Become the Manager of Managers

  • Role of the multi-unit manager and how it differs from single site operations
  • Remote management challenges of a multi-unit manager manager
  • Behaviours of effective multi-unit managers
  • Leadership essentials and your leadership brand
  • Servant Leadership
  • Emotional Intelligence
  • Mental Toughness/Resilience

Ops Disciplines: Periodic Business Reviews

  • Periodic and structured reviews between multi-unit and individual site managers to cover all aspects of the balanced operation including:
    • Formal & consistent review of all key performance indicators
    • Quality of operations
    • Impact of the Big Rock Quarterly action plans – mitigating gaps and exploiting opportunities
    • Review progress with People Inventory development goals

Ops Disciplines: Quarterly Big Rock Plans

  • SWOT analysis to understand internal and external factors
  • Review performance of key performance indicators to identify the ‘Big Rocks’
  • Formation of the Quarterly Big Rock Action Plan to drive performance across KPIs
  • Once core goals have been identified:
    • What are the measures of success?
    • What proactive actions should managers commit to?
    • Accountability – when will these actions take place, by whom, how often?

Ops Disciplines: Effective 4D Ops Visits

  • Planning & preparation
  • Conducting the visit – Operations in 4D:
    • Customer experience
    • Quality of operations
    • Competitor activity
    • Colleague development
  • Progress with Quarterly Big Rock plans
  • Opportunities to increase transactions, average spend, enhance customer experience
  • Post-visit review/feedback/actions and accountabilities

Leading A Customer Experience Culture

  • Creating and sustaining a customer service vision, hardwiring the customer at the heart of every decision and action taken
  • importance of shift briefings to structure, focus and energise teams to deliver exceptional service and genuine hospitality
  • Understand customer data (such as NPS results), customer feedback, external insights and benchmark service
  • Local Store Marketing opportunities to increase transactions and frequency, average spend per customer

Tough Talking - Confidence & Competence

  • Preparation for the conversation
    • What is the outcome that I want?
    • What examples will I share?
    • What reaction might I get? How will I respond?
  • Conducting the conversation
    • Awareness of body language, tone of voice, trigger words
    • Note taking including specific actions to implement
    • Setting formal review dates/time

Performance Coaching

  • Coaching Skills for line managers:
    • observation
    • questioning
    • listening
    • holding back
    • feedback
    • goal setting
  • Effective delegation of tasks to store managers
  • Differences between training, coaching and mentoring

Time Management Magic

  • The Productivity Spells:
    • Clarity – identifying the “game changing” goals at work and at home
    • Planning – 60:30:10 productivity code
    • Technology –  use of relevant technology (e.g. Outlook) to prioritise & focus
    • Meetings –  preparing and facilitating high value meetings that matter
    • Delegation – developing others, building their expertise and maximising personal productivity to focus on critical activities

Building Bench Strength

  • Multi-unit manager responsibility to build a pipeline of future talent
  • Rule of 7 development plan – unit/district approach to succession and development
  • People Inventory – reviewing individual strengths & development needs relating to skills (technical/cognitive), behaviours and knowledge
  • Building a robust and user-friendly personal development plan
  • Quarterly performance appraisals

Wellbeing For Multi-Unit Managers & Teams

  • Self-care strategies to promote wellbeing, prevent stress turning into overwhelm, burnout or a more serious mental health illness.
    • What causes stress? Identifying triggers and high pressure zones
    • Creating a sense of security and reducing stress levels
  • Identifying key stressors within your team
  • Building resilient teams, navigating the complex and uncertain world we live in today.
  • Dealing with failure as a team