The gotcha question that changed my life.
“What’s wrong with retail?” Well, most of it isn’t centered around people first leadership, but let me give you some background.
That’s an interview question I got in 2019. “What’s wrong with retail?” The company got its start online, had done pretty well, and was now looking to open brick-and-mortar stores.
I flew up to interview in person the day of, and flew home right after. My flight was delayed several times. When I arrived in the city, it was raining. I made my way through crowded airports and a long Lyft ride. Then I hung out in a nearby café, nibbling on a snack before I walked over for my interview.
The interview process was two hours long. I interviewed with like four or five people. The first guy who interviewed me asked me that question. He smirked when he asked it.
I froze. Then I gave the worst answer. Then they had to lead me through allllll the other interviewers even though they knew they were not going to choose me.
I knew it.
I didn’t want to believe that I messed up the interview that badly, but I did. As I was falling asleep on the flight home, I snapped awake, realizing my mistake.
The Weird Twist and the Power of Definition
But this story has a weird twist.
If you can define it, you can see it. You can seek it. You will recognize it.
Part of the reason that I do the work I do today is because of that botched interview. I had no way to go back in time and correct my answer, so I started writing about it. I started studying leadership styles in retail and people-first leadership. I knew I was a fantastic leader, but I could not articulate why. I wanted to know more. I wanted to help other people express what makes leadership great—to create a framework for practical leadership for store managers.
If you can define it, you can see it. You can seek it. You will recognize it.
So, here we are.
In the six years since that interview, a lot has changed. Retail has changed.
So, what do I think now?
What’s wrong with retail? The answer is a bit different and also the same.
Retail Teams Struggle Without People First Leadership
There is a huge disconnect between HQ and stores. Many people who work in corporate offices have never worked in a store. They don’t fully understand what these teams need.
- Corporate jobs are seen as prestigious. Store jobs are not.
- Corporate leaders sometimes think that the leaders in the field are not as bright. Or they won’t be able to catch on or learn more complex things.
- Tech that is deployed to stores isn’t always created by people who understand what these leaders need. Store teams are often working with 3-4 pieces of software that don’t work together. That shiny, new software you’re introducing could be the next bane of someone’s existence.
- Over the past 25 years, retail leadership training has been slashed. So, now the bench of talent is not there. Multi-unit field leaders are being promoted into executive positions they’re not ready to inhabit. The disconnect continues.
- More pressure has been put on stores to fulfill online orders, take online returns, and basically operate as a warehouse and storefront combined, but payroll has been taken away and full-time positions have been nixed. This kills retail operations efficiency and leads to burnout.
That’s a start to what’s wrong with retail. Retail companies have made tasks the utmost important thing. So, frontline employee development suffers, and so does customer service, contributing to a high retail turnover rate.
Hitting the Reset Button
What do we do?
We hit the reset button.
We get to decide how we want our employees to feel. We get to provide the best customer experience for our guests. We can do whatever we want.
“But the accountants don’t understand high volume.” I heard that one a lot.
So, take them out there. Take a field trip. Show them how high volume works.
- Design store communications that are quick, inclusive, and fun to use. Look at communication tips for retail leaders.
- Think about how you want to develop your leaders and map out trainings for them. Focus on invest in retail frontline and improving retail team performance.
- Give them autonomy and a bit of creative freedom. Implement solid retail management tips that prioritize empowering frontline retail workers.
Make your company the place where everyone wants to work and where customers have to go shopping in person. You can do it. It’s a choice.
It’s not “this generation” or “people don’t want to work.” They do. But why would they go to work for you? Have you thought about that?
Retail got itself in this hamster wheel of cutting hours, doing more with less, and instilling fear as a management technique. But this will not keep working. It’s breaking right now. The companies that are doing it differently and putting their people first will have longevity. The ones that don’t won’t.
I love retail. And I hope they will trade their short-sightedness in and play the long game. I hope they will learn to see the people who work in stores as one of their biggest assets because they are.
So, yeah. There’s a lot wrong with retail.
But there’s also a lot that’s right. Like connection and community. Maybe we’ll talk about that next time.
For now, reflect on what you want your company to be and how you can support the people who work there. Remember, you get to decide. For me, it always means building strong retail teams by putting people first.