It's a salesmanager's job

IT’S A SALES MANAGERS JOB (by Steven G) It's a sales manager's job to train, develop, motivate and retain top-performing associates so they are effective partners in helping the store to achieve it's goals. They are also responsible for developing quality management replacements for the store, district or region and company. Too many sales managers are placed into their positions without being properly trained in these issues. This aspect is crucial to your own and the company’s future. Proper structuring and implementation of this profile will give you the ability to meet and exceed any store goal. My suggestion is to create an associate development and management readiness program that coincides with your company’s policies and procedures and coordinate it with your district or regional manager. Their experience, input and involvement will gain you knowledge, security and future considerations. It’s well worth it. I suggest you have an introductory meeting with all store associates explaining the purpose of the program, establishing clear expectations and objectives and defining the associates and managers roles. Keep it simple. An example of roles could be as follow Associate’s role Manager’s role 1. Accountability for learning 1.Understand your assoc. needs 2. Provide feedback to manager 2. One-on one and follow-up 3. Practice, practice, practice 3. Encourage development Facilitate store meetings at least twice a month focusing on a specific skill Make sure all associates are up to date in fundamental sales. Empower the more experienced to the newer or less skilled employees to bring them up to store standards. Explain what tools and resources are available to all associates to include visual, reading and individual and how important it is to recognize and competently use them. List and review the order used for proper training (typically already structured in your company’s training manual) and the importance of being prepared is for future considerations. [Have them self evaluate themselves once a month and sit down one-on-one to discuss it. The self evaluation sheet should be almost a duplicate to their yearly appraisal performance. This way they always know what is expected of them and where they stand for future raises and consideration with the company. Get feedback and set goals to fix specific standards (maximum of 3 at a time) and follow up.] Have short individual meetings once a week to follow-up and to encourage development and role playing. These are just a few suggestions to help create a successful training plan. It is understood that the retail sales manager has a lot on their shoulders and that @70% of all training is done on the job/floor. These suggestions that I have written will not only increase the abilities of your employees but the efficiency of your store and free you up to handle other roles of accountability. Remember how important this is to your company’s and your own future. Good Luck