5 Urgent Retail Leadership Skills to Learn Now!

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Are you ready to elevate your retail leadership skills to the next level? In today's episode, we're dissecting the crucial elements of successful leadership - time, support, and capacity. 

We'll guide you through five transformative areas to enhance your leadership prowess: amplify your retainability, decode feedback, craft a robust retention blueprint, bolster support, and become an irreplaceable asset to your team.

We're also shining a spotlight on an innovative model, 'SMILE,' that has remarkably transformed my leadership journey. This concept encapsulates self-awareness, mindful listening, inspiring trust, leading by example, and emitting empathy. 

We're delving deep into this strategy, demonstrating how transparency and personalized growth plans can cultivate trust. Moreover, we’ll reveal how exuding empathy and leading by example can foster an environment of respect and comprehension.

Having an opinion as a retail leader holds significant weight. Today, we're exploring the importance of forming opinions about your people, your business, and most importantly, yourself. We'll walk you through the art of detaching emotion from your conversations, leading to more effective dialogue. 

We'll unearth the importance of being data-literate in aspects like understanding your P&L, competition, merchandising, logistics, and customer buying patterns. Rounding it off, we'll delve into the art of self-awareness and how articulating your strengths and opportunities without boasting can catapult you to new heights of leadership. Tune in today for a treasure trove of insights and practical advice!

Chapters

• 0:00 Building Retail Leadership
• 11:09 Improving Retail Leadership
• 19:50 Importance of Opinion in Retail Leadership
• 26:49 Navigating the Challenges of Leadership
• 40:12 Exciting Opportunity for Retail Leaders

Transcript

Speaker 1: 0:51

So I did a quick stint in project management. Interestingly enough, right, I know we're here. This is a retail leadership podcast, but let me just tell you this little quick story. I did a quick stint in project management and part of that was business development and I would go into a different business and I would identify their business pain. I would identify the issues that they were struggling with and align it with you know, their competition, and then what I would do is I would provide solutions based on project management principles. But one of the things I learned during my process is that everybody within the organization sees a problem differently. I know you're probably saying that's pretty rudimentary, right, you know everybody kind of gets that, but do that? I don't know if they do. And what I want people to understand is that within every problem that I've discovered within those organizations is that there are typically some fundamental reasons and tips that you can use that you need to understand in order to weather the storm or in order to conquer any problem.

Speaker 1: 1:59

Here's the thing for so many retailers right now. It's been that way for so long. They've been weathering the storm, they've been trying to figure out different ways in order to get things done and, in my time as an experienced retail leader, I know that there are three things that retail leaders need to have a better understanding about, and at its time. Right, you need more time to grow personally, professionally, you need more time to get things done. You need more support. Retention how do you retain top talent? But, more importantly, how do you yourself become retainable, indispensable to your team and to your organization? And the biggest thing that I can see right now, and the third one that I want to address and we're going to talk more about, is this idea around capacity. Right, retail leaders have more enlarged responsibilities. You have more stores as a multi-unit leader than you ever had before. Leaders are trying to build up, but they have less time to build. As a result, there's this huge risk to lose talent, there's a huge risk to lose profitability, and I'm not telling you anything new. But what we do want to understand and what I do want to talk about today, is that we're going to talk about how to save time. How can we help you focus on five critical areas in your life, in your profession, within your team, that you need right now, that are going to build up capacity but, more importantly, make you a profitable leader. Let's go ahead and get started. Well, welcome to Retail Leadership with Steve Worthy. This is the Real Talk Retail Leader Podcast, where we go be on the manual to teach you tips and tricks and talk about real conversations that a lot of retail organizations don't. We focus in on creating that bridge of knowledge where corporations stop to where you want to be. We are that bridge and this is the podcast that you really really want to hear. All right, we are going to jump into these five critical areas that you need. I really hope you have a pen, I hope you have a notepad, I hope you have something to write these things down. This is going to be extremely impactful for you as a senior retail leader, to understand where you are. But, more importantly, what do you need to do for your team and also for yourself? All right, are you ready for number one?

Speaker 1: 4:45

Number one is how do you increase your retainability? Retainability I know when I just said it it sounded like two words, but it's one word. It's retainability. Here's the thing about retention. Retention is a two-way street. It's not. I know it's important that you understand the ability to retain great talent. It's critical, it's absolutely critical for your success as a retail leader period. But here's the thing that I always talk about how retainable are you as a leader? Are you indispensable? So how many of you have been on a flight before? And right before you take off, the stewardess talks about putting on your mask first before you put it on somebody else.

Speaker 1: 5:29

When we think about retention, we have to think about it in that way. First, we have to think about do I have the requisite skills to be retainable? Because if you don't know what retainability looks like, do you know how to hire for retention? Do you know what it looks like to hire the right person for where you are and where you are actually going, if you don't understand that for yourself? So we want to talk about it in that context of it's not just about retention, it's about making yourself, and then also your team, retainable. You have to make an investment in yourself, you have to make an investment in your team. So here's what happens when we start to think about retainability.

Speaker 1: 6:13

There are three different areas that I want to quickly talk about. Three quick areas Decoding feedback, crafting your retention blueprint and becoming irreplaceable. So I want to go through these and then we're going to, of course. Move on to the second one Decoding feedback. Okay, in retail there are so many different. How can we put it?

Speaker 1: 6:37

Classifications, high potential, meet expectations, exceed expectations, below expectations, don't meet expectations. You've been hearing this your entire career and you don't know where do I stand. Where do I stand right now? Because, here's the thing you can be high potential and then you get a new boss and guess what? You're not high potential anymore because you have to start from ground zero. You have to start from ground zero. So how do you decode the feedback that you've received throughout your entire career and understand where you currently are as a leader and what does that mean for you moving forward? So you have to be able to decode the feedback.

Speaker 1: 7:20

This is a point one around retainability. Number two craft your retention blueprint. You need a plan. You need a plan. Retention just does not happen. Listen to me you can look at your succession plans all day long, all you want, but if you do not have a plan for retaining that talent that you need to go into that succession plan or that's currently on your succession plan, then it's just not going to work. But at the other point, we're just going to get back to this again, about yourself.

Speaker 1: 7:54

How are you, how are you set up for, for growth? Right, I always think about it in this way Every time I hired, anytime I hired, I hired for growth. I didn't hire for. Right now you have to hire for growth. So, as a, as a, that begs the question Are you ready for growth? Do you have the records, that skills to grow? So, and in that, in that retention blueprint, you have to take Time to assess where you are, so that you can develop those skills, so that you can become Retainable yourself.

Speaker 1: 9:47

And then the last point with this one is are you are, are you becoming irreplaceable? Right, let me, let me, let me tell you this right now this is the secret sauce, this is the secret sauce to be in Irreplaceable how much do you give of yourself? How much do you give of yourself? The one issue that I always have with leaders is that when they withhold knowledge, when they withhold Information, because they are afraid that the more information you give, the less control you will have, that is a clear sign of a insecure leader. When you will have the inability to give of yourself, to give more of yourself, to give information, to be transparent, right, you truly become irreplaceable, and it takes time. It takes time for you to understand that. The other thing that makes you irreplaceable and we're gonna talk about this one here in In a second is that you have to have an, a valued opinion. A valued opinion people will come to you for Different information and you have to be able to have an opinion on that right, but your opinion has to be valued over time.

Speaker 1: 11:09

So number one was increasing your retainability, and we talked about Decoding the feedback, crafting your attention blueprint and becoming irreplaceable. All right, I really hope you're ready for number two. I really hope you're ready for number two. Okay, okay, so we just. We just spoke about retainability. Number two, let's talk about number two. Okay, this one I've been sitting on for a while.

Speaker 1: 11:46

When I say I've been sitting on this, this is honestly been, you know, sort of my secret weapon as a retail leader for years. I mean when I say years, I mean years, and it is the idea and concept of how to improve your approach ability. I am in the midst of writing the book the approachable retail leader. Within that book, we focus on an understanding that every Retail leader spouts differently, and the reason I say smile is because we actually have a framework, we have an action, an acronym for the word smile, and it is self-awareness, mindful listening, inspire, trust, lead by example and also empathy. So here's why I love this concept of approachability. It is a time saver, one of the things, and all of you, retailers, will know and understand this.

Speaker 1: 12:48

The one of the things I would always tell my team is that listen to me. I would rather you inform me of an issue than me having to find out how many of you can relate to that. How many of you can relate to that? Right? So that will probably be my initial conversation when I talk to them, but then, over time, the level of approachability that I was able to display would allow my teams to inform me instead of me having to find out certain things. So, guess what? We can identify problems quicker, we can ideate solutions so much faster, we can execute so much faster, we can hire so much faster. The idea of approachability is that it's the process of allowing people to be able to come to you as a leader, as they are, and be able to talk about real situations, real issues, without reprisal, without judgment. Approachability has a measure of curiosity associated with it, and so, therefore, it's important that you walk into a store and I always say this you visit people, not stores. So the approachability factor comes into play. When we talk about our acronym, smile, I will briefly go through all of these because we're writing a book on it. So I want to tease it a little bit because the book is going to be amazing. I'm telling you right now.

Speaker 1: 14:13

So self-awareness Honestly, self-awareness is really just having a deeper, a deep rooted sense of your why. It goes a little far beyond just the knowing your strengths and your weaknesses. It is understanding your why, why do you make decisions, how do you react and why you react in a certain situation the way that you do. Self-awareness has the ability to make or break you as a leader. Your temperament, all those different aspects of your leadership are wound up in your ability to understand your measure of self-awareness.

Speaker 1: 14:48

M it's for mindful listening. Here is, here's the brass tacks of it. Retail is. You have to understand this. You are at different levels with each one of your team members all the time. All the time.

Speaker 1: 15:06

The issue is that a lot of leaders tend to lead one way and they expect the team to kind of acquiesce to that leader. As a leader, you have to be adaptable. You have to know where you stand and where you are at, where you are with each one of your team members, each one of your leaders, all the time. And you and you have to adapt your leadership style because if you don't guess what, you're not going to get the results that you want. So mindful listening the M. So I inspire trust. Two points on inspire trust you have to be transparent with your decision-making and you have to provide a personalized growth plan. So transparency here's the major issue. Or why leaders are not transparent? Here's why because they are emotionally attached to their decisions. When you are emotionally attached to your decisions, guess what? Any measure of disagreement with that decision is almost an attack on you. You have to be how can I say this? You have to be mature enough in your leadership to understand and be okay with dissent. It is okay to have dissent around a potential decision that you're going to make because you want the best decision possible. So you have to develop that level of maturity to accept and be okay with dissent.

Speaker 1: 16:33

The second part is the personalized growth. We have created all these kind of imaginary pathways for people to get to the next level. You have to go to this level, you have to start to this and you have to go here and you have to go there. And now you can become a store manager. Or now you become a district manager. After doing two or three rows, after you become a store manager to get to the district manager level, yada, yada, yada. We have to stop that. You have to create a personalized, you know, growth plan for that individual that is realistic, and it's not just because everybody else has done it this way that you have to do it that way as well. We can't. We have to stop that. You are not inspiring trust by doing that.

Speaker 1: 17:17

And lead by example. The L is lead by example. Here's the here. This is gonna help somebody out Making changes in your leadership style based on feedback. That's how you lead by example. That's how you lead by example. There are so many other things that people talk about leading by example, but leading by example is when you are, as it relates to your approachability. When someone gives you feedback, you actually have to have the ability to actually take that feedback and do something with that feedback. So leading by example is is learning and sharpening your skills based off of feedback, so that way you can become more approachable as a leader. And then empathy. This last one, I'm gonna use a quote from one of my favorite shows and it is called Ted Lasso. If you haven't watched Ted Lasso, you need to watch it, and he has this line and I love it.

Speaker 1: 18:09

It's be curious, not judgmental, as it relates to your approachability, for when people come to you with something, when you walk into their market, when you walk into the store or even when you go to home office, there has to be a natural curiosity to that relationship that you want to have, and it has to, and you have to be able to suspend judgment, because if you don't suspend judgment, no one is going to come to you. No one is one is going to want to connect with you. So you have to be able to suspend judgment but remain curious, and that curiosity is talking to your team, asking questions, understanding their aspirations, how's their family? All those different things. So, as it relates to approachability, we have this framework and it's called the smile framework because, once again, every leader smiles differently.

Speaker 1: 18:59

All right, you ready for number three? Okay, let's get into number three, because number three, all right, number three is gonna knock you in your butt. It's gonna knock you in your butt and you gotta be ready for it. Let's go, let's go. You're listening to retail leadership with Steve Worthy. Okay, number three. Number three I don't know why I laugh right before I start this. For every one of these I start with like a little laugh. I don't know, it's so funny and I hope you guys kind of get my little sense of humor because I get excited. Obviously, I get excited about all these. Okay, all right, here we go. Number three you have to learn how to develop your own opinion. I know you're like really, steve, really you have to develop your own opinion. You have to develop your own opinion. I'm gonna get into this. I'm gonna start with a quick story.

Speaker 1: 19:50

Years ago, years ago, years ago, I was a store manager and you know you get the, the, the, the, the visit from from HQ with, like there, you know, anytime you get a visit from HQ, it's not just two people, it's like a team. There's buyers, there's there's your boss, your boss's boss, there's H, hr, all these people. So there's like a team, at least six or seven people. Right, they're not gonna just get on the jet and just like you don't send two people, they're gonna send a whole whole group of people. So I would get these store visits and you know they would come in. They would visit my store for about an hour, right, and store was down. Then we were, we were good to go. Then they would go over to my peers, my pierce store, and they would spend. They would spend three, four, five or six hours at at his store and I'm like dude. So initially I thought I thought my pier I'm just gonna call him Jim I. I initially thought Jim was in trouble, like why are they spending so much time at his store? Then we got another visit, right, they would go to one of my pierce store. Then they go to the gym, gym store, and they would do the same thing. They'd spend three or four hours and I'm like dude, why are they spending so much time in gym store? So I walked I had this a gym dude I need to know and he walked me through everything that he would do when they came.

Speaker 1: 21:10

Here's the thing Jim had an opinion on his business. Jim had an opinion on the, the assortment. Jim had an opinion on his team. Jim had an opinion on his competition. Jim had an opinion on where his store was going, where the market is going, where new stores can be built. Jim had an opinion and and that was that is what set him apart.

Speaker 1: 21:38

Every leader must have an opinion. Well, mostly is don't know how to express it. You know they don't. They don't know how to articulate their opinion and not come off as being a jerk. Here's the thing. An opinion, an opinion, is used to provoke a better answer or more, or add value. An opinion doesn't necessarily mean that you have all the answers. It's just an informed perspective and so insight, but it's laden also with curiosity. Right, an opinion is is is used, once again, to provoke a dialogue between you and whoever it is that you're talking about, so that they can go a little deeper. Then you can go a little deeper and both of you are leaning in to whatever that opinion is or whatever that perspective is, so that, ideally, you come out the other side with more value. You come out the other side with more information on what to do next Period, and you have to have an opinion.

Speaker 1: 22:45

As a retail leader, a good opinion can change the course of your career Because in matters, a good opinion carries weight. Your opinion carries weight. Please understand that there are three areas that you need to have an opinion on. Three areas you need to have an opinion on your people, your business and yourself and who you are. You have to have an opinion on those three areas as a retail leader, right, here's the issue with opinions though a Lot of them can be late and with emotion and emotions. You have to understand and learn how to take the emotion out of certain situations. You have to be able to learn how to do that An opinion for your people. You have to take the emotion out of the situation and really go off the brass tacks of who they are, what they've done, the leadership traits that they have or that they need to work on.

Speaker 1: 23:44

For your business, you have to have an opinion on data literacy, understanding what your P&L is telling you and what is telling you in the future, your competition, merchandising, logistics, expansion, growth. You know product placement. You know where do you see the market? What are interest rates doing? What's the buying pattern of your, of your customers? What do you see coming down the line? What do you think back to school season is going to be like Right now? What do you? What do you think about Christmas? What do you think about Q4? What do you think about your staffing levels? Like these are the things that you need to have a very strong and educated opinion on as well.

Speaker 1: 24:24

And lastly, you you have to have an opinion on on you. Where do you want to be and how are you going to get there? Right, you have to be able to have an opinion on who you are, your strengths, your opportunities, the things that make you you, how you engage your team and also what are the things that you need to learn to do differently. Right, the issue that I see a lot of times when it comes to opinion on yourself is that we don't have the ability of skills to, or have the language to, talk about ourselves in an effective manner. That doesn't come off as boasting, but it really gives you a crystal clear picture of who we are and where we want to go. You have to learn how to have an opinion in these three areas. All right. Number four Okay, I keep saying I'm excited about each one of these, but I am, I am really excited about this one, because this one is Going to be one that's going to change A lot of your perspectives on who you are and what you do.

Speaker 1: 25:30

Right now let's go into number four. Okay, number four. Number four managing criticism. Okay, here's the thing I am a New York Knicks fan and the Knicks have been horrible. Probably since as long as I've been alive, they have been horrible. We've had a couple of good seasons, we've had a couple of good you know years where we've gone deep into the playoffs, but we haven't had a championship since I have been alive literally since I have been alive and typically New York fans are the worst. Boston fans are probably horrible too.

Speaker 1: 26:05

As it relates to our passion for our team and Whenever, if you've ever gone to a game and the team is a performing well, or or you may be a sports fan and your team is a performing well, what typically happens? Booing Right. People start booing Right. They just in a just like you. Really, it's like they're, they're Upset at the performance of the team and so they start booing. I remember listening to that and I I stopped booing because I started to realize that I was a bad person. I started to realize and start to think about the, the player. I well how how much the player feel that their fans are booing them, that their fans, the fans, are booing them. That's it has to be disheartening.

Speaker 1: 26:50

But here's the thing as a leader, what do you do when the booing starts? Because it's going to start. Best belief doesn't matter where you are in your career. The booing is going to start From your team, from the customers, from your boss. People are going to boo you now. They are not going to physically, you know. You know when you walk in the store, you know boo you. Right, they're not going to do that, but it's going to be subtle. It's going to be very subtle when they are displeased at what you're doing.

Speaker 1: 27:25

So here are three ways that you need to understand in your career of when the booing starts. Number one it's inherited. The booze are inherited. And what I? What do I mean by that? You're a new leader and you're in a new market. Right, they? They love the previous leader because the previous leader let them get away with everything and the booze of who you are are unwarranted. But they exist. Right, because you're new. Right, you are an unproven entity in their eyes, and everything that you say, every thing that you do, every mannerism is watched and it is scrutinized. Every decision you make is judged. Now, I know what you're saying, steve. You didn't. You didn't do anything to deserve this. Yes, you did. Here's what you did you became a leader. You decided to be a leader. Period doesn't matter when you decide to be a leader, the booing is going to start right. Booing is Inextricably like, connected with them with with leadership it is. It just happens. I don't know if any leader, if you have, if you're a leader, you haven't been booed. I dare say that you're not leading. I Dare say that you're not leading. So you can inherit the booze because of you know the. You're a new leader, you're in a new market or you're you know you, or even in the same store or whatever. And now you just got promoted. So people, there are people that are going to be booing you and watching you.

Speaker 1: 29:01

Here's the other one the. There are self-manufactured booze, and what I mean by that is you deserve the booze because your leadership sucks. Okay, I don't know how, I don't even know how else to explain it. You deserve all the booze. They're not even late. They are self-manufactured because you, because your leadership, needs help. Period, right and so In. But you don't know that right, you think you are. You are the bees knees. I'm so old I can't believe. I just said bees knees, right, but you just think you are the best thing since sliced bread. I'm gonna know there's another one right there. Right, but you're not. And so the booze that you receive are deserved because, guess what, your leadership isn't where it needs to be. You need feedback, and you need it now. Most important, you need to do something with that feedback. If not, you're gonna lose the team and the booing is Going to become even more so. It's gonna increase, right, and here's the thing that you don't want to have happen. When it, when it's the booze are self-manufactured because your poor leadership, they start booing to your boss. They start booing to your bosses, boss, they start booing behind your back even more so behind your back, right, so the self-manufactured booze are something that you, you have control over. You can do that if you get the right feedback, if you get coaching, mentorship, if you join different groups, masterminds, to understand where you are within your leadership. And the last one is and this one is this one is a little difficult, but it's it's.

Speaker 1: 30:35

It's very true you, you're assuming that people are booing you based off of insecurity. Right, the booze may not even exist. But you are so insecure as a leader you think everybody is booing you. You do. People aren't even people. People are indifferent about you. They're not booing you, they're just indifferent about you. But you have, you have assumed that the booing is there. So guess what? Guess what you become? You become a people pleaser, right you? You become a people pleaser in hopes that the booze are going to be reduced. I go are going to be reduced, but guess what? The booze don't even exist because people are indifferent about who you are and what you do. They don't have an opinion one way or the other, but you are insecure and who you are as a leader, so you just assume the booze are there, right? So if you're assuming that people are booing, you need clarity, you need an honest opinion about you and your leadership. You need a coach. You need, you need a person that's going to provide you with feedback. Right, when you assume something there, there is an issue of insecurity in who you are and what you stand for. So, once again, when the booing starts, you can inherit the booze, the booze become their self-manufactured, or you can assume that the booze are there. All of these things require honest feedback on. All of these things require a massive amount of introspection and Change in who you are and Informed change. Not just change for change sake, but Inform change so that you can be the best person in version of yourself that you want to be. All right, we are going to get into number five. Number five is going to be the one that is going to help you bring everything Together all right. Number five, number five is is is future self. You need a game plan for your immediate future as a leader.

Speaker 1: 32:45

If you had the opportunity to speak to your future self, what questions Would you ask? What questions would you ask right, just think about that. You could pause or you can write it down right now. What questions would you ask your future self? Well, most of us would ask questions related to three things that we care about the most. It's our future, our family and our finances. Our future.

Speaker 1: 33:10

Let's talk about our future for a second here. What am I doing? So you're talking to your future self like, what am I doing? All right, where am I doing it? But most importantly, most importantly, do I enjoy what I'm doing? Am I fulfilled? Am I fulfilled in what I'm doing? When you think about your future self. These are the questions that you will ask yourself. The second one is around family. How was I able to provide for my family? Did I set a good example? How? What is my family doing as a result of my leadership? Where are they now within their professional career, within their personal development? These are all important things that leaders Would ask their future self. And the last one is gonna just be my finances. Where am I? What type of behaviors here's a here's a great question ask your future self. What type of behaviors do I need to learn now that will set me up for future success? What leadership skills do I need to develop in order to maximize my future earning potential? Those are two killer questions to ask you for yourself.

Speaker 1: 34:25

I really wish I had the opportunity to ask my future self this when I was 26, 27 years old, even 30 or even 35. I would have been able to make a massive dent in the universe, as my James, as my friend James Hicks, always says. Like you have to make a dent in the universe. I would have been able to do something completely. I won't say differently, but I would have probably been leading at such a different level. Right, what about you what? What questions Do you want to ask your future self?

Speaker 1: 34:55

In order for you to become that future self, you need a game plan. You need an open and honest plan around where you are and around when you want to be. You need a strategy. You need a guided set of actions and activities To actually move you along in everything that you want to do, everything that you want to Accomplish. So number five was your future self Right, creating a game plan that will immediately impact you in your future as a leader. Okay, so let's, let's quickly, just let me just quickly recap number one improve your approach ability, increase your retain ability, learn how to develop your own opinion, manage criticism. What are you going to do when the booing starts? Because it's going to start.

Speaker 1: 35:59

And then, number five Do you have a clear plan? Do you have a clear plan for the immediate future as a leader, for your immediate future as a leader for so, for so many senior retail leaders, I know this is exactly what you needed to hear. And and in how you need to focus on your developmental plans for, for your high potential leaders, so that you don't lose them right by, by continuing to grow and nurture them in the right way and you have to do that now. That being said, for most of you, executing this critical plan is easier said than done. It's easier said, and especially right now, in the state of re, in the state of retail, a hundred percent. I completely understand that. When you look at the current state of our industry, you look at the current state of where we're, where we're going.

Speaker 1: 36:54

The problem that many retail senior retail leaders face right now is around capacity. Right, you need more. You need more time. You need more ability. You need more a bandwidth to actually build your team. More responsibilities your responsibilities have enlarged. Right, more stores, leaders you need more leaders to build up and but you have less time to do that. And then you add on the the stretch of our upcoming season Q4. Right, q4 can take a massive toll on leaders and you need to be able to develop your team as best as you can, and that means developing the best talent.

Speaker 1: 37:37

Even if you don't have time to do it, even if you don't have time to partake in it individually, you need to be able to invest in your team. You need to be able to invest in your team. This is why I've developed an eight-week Retail leadership mastermind. That will help you bridge the developmental gaps that you need, which is to improve your approach ability, increase your retainability, teach your team how to develop and have their own opinions, prepare them for the criticism that is to come, but, more importantly, to have a game plan for their future success.

Speaker 1: 38:16

I know one of the reasons why a lot of people don't want sometimes it's just real talk the raw lot of times, leaders don't want to invest in their team. It's because they think they're gonna take that investment and go somewhere else. But I'm telling you right now, when you invest in your team, right, they become, there is a, there is a piece of loyalty. That is. That is that happens, that occurs in them. They become more loyal to you. So it is. It is important for you to also think about it in that context.

Speaker 1: 38:45

So take a second, think about this which leaders on your team is worth investing in right now? Who has potential? Who can you not afford to lose right now? Right, so, do you have them in mind? Did you write their names down? Do you see them? What is their names? How important are they to you, your team and also to the company? How can you can, how can you support them differently and authentically? Right? How can you do that? Here's how you can do it. You can connect with me and you can set a time up so that we can talk about your team and we could talk about the mastermind and to see and understand if this is something that they want to do.

Speaker 1: 39:28

But here's the other part of this. You're probably thinking like Steve, hold up for a second man. I'm listening to all of this stuff and I need this, the same thing. You need to improve your approach ability. You need to improve your retainability, develop your own opinions, right. You want to be ready to lead through the booze right and to develop a clear plan. Listen to me, I got you covered as well. I got all of you guys covered. I have the high potential store managers covered and I also have the multi unit leaders covered. I have two separate masterminds Dedicated to both of those, both of those groups of leaders the high potential store managers and also the multi Unit leaders, the district managers, territory managers and regional managers. We are starting this in September.

Speaker 1: 40:13

I am super excited about this because it has been in high demand. We have been putting out tons and tons of content around retail leadership and it is time now for this mastermind to take place, and if you want to learn more about it, there was a link in the description. Go ahead, click that link, set up a time for us to talk and I will give you all the information that you need to learn about the mastermind, I know is going to be impactful. We are only Only offering six to eight slots for each group for the high potential store managers and also for the multi unit leaders. We are only offering six to eight slots, so we're excited about this as well. So all five of these lessons are super critical to you as a retail leader.

Speaker 1: 41:02

I'm excited and I'm looking forward to talking to those of you who are interested in Taking your career from where you are to where it is that you truly want to take it, and the only way you're going to be able to do that is by taking the first step. It's going to be connecting with me and setting up a time for us to talk. I look forward to us meeting and talking. This has been retail leadership with Steve Worthy. Have a great day and God bless.