‍Staffing

Remember when we were getting worked up about the progression of wages to the $15/ hour mark? We blew right past that, in the post-pandemic reboot. We are paying more, and feel like we’re getting less productivity than ever from employees. This hangover from “COVID-tendance,” feels like a new normal for employees that arbitrarily take spontaneous days off or have become “chronically tardy” with little or no advance notice. It feels like more and more employees are showing up to work and doing as they please, cellphones in hand while they’re being paid. Seriously?! Staffing up is rife with challenges, too. Full voicemailboxes, ghosting us on scheduled interviews, ghosting us on the first day on the job. Disappearing in the first couple weeks. More “quiet quitting” than ever, if you allow it. Quitting and leaving is OK, quitting and staying is not, but many organizations have given up and just accepted alarming increases in payroll cost percentages, and just as alarming decreases in productivity.

You have to be on the absolute top of your game in all aspects of Recruiting, Interviewing, Hiring, Training, Motivation, Accountability, Coaching, and Retention today… or suffer the consequences. These things were never “easy,” and it’s more difficult today. My primary work in retail management, then as a business consultant with The Friedman Group for over 36 years has been to assist in crafting the “honey-do list” and writing solid implementation agendas that drive increases in behaviors, performance, and infrastructural improvement for all of the above, through our people. Change doesn’t happen any other way.

Leadership/ Management

As we see more privately held original founders wanting to handoff, step away, or cash out, it’s also been more difficult finding (and developing) new leaders than ever. Many potential management hires are opting out because they don’t want to work weekends or on-site, so that’s been an enormous hit. The generational differences between Boomers, X’s, Millennials, and early and later Gen Z’s are also playing a big part. We’re all hard-wired so differently. Several of the core methodologies I teach in Management/ Leadership courses these days are about how to structure, practice, and navigate “having the conversation” with a staff member that addresses and solves policy, behavioral, or performance issues fairly and objectively. It can’t be done via text, email, post-it note, sarcasm, hints, hope, or prayer. Communication issues are at the root of 90% of what ails us, and whether you’re young or old, if you’re not a lifetime student of conscious or mindful communication, the messages aren’t getting through.

Consider also that in the new Great Dumbing Down of Front Facing Service era, consumer’s expectations are higher than ever. You’ve got to have good, solid leadership, good people, and a decent org chart as a minimum requirement for creating a great Customer Service Experience. If you don’t address and resolve your staffing and management issues, you can’t, and won’t be capable of creating a great experience for your customers. If you have those things, read on because I’ll tell you exactly how in this two-part series.

Engaging with your Customers

First off, you’ve got to have Salespeople that have a desire to move toward the customer, not to ignore or try to avoid interacting with them. Hanging out at the cash wrap, or on cellphones with head down, disappearing off the floor, talking enthusiastically to each other with nothing directed towards me, a hollered and insincere “Welcome in!” or “Holler if you need help!” with nothing after that, is cringey and minimum effort. Terrible customer service, rampant out there these days, sadly, the new norm in the majority of retail.

Secondly, it’s way easier to connect with a customer if you look like you just happen to be busy doing something nearby, than if you bomb right up to them and present yourself. There is an absolute physical dynamic in getting close to a complete stranger, having a desire to connect, and not invading their personal space. You can’t be too enthusiastically eager, nor should you be a quiet, creepy stalker. It’s about getting customers to willingly let you in. And that takes awareness and technique, not muscle.

I love to see busy and productive salespeople, who happen to give a nod, or soft, “Hello,” before following with an attempt to engage. You wouldn’t even have to pretend to “be busy.” You could really be busy doing things on your retail floor, staying aware, getting something in your hand, and casually moving toward your customer.

Thirdly, please present yourself verbally as an authentic human being, not as a stereotypical “Salesperson.” Stop with all the various versions of “Can I help you?” in your best “salesperson voice.” “How can I help you?” “Do you have any questions for me?” “Are you finding everything OK?” “Are you looking for anything in particular?” These are all conversation killers. Consumers have a natural aversion to Salespeople. It’s in our DNA. They’re quite prepared to tell you, “No thanks, I’m just looking,” unless they’re on a mission and time is short.

When you present as your best authentic self, relax, and begin with non- business related questions about your customers clothing, accessories, automobile, involve their kids, an upcoming holiday or season, or simply a generic, “what are you two up to today?” or “what’s happening out there, anything exciting?” etc., etc,, you have the chance to get into a 30-60 second conversation that establishes a bit of a relationship. After that, it’s relatively easy to inquire, “What brings you in today?” (short, sweet, open-ended, non-salesman-ey), so you can fluently transition to moving on to what brought them in to see us today… open, friendly, mindful of your customer’s energy and pace (dancing according to their music played…  not ours, not yet, soon). n

In next month’s issue…

• Discovering Their Thing (before doing Our Thing) - Probing and Discovery
& A Word on Orthotics

• Giving Your Customer a Reason
to Buy - Demonstration

• Give Me More - Adding on

Thomas Post has devoted over 30 years to helping retailers realize higher sales and profits through sales and management excellence from his client’s upper organizational charts to front-facing behaviors, including support roles, operations, employee development, communications best practices, and management. He has enjoyed a long-standing relationship with NSRA and The Friedman Group since 1994. Tom makes his home in Boulder, CO. You can reach him by email at tpost@thefriedmangroup.com, and by text or phone at (720)641-7713.