“Barnes & Noble plans to open over 60 stores in 2025.” – Retail Dive

It feels like every day I’m writing about another retailer closing its doors. They’re scaling back or going bankrupt. But not Barnes & Noble. They’re opening stores. And they’re doing it in the Amazon galaxy. How? Through a powerful focus on people-first leadership.

Under the leadership of CEO James Daunt, the company found a way to thrive. What’s their secret? Well, not every store needs to look the same. Not every store needs to be an identical copy of the first. It’s an unconventional yet effective strategy centered on local empowerment, proving the value of investing in retail frontline.

What happens when the world stops?

When the world stopped in 2020, retail stores faced a major problem: a lack of foot traffic. No people. Daunt saw an opportunity. With zero customers, employees had time on their hands. The CEO had an idea. Daunt gave employees a new challenge—examine every book in their store and decide if it belonged there. This simple directive would drive the company toward profit and serve as an incredible example of retail leadership training.

Daunt decentralized book buying, moving away from a top-down, corporate purchasing model. He gave local store managers the power to curate their own collections. This encouraged them to create a mix that matched their interests and reflected their community’s character. This leadership style retail approach fostered a sense of ownership and autonomy, which is key to retail team motivation.

The most unconventional move of all was Daunt’s decision to reject promotional money from publishers.

In the publishing world, it’s common practice for publishers to pay retailers for prime shelf space and prominent displays. Daunt, however, wanted each Barnes & Noble location to be a genuine reflection of its community’s literary tastes, not a billboard for the highest bidder. He believed that true curation, uninfluenced by external payments, would ultimately lead to a more authentic and appealing selection for customers. This strategic decision showcases smart retail operations efficiency and provides a valuable lesson in retail management tips.

And guess what? It’s working.

The future of your business is in the frontline. That’s people-first leadership.

Barnes & Noble’s resurgence is a powerful testament to the idea that leaning into the expertise of your frontline employees can drive significant business growth. It’s a prime example of the importance of frontline employee development and how it can help to reduce retail turnover.

Store leaders are in tune with their neighborhoods. They get it. They have an invaluable understanding of local preferences, demographics, and cultural nuances. By partnering with them and trusting their instincts, Barnes & Noble has transformed its stores into vibrant, community-focused hubs that reflect the diverse interests of its customers. This is the ultimate way to build strong retail teams.

You know what I’m going to say next, right?

The future of your business is in your frontline.

You bet.