If I had a room full of store operations and communications people, what would I tell them?
I was asked this question last week. Ohmygosh, so many things. How much time do you have?

Not that much time?

Okay, let’s get into it then.

I led teams in stores on a retail floor for 24 years.
Here’s what I want people who work in Store Ops and Comms teams to know.

To Store Operations Teams

• Streamline for the Frontline
  Cut to the chase. Recognize that frontline leaders are often juggling multiple tasks and helping customers. We know this, right? Streamline processes, reduce unnecessary complexity, and ensure operational procedures are easy to understand and execute. Every extra step or confusing instruction adds to their stress and takes away from customer interaction. Frontline leaders want to know Who, What, Where, When? Then, we GO. This is a core part of retail operations efficiency.
• Focus on Enabling, Not Just Enforcing
  Shift the mindset from solely enforcing policies to enabling the frontline team to succeed. Ask: “How can this process make their job easier and help them deliver a better customer experience?” We all work for the same company. The relationship should feel like a genuine partnership for everyone.
• Seek Frontline Input Regularly
  Create feedback loops to understand the real-world impact of operational decisions. Who better to identify inefficiencies or roadblocks than the people executing the work daily? Implement regular surveys, focus groups, or even informal check-ins. Make it ridiculously easy for them to pass along suggestions. Every now and then, actually take their suggestions and put them into action. Give them credit for the idea publicly.
• Prioritize Tools and Technology that Empower
  Invest in retail frontline teams by investing in user-friendly technology and tools that genuinely help frontline leaders do their jobs more efficiently and effectively. This could include intuitive inventory systems, seamless communication platforms, or customer relationship management tools. Avoid technology that adds burden or frustration. Even better—ask store teams if they really need it before you invest in it. Don’t chase bright, shiny tech you don’t need. (I’m looking at you, Metaverse).
• Champion Training and Development
  Ensure operational training isn’t just about compliance, but also about building skills and confidence. Equip frontline teams with the knowledge and abilities they need to handle various situations and feel empowered to make decisions within their scope. Lean in and let store leaders make decisions for their buildings; they will thrive.
• Understand the Customer Journey from the Frontline Perspective
  When designing store layouts or processes, walk a mile in the shoes of your frontline team. Consider how these decisions impact their workflow, customer interactions, and overall well-being. I once had someone come in and move the beginning of my cash wrap line. It was a mess. I moved it back the next day.
• Measure Success Beyond Just Numbers
  While KPIs are important, we must also track metrics related to employee satisfaction, reduce retail turnover, and qualitative feedback from the frontline. These are leading indicators of long-term success. Hammering leaders on KPIs daily can often be a waste of their time. Savvy leaders are tuned in and know where they need to adjust.
• Advocate for Frontline Needs
  Use your position to advocate for the resources, tools, and support that frontline teams need to thrive. Be their voice within the larger organization. Pretty please with cream cheese frosting.
• Communicate the “Why” Behind Operations
  Don’t just tell the frontline what to do; explain why it’s important and how it contributes to the overall customer experience and business goals. This fosters understanding and buy-in. If we think it’s just one more task, we may kick it to the bottom of the to-do list.

To Store Communications Teams:

• Prioritize Clarity and Conciseness
  Frontline teams are often bombarded with information. Ensure all communications are clear, concise, and easy to understand at a glance. Avoid jargon and lengthy emails. Again – Who, What, Where, When. Just the facts, ma’am.
• Focus on What Matters Most
  Filter out unnecessary information and prioritize communications that directly impact the frontline team’s ability to serve customers and perform their jobs effectively. Cut out the noise, for real. It’s like the “Jump to Recipe” feature on websites. We need to jump to the recipe; we don’t need the backstory about your grandma.
• Make it Two-Way
  Create opportunities for frontline feedback and questions. Implement channels for them to voice concerns, share successes, and seek clarification. This fosters a sense of being heard and valued. If this process is in your core values, you’ll attract smart leaders that stick around.
• Celebrate Successes and Recognize Contributions
  Regularly highlight the achievements and positive contributions of frontline teams. Public recognition will boost morale and reinforce the value of their work. Refrain from throwing yourself a party and leaving out the stores.
• Empower Leaders to Communicate Effectively
  Equip store managers and team leaders with the skills and resources they need to communicate effectively with their teams. This could be providing talking points, answering common questions, and fostering open dialogue. Any tech should streamline communication, not get in the way. This is a key part of how to train retail leaders and practical leadership for store managers.
• Be Empathetic and Consider the Frontline Perspective
  Before sending any communication, ask yourself: “How will this be received by someone who is on their feet all day, dealing with diverse customer needs?” This leader has a pen stuck through her ponytail and zero extra time. Why should she read what you’re about to send her?
• Use Visuals and Engaging Content
  Where appropriate, use visuals, short videos, and other engaging content to make communications more digestible and memorable. Also make sure that videos can be seen in store and they don’t wind up buffering for 5 minutes because the WiFi sucks. Also, fix the WiFi speed.
• Be Timely and Relevant
  Ensure communications are timely and relevant to the current needs and priorities of the frontline team. Avoid sending information too early or too late. If it’s something we’re doing in six weeks, I’m not clogging my brain with that information yet.

Overarching Advice for Both Teams

• Collaborate Closely
  Store operations and communications should work together. Operational changes need clear communication, and frontline feedback on processes needs to inform operational improvements. This is how you build strong retail teams.
• Visit Stores Regularly
  Both teams should spend time in the stores, observing the frontline experience firsthand and engaging with the store teams. This provides invaluable insights and builds empathy. You’ll learn something new every time you visit.
• Champion the Frontline Teams
  Actively work to elevate the perception of frontline work within the broader organization. Highlight their skills, dedication, and the crucial role they play in the company’s success. These teams are the heartbeat of the company. They are why customers return.
• Remember the Human Element
  Retail is human interaction. Ensure all operational decisions and communication strategies prioritize the well-being, engagement, and empowerment of the teams in stores. The right leadership styles in retail always focus on the people first.

There isn’t a four-year college degree requirement for being a store leader. Because of that, people often assume that anyone can do the job. Or perhaps we’re not as smart as the people who work at the corporate office.

But here’s the thing.

Because a degree is not required, we are more resourceful than anyone you’ll ever meet.

We’ve probably had to make do with masking tape, a box cutter, and a bent paper clip for months. We can fix anything in the building, and we know that if we add another string of lights at Christmas, our electrical panels may blow.

Store teams are gritty.

If you support them and give them the tools they need to do their jobs more efficiently, you’ll have loyal leaders (who make everything better) for a very long time. This is the ultimate goal of retail team motivation.