team members:
• Financial Performance
•Behaviour Performance
• Developmental Plan
The success of the company depends on how well employees perform in their positions. It is vitally important for all persons authorised to evaluate the performance of others to be able to effectively manage the review process.
Through the induction and quarterly review process the team member will become:
• More effective
• Contribute significantly to the development of the team member
Be Consistent – if you are a manager that provides honest on the spot feedback at every opportunity then a review is an evaluation of the outcomes of behaviors
Remember you are reviewing your customer so when reviewing, review yourself to ensure fair and just evaluations. Have you as manager set the team member up for success.
Induction Process

Month to Date Figures
Job Description
Any notes regarding discussions had during the month
Customer Service Experience Report

All information at hand with you
Prepare & Evaluate issues
Open mind for discussion of matters brought forward
Quite and non- confronting environment where to complete
Book the time for the review and communicate to TM
Complete consistently providing honest and fair communication
Remember ask fair and just
Tips and Tools for Reviews
Tips:
Tools:
A clear process of selling which provides not an interaction but an EXPERIENCE
Direction for management to coach and mentor their team
Clear measurement for providing accountability
Empowers you as Manager to Build a Team not a team of people

Seven Steps of Selling Training
Fit Expert Training
Customer Service Experience Report
Trackers Daily Sales
Key Performance Indicators
Customer Service Tools
Seven Steps of
Selling

It increases Higher Profit margins
Increased productivity – when our team members are skilled they are more productive
Higher Quality of work – better reputation and less returns
Faster Problem solving ability- ensures customer options and fitting expertise
Staff Retention – training is one of the top reasons team members choose to stay with us

Retain more current customers
Attract new customers
Know what actually happens when customers visit you
Improve customer service levels and sales skills
Monitor employee compliance with training programs, processes
Measure effectiveness of training initiatives
Reward your people for exceptional performance
Increase sales by measuring and increasing add-on sales
Identify best practices and apply company wide
Know specifically who needs additional coaching and education for improvement
Customer Service Experience Reports
A good leader develops “the competence and commitment of their people so they’re self-motivated rather than dependent on others for direction and guidance.”
•Seeking self-improvement means continually strengthening your attributes
•Know yourself and seek self-improvement - In order to know yourself, you have to understand your: be, know, and do, attributes
•Know your team and look out for their well-being, Know human nature and the importance of sincerely caring for your workers
• Keep your workers informed - Know how to communicate with your team, your management and of course your customers
• Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities
The "Manager vs. Leader" Argument
2 aspects of the same role

No Talking
8 minutes to complete
Must be over 50cm
Prize 100 points

To qualify to win you must have the highest cake that remains standing at the end of the 8 minutes

Good Luck.
Your time starts now!
Build your very own "Masterchef
Delight" Challenge
The Rules
There are many parts to an Orange...
In teams, I would like you to have a look at the orange you have in front of up with you and come
There are many parts that make up the humble orange such as: the peel, seed, fruit etc.
Using your understanding of our SSS stores how can you maximise the potential of an SSS store from this humble orange?
Leaders YOU admire
Successful and Engaged Store Manager
Store Manager
Job Description
Why we measure
A simple “Fill in the
gaps for a chocolate task!”

→ In groups of two, Complete the missing sections to the worksheet provided by Sous-Chef Pauline in 3 minutes.
→ To choose a team buzzer, select your most inspiring leader and use their name
Compete against other small teams by buzzing in with the correct answer
Did I mention you're playing for chocolate?
Good Luck.
Your time starts now!
The Task:
Thank you for listening.
Divide into small groups of 3.
I would like you to share a story about the best or most influential leader that they have encountered and has had an impact on you personally
“What was it that made this person such an effective leader, identify the characteristics of that person and share them in your group.
One person in the group take notes on what were the characteristics of each person’s influential leader
The Team Leader report back to the group what were the common characteristics of each team member’s leader effective
Shoe Superstore invest heavily in training for the following reasons and benefits:
Fit Expert training ensures that the customer experience and product solution is based on professional expertise and advice
Fitness Expert Training
Full transcript