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Navigating Two Worlds: Regional Loss Prevention Manager

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Navigating Two Worlds: Regional Loss Prevention Manager

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Navigating Two Worlds: Regional Loss Prevention Manager

  1. 1. 6/28/2017 1 Navigating Two Worlds: Regional Loss Prevention Manager TJ Flynn, Market Investigations Sr. Manager, JC Penney and Joe Oliveira, CFI, Division Loss Prevention Manager, HVHC Inc. Navigating Two Worlds Regional Loss Prevention Managers
  2. 2. 6/28/2017 2 Takeaways • Cultivate Relationships: – Internally and Externally • Speak two languages: – Corporate Speak and Store Speak. • Cultivate Strategies: – High-Risk and Complex Markets. Living Resource • I want this presentation to be a resource for the future. – I’m providing all learnings/links/topics at the end of the presentation so that you can continue your learning. • *Three Things about MOTIVATION: – Autonomy- “desire to be self-directed” – Mastery- “Urge to get better at stuff” – Purpose- “shared motive to make a contribution” *Daniel Pink “Surprising Truth about what Motivates Us”
  3. 3. 6/28/2017 3 Cultivate Internally • Cultivating trusting relationships at work – “Do what you say and say what you mean” • Supporting business partners – “We’re all in this together” Not “Us vs. Them” • Build a Team- “Building Trust” Shared Purpose – Shared Responsibility – Enablement, Empowerment – Involvement, Two-Way Feedback, Disclosure, Transparency See Resources at end of Presentations for more in-depth analysis Trust and Making a Difference When people believe that they are working for trustworthy leaders, they are willing to invest their time and talents in making a difference in an organization. People who feel more connected will invest more of themselves in their work. High trust levels lead to a greater sense of self responsibility, greater interpersonal insight, and more collective action toward achieving common goals.” © 2010 The Ken Blanchard Companies. All rights reserved
  4. 4. 6/28/2017 4 Operates 4 manufacturing / DCs Produces 5M pair of glasses per year
  5. 5. 6/28/2017 5 • A managed vision care company that offers fully integrated eye care services and eye wear services • 20 million members • High level government agencies, contractors and major insurance carriers
  6. 6. 6/28/2017 6 Ranked #150 Forbes “Best Employers” Ranked #14 Best Employers in Texas report HVHC Loss Prevention • 6 year old department • No previous LP department • Started as Visionworks Retail Loss Prevention • Quickly became a “Shared Service” in 2013 for all Divisions, when value was seen in what was done in retail • Became involved in margin improvement and privacy / compliance • Responsibility for Reception Desk at HO and remote offices • Responsibility HO parking, maintenance, and access control • Responsibility for guard services at HO and manufacturing / DCs
  7. 7. 6/28/2017 7 Overlooked • Knowing “What is their Why and Who is their Who” • Being “Bilingual” • Building Coalition of Supporters • Most companies know What they do. Few have a clear idea on How they do it. Only a handful know Why (Simon Sinek) • People don’t buy into What we do or How we do, but Why • Why, keeps us grounded and focused • In a world of too many priorities, is often easy to forget our Why • Too many programs, or the “flavor of the day program” • It spreads limited resources an inch deep and a mile wide • If everyone is your customer, No One Is “He who has a Why, can endure Any How” (Frederick Nietzsche) Your Why and Your Who
  8. 8. 6/28/2017 8 Misunderstanding Relationships • Try to develop personal relationships with too many stores, thus missing their target audience To Succeed • Know your Why and Who • Concentrate on High Risk stores, and developing relationships with DMs and RVPs • Know that 1 audit impacts 1 store, but traveling with a DM / RVP will affect a District / Region Not Bilingual: Corporate v. Store • Repeating “Corporate Speak” to stores, and improperly communicating message from store to executives To Succeed • Realize there is time for informality and time for professional language • Efforts in high risk stores are spent one on one with people on the sales floor, who interact with customers • Details of visits should be rolled-up and summarized to provide trends to RVPs and Corporate Office
  9. 9. 6/28/2017 9 Snapshot of Findings • All stores visited were in compliance with the company privacy practices • All stores visited are following the proper shipping / receiving procedures • 2 of the 3 stores make daily deposits • 2 of the 3 stores visited are not following our SERVE process Audit Header Not Bilingual: Corporate v. Store Not Building a Coalition of Supporters
  10. 10. 6/28/2017 10 Coalition of Supporters Coalition of Supporters • Supported our Core Value of “People Matter” • Supported Core Value of “A customer Focused” business • Paved the way to a more robust physical security program
  11. 11. 6/28/2017 11 Final Thoughts • Knowing your why and who, will keep you laser focus on your mission • Being “bilingual” will help you to effectively communicate with stores and corporate • Building a coalition of supporters can lead to stronger alliances Cultivate Externally • External Partnerships: – You and your people need to be connect outside of your company • Bench Marking is vital • Force multiplier- Both benefit from partnership – “We’re all in this together” Not “Us vs. Them”
  12. 12. 6/28/2017 12 Corporate Speak v. Store Speak. • Another Thought… • Speaking at 30,000 ft+ but improve at 10,000 ft- • Learnings – Listen… Support… Understand – Empowerment – Influence without Authority • Using Plain English • My CEO Marvin Ellison is great at that – Uses common understanding to drive home a message High-Risk Market: Cultivate Trust • Establishing Expectations (Transparency) – How your team leads in a high-risk market. – High-Risk to mean lots of volume and complexity • Supporting the team (Your People and Others) – Recognition; – What Can I do; What do you need from me • Build Trust – Say it, Do it, Follow Up
  13. 13. 6/28/2017 13 Trust and Making a Difference When people believe that they are working for trustworthy leaders, they are willing to invest their time and talents in making a difference in an organization. People who feel more connected will invest more of themselves in their work. High trust levels lead to a greater sense of self responsibility, greater interpersonal insight, and more collective action toward achieving common goals.” © 2010 The Ken Blanchard Companies. All rights reserved Recap • Cultivate Relationships: – Build Trust • Speak two languages: – Learn to be Bi-Lingual • Cultivate Strategies: – Share Purpose toward common goal
  14. 14. 6/28/2017 14 Links and Resources • Daniel Pink – What Motivates Us: https://www.youtube.com/watch?v=u6XAPnuFjJc – DRiVE: ISBN-10: 1594484805; ISBN-13: 978-1594484803 • Building Trust – http://www.kenblanchard.com/img/pub/blanchard-building-trust.pdf • Forbes- Lasting Relationships & Managing Up and Down & Composure – http://www.forbes.com/sites/thesba/2013/04/25/tips-for-building-long-term-client- relationships/#797ed1bb5567 – http://www.forbes.com/sites/forbescoachescouncil/2016/05/10/essential-strategies-for- managing-up-and-managing-down/#5fb332545ade – https://www.forbes.com/sites/glennllopis/2014/01/20/7-ways-leaders-maintain-their- composure-in-difficult-times/#7884bb1e2157 Links and Resources • HBR- “We all need Friends at Work” & “Networking” – https://hbr.org/2013/07/we-all-need-friends-at-work – https://hbr.org/2007/01/how-leaders-create-and-use- networks • John C. Maxwell: – 360 Degrees Leader – ISBN: 978-1400203598

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