My Beef with Audits
And how to make them better
Working for corporations is exhausting.
There are binders of rules littering the back room, and it takes the better part of a year to become proficient in all that is not allowed.
If you’re lucky enough to work for a company that has entered the twenty-first century, these binders full of rules have been digitized and are now accessible on your work computer, but it’s all kind of the same shit.
Yes, there needs to be a baseline for how we treat one another. And we probably shouldn’t be returning an item that is a year old or worn out, but leaders can get tangled up in corporate webs like audits.
The Problem
Audits should be used for education. That’s all.
Leaders who use audits as a “gotcha” or an excuse to write people up can go kick rocks. There’s nothing worse than a manager that weaponizes their knowledge against the people they’re supposed to be helping.
“Looks like you forgot the phone number to our Loss Prevention Hotline, Stacy. I’ll inform your manager so you two can talk about your retraining.” He says with a smirk as he walks away with his clipboard.
Meanwhile, your store is in flames behind you.
But sure, we’ll get right on memorizing that phone number. Like, we can’t just save it in our fucking cell phones at this point.
I don’t know if the C-suite people have been to the field, but nothing is the same.
We used to get tired from being on our feet all day, talking to customers, and executing the laundry list of crap handed down to us. Now, on top of all that, the frontline is
Short staffed
Unsupported
Underpaid
Occasionally abused by customers
There was a significant shift in customer abuse during COVID, and it has not gone away. Companies need to stand behind their employees wholeheartedly and have zero tolerance for customers who threaten, name-call, or verbally attack their staff.
When customers are abusive, kicking people out should be the norm.
What the Audit Should Be
The need for companies to have checks and balances is enormous. Especially when stores are dotted across the country or even the globe. Yes, have audits. Make sure that people know what is expected of them, absolutely.
But realize that each environment is different.
After the audit, tailor it to the individual store or the day.
Are the leaders new?
Did people call out today?
Were there giant projects that the team was trying to complete?
Every day on the frontline is different, so audits need to be flexible. The person conducting the audit must use them as a training opportunity rather than a way to lord information or experience over a most-certainly burnt-out team.
MAILBOX
This question landed in my DMs recently.
“I have been in retail almost 10 years and I’m ready to leave. I don’t have a college degree but retail has given me 1000s of life skills, is there any advice when looking for a career outside of retail?”
Yes. There is way too much advice to give you here. So, you need to get specific. The more granular, the better.
What industry do you want to move into?
What position?
What would your ideal day look like?
What do you love doing in your current job?
What do you hate?
Retail leaders have difficulty breaking into different industries because most people have no idea what the job entails. You need to shout about what you’re great at.
Things you can do alongside your 9-5.
Take an online self-paced class. There are a million choices, and some are even affordable.
Start posting on LinkedIn. Share what you’re passionate about, be positive, and begin to build your community.
Volunteer at a place that parallels your interests. Make new connections.
The most important part? START TODAY. Google the thing. Take notes. Make a connection. A career pivot could take you a year or two. The longer you wait to start, the longer it will take you.
Level Up
One thing you can do today to be a better leader, co-worker, or friend.
L I S T E N.
While you’re listening
Don’t interrupt.
Don’t listen so that you can start talking when the person stops.
Don’t look at your phone, type an email, fidget, or yawn.
DO
Look them in the eyes.
Concentrate on what they’re saying.
Ask how you can help.
Repeat back to them the critical takeaway so you’re both clear.
Write yourself a note if it needs any follow-up.
People work for people. It’s cliché and cringey, but it’s true. A handful of people I worked with followed me to other companies. Why? Because I listened to them, gave them space to do their work, and made the job as fun as possible.
Be cool to people. Listening and creating space is a giant, fat piece of the puzzle.
My book, Leadership Field Guide, will be out soon! It’s a practical pocket guide that tells you how to set up your store for success and how to foster a kick ass culture.
The goal is to publish in May. I’m crossing my fingers.
Jump to the front of the line and snag it first. ⬇️
If you know anyone else that would like The Voice of the Frontline, please forward this email.
You’re the best.
Our station audits are pretty much what I envision hell to be like. It's all "inside baseball" kind of stuff, but it's so pedantic that my head hurts even typing this. Talmudic interpretations of flight paperwork, the correct angle (I'm talking number of degrees here) a belt loader should be raised when approaching an aircraft, etc.
And we never, ever, see any kind of data set or trend analysis on any if it; not at the local level or network level.
Sounds like some of the people conducting the audits are as bad as abusive customers. Ugh! Thanks for shedding some light and help.