Page 139 - DMGT553_RETAIL_STORE_MANAGEMENT

Retail Store Management

Notes Jumping the Gun: New leaders often charge in too fast, and assume everything is “broken”
instead of identifying small, quick wins to build positive momentum.

Leader Arrogance: Some newly placed leaders don’t take the time to understand their new
organization, and pay respect to its history and successes.
Building Relationships: Many new executives do not invest proactively in building
relationships with key stakeholders at every level.
Leadership Style: New leaders may not adapt their leadership style to fit their new team
and organizational culture.

Clarity of Expectations: New leaders often misread and misjudge the dynamics,
expectations and requirements of their new organization and role.

Cultural Misalignment: Many new leaders don’t invest the time to learn about the
organization’s culture, systems and political landscape and are unable to make an impact.

8.2.1 How to Avoid MIS-Hires: CIDS (Chronological in Depth Structure)
Based Model

Coaching to Build Platform for new Leaders: Accelerate organizational learning and knowledge
transfer by focusing the leader on critical, high impact objectives necessary for success.

Build and leverage relationships and networks with key stakeholders in order to gain the
support necessary to achieve goals

Receive constructive assessments feedback and coaching on leadership style, strengths
and development needs to address potential de-railers and support success in their new
role

Build a six-month roadmap that identifies opportunities to deliver early results, and
outlines clear goals and ways to achieve them to increase the leader’s ability to make a
positive impact on the organization’s performance
A new executive from outside the organization assumes a key leadership position
An expatriate begins a new leadership assignment
A technical expert assumes a broader leadership role

The new leader’s department poses immediate challenges
The executive is filling a newly created position
Strategy Focused coaching has the capacity to improve productivity adaptability and increased
competence and efficiency across any organization. This leads to improved bottom line results.

There are several aspects of labour laws for retailers to satisfy. They must not
Hire underage workers

Pay workers “off the books”
Require workers to engage in illegal acts (such as bait-and-switch selling)
Discriminate in hiring or promoting workers
Violate worker safety regulations
Disobey the Americans with disabilities act

Deal with suppliers that disobey labour laws

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