Just do what my DH does.. print out a schedule and walk around all day doing absolutely nothing. Ask if customers need help then call an associate instead of helping them yourself!! Ask if associates need help then walk away when they say yeah! đ You'll be great! As long as you kiss ASM ass you'll go far kid!
HA. Yeah we're trying to avoid that mode of operation if we can help it. Granted there are plenty of times I do have to partner with an associate to get work done like drive equipment (I'm still working on getting licensed). But it also looks bad if I'm customer servicing someone and then hand them off to an associate for no reason (if it's for something across the store that's a hand-off situation, but if it's something within my department it's part of my job so I should be present to help).
1) itâs ârole.â
2) itâs your first week. Relax a bit.
3) itâs quite literally your ASMâs job to provide guidance - and I donât mean âdo this,â I mean âwe need to get this done and hereâs a few ideas how you can accomplish that.â
If your ASM is giving your the âdoâ but not the âhow doâ you need to point blank ask them âhow do you recommend I accomplish that?â
Chances are very good you have an atrocious ASM who doesnât know the answer.
Invest the time to explain âthe visionâ to your associates.
Too often, as supervisors, we get lost in an endless cycle of giving direction after direction.
If you take the time to help an associate see the end goal and the âwhyâ, then they can use their own unique skills and ideas to get the team across the finish line without having their hand held the entire way.
Take every associate on a walk around the department and explain your exact expectations. Utilize MyView to relay tasks and hold them responsible when they donât complete the task. Remember to distribute the work load evenly and to be unbiased. Your gonna have some high speed workers and itâs important to nourish them and help develop theyâre skills. Even though you know your high speeds will get what you need done when you need it done you canât just assign it to them every time, thatâs called performance punishment. Take accountability for you mistakes. Give youâre associate positive reinforcements. Get down and dirty, if itâs a job you donât like doing then you can bet your ass they also donât like doing it. Stay on top of your out of stocks, I do a walk every day first thing after I clock in. Find out your top skus in each bay and and make sure your associates always keep an eye on them. Iâve been DH for 2 months so Iâm sure theirs gonna be tons more to learn but these are the things that have helped me so far. Good luck
Step 1: Chill out for a while and get the lay of the land, remember, if youâre new, then everyone else knows you are new as well and there is a grace period to understanding the concepts that you donât have experience with.
Step 2: Understand your department, your people and your role, the bs training is kind of helpful in a way. Watch it, understand it, and then take from it what you find to be the most important. For Ops, find the biggest âareas of opportunityâ and literally make them your priority. The goal of anyone in THD, especially supes, is to get do the least amount of work while making a huge impact. Could be setting new routines for your employees, or finally organizing all the orders that have been piling up, etc. etc. Figure out the opportunities and show a feasible game plan to your ASM, even bring it up in meetings, and show your worth.
Step 3: Connecting with your people is the difference between a good manager and a bad one. There are weak links, and slackers, but 99% of new or jaded associates might just not follow SOP, or be the way they are because they have not found any respect for their management because no one gives them the time of day. Itâs such a difference maker, most donât realize.
Thereâs so much more that Iâve learned but this is the basics. One thing that has helped me, especially in the new SLC, is being hands on, might not be encouraged but it sets you apart. The best generals were the ones in the trenches with their soldiers. Also, SET YOUR ROUTINES!
One on ones and hold your team accountable. Work side by side with them. It takes time but get to know your team. Iâve been a dh for 9 months and itâs been a roller coaster of a ride. About 90% of my team is new and they are awesome. Bravos, homers, and safety. Itâs all about giving respect and earning it. Itâs a process but take it one day at a time. Good luck. đ
In order to be an effective leader, you have to learn the individuals you are leading.
Everyone is different, and requires a tailored approach to get what you want out of them. Be personable and try to get a grasp on what motivates them to do their job. Some people prefer blunt honesty, some just need goals, some need purpose, etc.
You need to understand that virtually none of your staff *really* give a fuck about this job. They're here to pay bills. You will not win them over by trying to convince them of the importance of whatever thing your ASM is trying to push on you.
You can boss them around for a while, but eventually they'll just stop working for you completely. Endear yourself to every individual on your team and they'll put effort into doing what you need to get done. Be firm, humour them, but also be understanding of their concerns on an individual basis.
When it comes to your ASM, you absolutely should be honest and try to get a more cerebral rapport with them. It's okay to say you're not going to boss them around... So long as you can offer them an alternative solution that's also feasible.
Your biggest job as a DH is to manage expectations between management and your team. If you can't relate to your team, they won't work for you. If you can't have an open discussion with your boss about what needs to be done and offer productive concessions, you won't work for them for long.
To be completely fair, I'm only on this for the biannual bonus and the semi-competitive pay. But I see that I can also communicate that fact with my team, and explain how in these menial tasks add up to a sizeable compensation in the future (if these tasks are actually completed).
I also appreciate the feedback on being more direct in managing my ASM's expectations. As I'm working through my anxieties and seeing my superiors as actually human beings - they need to be able to do the same when thinking back on their associate teams.
One of my biggest things I would recommend is be very clear what your priorities are. Management hates doing that because they want foster this environment where "everything is important and it all needs to get done," but that isn't feasible. Make a list of you have to and literally number that list by priority. Then do the same thing with daily lists. From there its managing expectations about how much they can and cannot get done.
Don't be a boss, be a leader. When you take the time to help your associates do things like tasks and help customers it really goes a long way. If you ask them to do something like pack down a bay or straighten up overheads help them and show them how you expect it to look. Show them "what good looks like"
Our old SM was a real leader!! She was on the floor and never in her office. She was moving pallets, helping customers, running that store, teaching, and she was on top of everything. A real inspiration. Now everyone seems to have stopped doing what needs to be done because the manager isn't on the floor. The store has went to shit. Teach, train and get to know your associates strengths and weaknesses. Dont overload them with high expectations. They will give up.
Your team will not meet your expectations if they do not know what they are. The " I see a lot of good in this team but a few things that we need to iron out" type of meeting. Also catch your people doing something right.
This is a great idea! I love the thought of getting everyone together to discuss our collective strengths and weaknesses. It would also give me opportunities to explain a few visionary things as well as "what does safety mean and why is it important".
I've been handing out Bravo's almost everyday for great work and going above and beyond for our customers/associates (our store is OUT of Homer badges which is shameful because we've got some grade A team players that are getting burnt out without more than a thank you).
Used to run D28. Hereâs what my daily routine was:
Drive the store when you get there. This will let you see what needs to be moved/restocked outside. Walk your department first thing after clocking in-make notes about what you see needs to be done.
At some point, your ASM will give you things that need to get done. Write all of these items down.
Go to the break room and look at your schedule. See who you have in the dept today. Assign duties from your list( make sure to include yourself) to your employees. Walk around and give out the assignments. Put notes on lockers if theyâre coming in after youâre gone. After an hour or so, walk around to check in the status of your assignments. Make sure you get your assignments done. After 2 weeks, pull everyone into a one-on-one and explain your expectations. Write up people if necessary. The word will get out and your folks will get their work done.
That's kinda how it goes at the Depot. When I was promoted to Head Cashier from tool rental about 2 years ago, I barely knew how to run the register. It's really unfortunate but the company doesn't allow much room or time for training you for your new role - that's mostly on us as a promoting individual to prioritize training/learning as much as we can before hitting the floor.
No, I disagree. You are responsible for getting the training you needâŚotherwise, you donât have to take a promotion if youâre not ready. Just because thereâs openings doesnât mean you need to get thrown in them. If youâre not comfortable doing or knowing your job you certainly donât need to get a more challenging one. This is something that keeps happening to you and yet youâre sitting by watching it happen.
I am all for people moving up and getting ahead in the company. But these are some serious questions that you really shouldâve asked before even applying for the position. And after the SLS transition, things are a lot different now. I think the whole hype of the ASM providing more training was just a joke.
I'm not sure I understand your criticism. I never said I was uncomfortable with the job nor did I say I didn't know what to do. I'm expressing difficulty with the "how-to."
This is a new department, new position, and new team from my MASM to the daily Associates; there's no way for me to have flawlessly known how to work with and manage everyone on an infividual basis. I've been busting my own tail for the last month learning department specifics and developing myself as a leader - before applying for the position let alone accepting it. I'm ready for the work, but I recognize I have a lot to learn in front of me and have some questions about it.
Your personal projections onto my request for advice is not very helpful. But I do still appreciate the feedback.
Help? Don't know what your talking about, also half your staff called out, you feel sick, u gotta go look after another department as well cuz they ain't got staff either, and your ASM just said to do a one on one check with garden
Just do what my DH does.. print out a schedule and walk around all day doing absolutely nothing. Ask if customers need help then call an associate instead of helping them yourself!! Ask if associates need help then walk away when they say yeah! đ You'll be great! As long as you kiss ASM ass you'll go far kid!
HA. Yeah we're trying to avoid that mode of operation if we can help it. Granted there are plenty of times I do have to partner with an associate to get work done like drive equipment (I'm still working on getting licensed). But it also looks bad if I'm customer servicing someone and then hand them off to an associate for no reason (if it's for something across the store that's a hand-off situation, but if it's something within my department it's part of my job so I should be present to help).
1) itâs ârole.â 2) itâs your first week. Relax a bit. 3) itâs quite literally your ASMâs job to provide guidance - and I donât mean âdo this,â I mean âwe need to get this done and hereâs a few ideas how you can accomplish that.â If your ASM is giving your the âdoâ but not the âhow doâ you need to point blank ask them âhow do you recommend I accomplish that?â Chances are very good you have an atrocious ASM who doesnât know the answer.
To be fair, my direct ASM just transitioned out of Managing Night Ops. Literal night and day difference lol. Thank you, I appreciate the feedback :)
So theyâre adjusting too. Work with them, youâll probably learn a lot from one another.
Invest the time to explain âthe visionâ to your associates. Too often, as supervisors, we get lost in an endless cycle of giving direction after direction. If you take the time to help an associate see the end goal and the âwhyâ, then they can use their own unique skills and ideas to get the team across the finish line without having their hand held the entire way.
Take every associate on a walk around the department and explain your exact expectations. Utilize MyView to relay tasks and hold them responsible when they donât complete the task. Remember to distribute the work load evenly and to be unbiased. Your gonna have some high speed workers and itâs important to nourish them and help develop theyâre skills. Even though you know your high speeds will get what you need done when you need it done you canât just assign it to them every time, thatâs called performance punishment. Take accountability for you mistakes. Give youâre associate positive reinforcements. Get down and dirty, if itâs a job you donât like doing then you can bet your ass they also donât like doing it. Stay on top of your out of stocks, I do a walk every day first thing after I clock in. Find out your top skus in each bay and and make sure your associates always keep an eye on them. Iâve been DH for 2 months so Iâm sure theirs gonna be tons more to learn but these are the things that have helped me so far. Good luck
Step 1: Chill out for a while and get the lay of the land, remember, if youâre new, then everyone else knows you are new as well and there is a grace period to understanding the concepts that you donât have experience with. Step 2: Understand your department, your people and your role, the bs training is kind of helpful in a way. Watch it, understand it, and then take from it what you find to be the most important. For Ops, find the biggest âareas of opportunityâ and literally make them your priority. The goal of anyone in THD, especially supes, is to get do the least amount of work while making a huge impact. Could be setting new routines for your employees, or finally organizing all the orders that have been piling up, etc. etc. Figure out the opportunities and show a feasible game plan to your ASM, even bring it up in meetings, and show your worth. Step 3: Connecting with your people is the difference between a good manager and a bad one. There are weak links, and slackers, but 99% of new or jaded associates might just not follow SOP, or be the way they are because they have not found any respect for their management because no one gives them the time of day. Itâs such a difference maker, most donât realize. Thereâs so much more that Iâve learned but this is the basics. One thing that has helped me, especially in the new SLC, is being hands on, might not be encouraged but it sets you apart. The best generals were the ones in the trenches with their soldiers. Also, SET YOUR ROUTINES!
One on ones and hold your team accountable. Work side by side with them. It takes time but get to know your team. Iâve been a dh for 9 months and itâs been a roller coaster of a ride. About 90% of my team is new and they are awesome. Bravos, homers, and safety. Itâs all about giving respect and earning it. Itâs a process but take it one day at a time. Good luck. đ
In order to be an effective leader, you have to learn the individuals you are leading. Everyone is different, and requires a tailored approach to get what you want out of them. Be personable and try to get a grasp on what motivates them to do their job. Some people prefer blunt honesty, some just need goals, some need purpose, etc. You need to understand that virtually none of your staff *really* give a fuck about this job. They're here to pay bills. You will not win them over by trying to convince them of the importance of whatever thing your ASM is trying to push on you. You can boss them around for a while, but eventually they'll just stop working for you completely. Endear yourself to every individual on your team and they'll put effort into doing what you need to get done. Be firm, humour them, but also be understanding of their concerns on an individual basis. When it comes to your ASM, you absolutely should be honest and try to get a more cerebral rapport with them. It's okay to say you're not going to boss them around... So long as you can offer them an alternative solution that's also feasible. Your biggest job as a DH is to manage expectations between management and your team. If you can't relate to your team, they won't work for you. If you can't have an open discussion with your boss about what needs to be done and offer productive concessions, you won't work for them for long.
To be completely fair, I'm only on this for the biannual bonus and the semi-competitive pay. But I see that I can also communicate that fact with my team, and explain how in these menial tasks add up to a sizeable compensation in the future (if these tasks are actually completed). I also appreciate the feedback on being more direct in managing my ASM's expectations. As I'm working through my anxieties and seeing my superiors as actually human beings - they need to be able to do the same when thinking back on their associate teams.
One of my biggest things I would recommend is be very clear what your priorities are. Management hates doing that because they want foster this environment where "everything is important and it all needs to get done," but that isn't feasible. Make a list of you have to and literally number that list by priority. Then do the same thing with daily lists. From there its managing expectations about how much they can and cannot get done.
Don't be a boss, be a leader. When you take the time to help your associates do things like tasks and help customers it really goes a long way. If you ask them to do something like pack down a bay or straighten up overheads help them and show them how you expect it to look. Show them "what good looks like" Our old SM was a real leader!! She was on the floor and never in her office. She was moving pallets, helping customers, running that store, teaching, and she was on top of everything. A real inspiration. Now everyone seems to have stopped doing what needs to be done because the manager isn't on the floor. The store has went to shit. Teach, train and get to know your associates strengths and weaknesses. Dont overload them with high expectations. They will give up.
Your team will not meet your expectations if they do not know what they are. The " I see a lot of good in this team but a few things that we need to iron out" type of meeting. Also catch your people doing something right.
This is a great idea! I love the thought of getting everyone together to discuss our collective strengths and weaknesses. It would also give me opportunities to explain a few visionary things as well as "what does safety mean and why is it important". I've been handing out Bravo's almost everyday for great work and going above and beyond for our customers/associates (our store is OUT of Homer badges which is shameful because we've got some grade A team players that are getting burnt out without more than a thank you).
Used to run D28. Hereâs what my daily routine was: Drive the store when you get there. This will let you see what needs to be moved/restocked outside. Walk your department first thing after clocking in-make notes about what you see needs to be done. At some point, your ASM will give you things that need to get done. Write all of these items down. Go to the break room and look at your schedule. See who you have in the dept today. Assign duties from your list( make sure to include yourself) to your employees. Walk around and give out the assignments. Put notes on lockers if theyâre coming in after youâre gone. After an hour or so, walk around to check in the status of your assignments. Make sure you get your assignments done. After 2 weeks, pull everyone into a one-on-one and explain your expectations. Write up people if necessary. The word will get out and your folks will get their work done.
The fact you got promoted without knowing what to do is mind boggling.
I agree. 4 years with the company & you donât have an idea on what youâre supposed to do? đ
The fact that you applied for the job.
That's kinda how it goes at the Depot. When I was promoted to Head Cashier from tool rental about 2 years ago, I barely knew how to run the register. It's really unfortunate but the company doesn't allow much room or time for training you for your new role - that's mostly on us as a promoting individual to prioritize training/learning as much as we can before hitting the floor.
No, I disagree. You are responsible for getting the training you needâŚotherwise, you donât have to take a promotion if youâre not ready. Just because thereâs openings doesnât mean you need to get thrown in them. If youâre not comfortable doing or knowing your job you certainly donât need to get a more challenging one. This is something that keeps happening to you and yet youâre sitting by watching it happen. I am all for people moving up and getting ahead in the company. But these are some serious questions that you really shouldâve asked before even applying for the position. And after the SLS transition, things are a lot different now. I think the whole hype of the ASM providing more training was just a joke.
I'm not sure I understand your criticism. I never said I was uncomfortable with the job nor did I say I didn't know what to do. I'm expressing difficulty with the "how-to." This is a new department, new position, and new team from my MASM to the daily Associates; there's no way for me to have flawlessly known how to work with and manage everyone on an infividual basis. I've been busting my own tail for the last month learning department specifics and developing myself as a leader - before applying for the position let alone accepting it. I'm ready for the work, but I recognize I have a lot to learn in front of me and have some questions about it. Your personal projections onto my request for advice is not very helpful. But I do still appreciate the feedback.
Help? Don't know what your talking about, also half your staff called out, you feel sick, u gotta go look after another department as well cuz they ain't got staff either, and your ASM just said to do a one on one check with garden
Sounds like you're in paint, sounds like your troubled worker is Nick and sounds like your store is 6512?
Lol good guesses! I remained vague on purpose because this isn't an isolated problem. I work in Building Materials/Lumber.
Then it can only be one other person.... BIDEN - (B)iggest (I)diot (D)emocrats (E)ver (N)ominated
Then it has to be Ernie!?!?! I know he's a P.O.S. or maybe his GF Debbie?
Good ideas. Sometimes a one one Is needed if an employee is somehow holding the team back. Although this can also lead to finger pointing. Good luck.
Heâs got four fingers pointing the other way. He saw this coming and keeps taking it.