Advice for being A Good Store Manager...

1. Are you a great store manager?

2.  Do you challenge employees to set new
performance goals?
 Do you coach employees to overcome performance
issues?
 Do you encourage employees to contribute new
ideas?
 Do you take a personal interest in your employees?
 Do you delegate well?

3.  Do you communicate your priorities and directions
clearly?
 Do you resolve conflicts in a productive way?
 Do you behave in a professional manner at work?
 Do you inspire your employees?
 Do you listen well?

4. What Do Store Managers Do?
• Store managers are the people in charge of
entire stores and the employees that work
within. Store managers are in charge of the
general operations of a store, making sure it
runs smoothly, cleanly and meets any budget
or sales goals.
• A store manager might plan and promote the
daily schedule of employees and the business,
interview, hire, coordinate and discipline
employees, make sure the store is stocked,
clean and in proper working order, create and
maintain budgets, and coordinate with and
report to senior management in the company.

5. What are the Job Skills and Requirements by
Employer?
Leadership Skills
Time Management:
Math and Budgeting:
Analytical Skills:
Decision-Making Skills:
Speaking and Writing:
Customer Service Skills:

6. HOW TO BE A GOOD STORE MANAGER?

7. 1. Realize that management succeeds via the
efforts of the workers. Because you're in charge
doesn't mean you deserve all the credit for the
work being done. Your staff is responsible for the
bulk of the work. You are leading them as they get
it done to be sure all regulations are complied
with, etc.

8. 2. Delegate responsibility and then trust your
people. Micro-managers are never appreciated and
shows disrespect toward the team member. Once
you've trained someone to handle a task, allow
him or her to handle it without interference.
Different people have different approaches, and
someone else's way of doing something may be
just as efficient as the way you would do it. Before
you step in and force your way on anyone, give an
honest evaluation to the method, and if you find it
works just as well, even if it's different from yours,
let it be. Constantly correcting your people
undercuts their confidence and does not allow
them to exercise their own style.

9. 3. Know your employees to know your
strength. Watch your staff; get to know them as
individuals. Understand their motives: Whatever
that is, do your best to understand. That allows
you to enhance, adjust, and align their motives
with your goals. The cream always rises to the top,
and it's your job to figure out which employees do
what is required in their jobs, and employees
do all they can in their jobs. There is a
huge distinction.

10. 4. Most bad bosses are under the (mistaken)
impression there is something threatening about
this, because the bad boss thinks that she or he is
the only one who can perform a given
function. The truth is, the best boss trusts that
his or her staff can be utterly relied upon.

11. 5. Empower your staff to Make Decisions, and
don't second-guess them. If you've done a good job
of training your people to be your proxies, then
you must believe they are doing their best to act in
your (and your company's) best interest. Even if
they make a wrong decision, or handle a situation
in a way you would not have, don't second guess
or berate them. Instead, use it as yet another
training opportunity. Hear out their reasons for
their action - most of the time, when taken in
context, there was a logical basis for what they
decided to do.

12. 6. Help them learn to work out issues without your
intervention. Sometimes one or more of your staff may
experience friction with others. If they come tattling on
one another to you, Listen to them carefully. If
someone is not fulfilling his own responsibilities or is
mistreating another employee, you'll need to step in
and Resolve a Conflict at Work. But if you're satisfied
it's only an issue of competition or a simple
personality clash, urge them to settle it between
themselves.
Talk to the other person, and upon verifying that it's a
personality issue, simply let them both know that they
aren't required to be friends, only to get along and get
their work finished.
Tell them both you believe in their abilities to work
and get along. Then leave them alone, but watch
carefully. Don't interfere unless they bicker in front of
customers. Put a stop to anything like that instantly.

13. 7. Deal with any problems quickly and directly. Any boss
who is busy totally understands this concept: "I don't need
all the details. Bottom line it for me." You don't have to be
so blunt that you crush people, and Be Honest Without
Being Harsh is a big time saver, and frankly, appreciated
in the end. When you see a problem, deal with it quickly
and don't nag your people about it later - let done be done.
Try to elicit the agreement that whatever just happened
was not acceptable. Remember that your goal is to promote
productive behavior and retain the respect of your
employee, NOT to antagonize your people, particularly in
front of others. Here's an example:
Boss: "Evan. I need you in the office for a moment." (Say
this in a neutral or pleasant tone. Don't come out in front
of customers or peers with your guns blazing, bellowing,
"Evan, get in the office NOW." This is between you and
Evan.) Privately, once all prying eyes are away:

14. 7. Boss: "Evan, the cell phone call. Is everything okay
with your family?"
Evan: "Yes, it was just my dad wanting some help later..."
Boss: "Okay, I see. We're all human, but when you're out
in the front office, you cannot take personal calls."
Evan: "I know. I'm sorry. It's just my dad doesn't have
many opportunities to talk to me..." (the actual problem or
subject of the call is irrelevant)
Boss: "I understand; nevertheless - when you find you
can't end a personal call immediately, I'd like you to leave
the front reception. When customers see you taking an
obviously personal call instead of helping them, it looks
bad for you and the business Our customer is always to
have priority unless you have an emergency.
Evan: "Yeah... that was my mistake."
Boss: "Alright. Glad you understand that. Ideally, I'd like
you to let your phone go to voice mail when you're at work,
but at least leave the front office if you can't end the call
immediately,

15. 7. And that's it. Don't belabour it, don't nag him
about it, just let him get on with his job. It isn't
necessary to cushion these discussions with
compliments or flattery. Your employee should (A)
know better than to take lengthy personal calls on
the job and (B) be a grownup about discipline.
You, as a Good Boss, should (A) stay cool - it's a
training opportunity, and (B) be kind and calm,
but firm and clear in expressing your correction of
the behavior and your expectation for the future.
Excessive compliments and a constant attempt to
"relate" to your staff's personal issues are a waste
of time, as are berating and belaboring lectures.
Get to the point quickly - but without becoming
strident or making a mountain out of a molehill.

16. 8. Tell your staff how much you appreciate them - in
front of customers if possible. Never hesitate to pat
your employees on the back, Compliment staff, and
thank them for their excellent service - if customers
are there, letting them know how you value your
people can go a long way toward the customers
actually having more faith in the services your
business provides. When your staff feel valued and
appreciated, their job means more to them than
simply a paycheck. When your customers know that
you, as the manager think highly of your staff, they
feel confident that they're in good hands, and it gives
you more freedom to leave your customers in the very
capable hands of your staff. See how this becomes a
"win-win-win"? By lifting up your employee while your
customer was watching, All you got something good
from it - with zero downside.

17. 9. Show your appreciation by doing things for
them. They go the extra mile for you. You do
something nice for them.

18. 10. Learn to be an effective listener. Your
employees deserve to be heard when they have
concerns. Allow them to finish talking before you
speak; do not assume that you know what they
are going to tell you before they finish talking; do
not form objections in your mind while they are
talking. Instead, try to be fully engaged while they
are talking without making it about your rebuttal.
Acknowledge their points, which do not mean that
you agree, but does mean that you understand
their concerns. Repeat their points in your own
words to confirm, if necessary. You may not need
to take any action, but hearing them out is
important to their sense of empowerment and
significance. Often, simply saying, "I appreciate
your telling me this" is all that's needed to make
them feel they were heard.

19. 11. Always say thanks to them for what they do at
work.