Retail Contrarian

Addressing behavior and performance issues

I believe that almost all employees want to do a good job.  And for the most part, they do. Even so, we do from time to time end up with someone who isn’t meeting our expectations.  Here are several ways I see managers and owners address that issue.

* Never say anything to the employee, but silently become more and more frustrated. Nothing like a resentment to turn around an employee’s performance! The employee thinks he’s doing fine, but his manager is getting an ulcer.  People aren’t mind readers.  Managers have to say something if they’re going to improve someone’s performance.

* Complain to others about the employee, but never say anything to the person him/herself. Hey, at least they’re talking about it! Too bad it’s to the wrong people. I’m sure the manager’s spouse, friends, or even his/her dog or cat would appreciate it if the manger stopped talking to them and started actually doing something about the employee.

* Say something to the employee, but sugarcoat it so much the employee thinks they’re doing okay. This happened to me once. When I was in college I was working full-time, going to school full-time, and partying full-time. I was a very busy guy. When my store manager was transferred I was sure I was going to be promoted. When I went in for what I thought was an interview I got fired. Let me tell you, that was a shock! The manager tried to say that he told me my job was in jeopardy, but if he did he so sugarcoated it I never heard what I needed to hear.

The only way to truly address an employee issue is this.

* Meet one-on-one with the employee, and be direct and tactful about his/her behavior or performance. People deserve to hear when they’re failing to meet their manager’s expectations.  They also have the right to know the consequences for failing to change or improve.

Sure, you might be uncomfortable having this conversation, but the alternatives simply don’t work.  Most people who struggle to have these kinds of sit-downs hate confrontation. Well, it’s not confrontation. It’s not about the person at all. It’s about his/her behaviors, actions, or performance that are falling short of what’s required in the job. By meeting and working with the person you’re (hopefully) going to be able to help her improve so she’s able to continue in the role.

But remember, there is a difference between addressing a behavioral issue or one that is about job performance.

A sales or service performance issue does require some time to improve. Chances are the employee needs some additional time and training to be able to get his/her performance to the level that’s required. In that case it might make sense to give the employee 30-60 days to turn it around.

A behavior issue is different. The employee should be expected to change his/her behaviors immediately.  If he doesn’t, he should be on the fast track to a new job somewhere else.

Too often managers aren’t willing to draw that line in the sand. Or they do, but then keep redrawing it further out. I once met a retailer who cut an employee’s hours because she was so miserable to customers and colleagues. Great. Now she only hurt the store ten hours a week instead of twenty!

Another storeowner I know gave an employee thirty days to quit being rude. She should have been given thirty seconds, if that.  Expect people with behavioral issues to change immediately, and if they don’t they should be gone. You might need to document and follow a process, but that doesn’t require a certain amount of time. It requires action on your part.

So let me ask, in which one of these do you see yourself? The good news is that any manager can learn to be direct and tactful. It just requires taking action, and maybe putting yourself in an uncomfortable situation.

By the way, if you struggle to be direct and tactful with your staff you might consider joining the Extraordinary Coach program the next time I offer it. I’ve helped hundreds of owners and mangers not only become comfortable in addressing employee issues, but by becoming better coaches they can often avoid needing to have these meetings altogether.

---------------

Doug Fleener, a proven retail and customer experience expert and consultant, helps companies dramatically improve their customer experience and their results. Visit the Dynamic Experiences Group website, or call Doug at 866-535-6331 to discuss how he can help you create an extraordinary experience and results.

Five ways to lose credibility with your employees

Here are five ways leaders can lose credibility with their employees.

1. Not doing what you say you will do.  I believe that doing what you said you'd do is one of the most important attributes of leadership.  Unfortunately, too many owners and managers don't even realize they're falling short in this area.  They might think they're "putting it off" or "being forgetful," but for the person to whom they gave their word it's a failure of credibility.  It doesn't matter how big or small the action is, if you say you're going to do something for an employee you must follow through.

2. Constantly contradict yourself.  Years ago I attended a client's staff meeting and listened to the owner give an inspirational talk on how important the customer is to their business.  I wanted to give him a standing ovation!  After the meeting, one of his managers asked him if he had had an opportunity to follow-up with an unhappy customer.  The owner promptly went off on what an idiot the customer was, completely contradicting everything he had said in the meeting. You have to walk the talk.

3. Having off the record conversations.  If you're an owner or manager, there is no such thing as "off the record."  The minute you say, "Just between us..." I guarantee that you are about to lose your credibility.  Here's why.  What follows after "Just between us...." is either gossip, which I address below, or you're about to share information you shouldn't be sharing. Either way, it's a credibility killer.  And the reason I bring this up a couple of times a year is because I was guilty of way too many" off the record" conversations when I was a young manager.

4. Gossiping. Call it what you want, but if you talk about someone to another person and say things you wouldn't say if that person was standing there, it's gossip, and that's a big time credibility killer.  Even if the other party is a willing participant in the gossip, they still think less of you.  I don't think most people even know they're gossiping.  It's idle chat, but still a credibility killer.

On the other hand, positive gossip is a credibility builder.  That's sharing positive things about another person when they're not there.  As an example, you could tell Pete, "Mary is so good at showing customers additional products.  I swear they end up thanking her for selling them more items."

5. Blaming "them" for problems or unpopular decisions.   Sometimes "them" are the customers. Sometimes it's corporate or the owner.  Sometimes I can't even figure out who "them" is but if an owner or manager doesn't own their results and direction, it's costing them credibility.

I see this in a lot in chains.  Store managers, and even district managers, sometimes create an "us against them" mentality.  Why?  Because it's easier.  Instead of saying this is what WE need to do, or this is how we're now going to do something, they take the easy way out and blame "them."  Ultimately it's not the easy way at all, because once you've lost your credibility it's very hard to get it back.

The easiest way to keep and gain credibility is to lead by example and avoid these credibility killers.

So let me ask, are you at risk of losing credibility with your staff?

---------------

Doug Fleener is a proven retail and customer experience expert that helps companies dramatically improve their customer experience and their results. Visit our website or call Doug at 866-535-6331 to discuss how he can help you create an extraordinary experience and results.

Heels or toes?

When talking with employees, especially when giving them feedback, the words we use can put them on their heels or on their toes.
 
Sometimes managers unintentionally choose words that put their employees on the defensive, or what I call on their heels. This is usually the result of starting feedback with what is perceived by the employee as an accusatory statement.
 
"Why didn't you bother to tell that customer about the GWP?"
 
"I don't think you care about your sales results."
 
"How come you don't show gold before silver?"
 
"You had plenty of time to get that order out."
 
Anytime a person is back on their heels they're less likely to hear the message and apply the feedback.
 
The goal is to choose words that inspire people to listen, or put them on their toes leaning in, if you will.
 
"I have a few ideas of ways you can engage your customers with the GWP."
 
"I see your sales been lagging over the past few days. Let's sit down and discuss it."
 
"I noticed that you only showed the silver to your last customer. Here's the benefit of showing gold first."
 
"Before you go, let's talk about how your day went."
 
It's clear which statements the employee is more likely to listen to and apply the feedback.
 
The same holds true with customers. The words we choose either put them on their heels or toes.
 
"Do you have any questions?" and "How may I help you?" can put some customers on their heels.
 
"Let me show you..." and "Welcome. Let me tell you about...." will put more customers on their toes.
 
I encourage you to listen carefully to the words we use with your staff and customers, and determine if it is putting them on their heels or on their toes.

---------------

Doug Fleener is a proven retail and customer experience expert that helps companies dramatically improve their customer experience and their results. Visit our website or call Doug at 866-535-6331 to discuss how he can help you create an extraordinary experience and results.

Keeping a molehill from becoming a mountain

I'm a big fan of the television program Project Runway, so of course I'm watching Project Runway All Stars. At first I was disappointed that Tim Gunn, who usually acts as mentor to the designer/contestants, would not be taking part in this edition of the series, but I've really come to like and appreciate Joanna Coles, Editor-in-Chief of the U.S. edition of Marie Claire magazine and mentor to the All Star designers.

In last week's episode Joanna handled an issue in a way all of us can learn from. When talking with the designers she discovered that one of them believed that another designer had copied his design. That designer, of course, felt differently.

Instead of letting the issue simmer or talking with each designer separately, she immediately asked everyone in the room to gather round. She told them that whenever there is tension in her office she pulls her entire team together on the spot and addresses it.

She then asked the other designers if they felt that Michael had copied Jerrell's design. After getting their feedback she shared hers, and then dismissed the meeting. Done.

Love it!

Here are the five things we can take away from how Ms. Coles handled the situation.

1. She addressed a problem immediately. She didn't tiptoe around it or hope it would take care of itself. Nope, she saw an issue between two people and stopped what she was doing to address it.

2. She publicly acknowledged that there was tension among the group. Why step around the elephant in the room? That just requires extra energy and impacts the ability of a team to work together.

3. Her reaction kept the molehill from becoming a mountain. The issue was only as big as Joanna Coles's reaction to it. Because she didn't overreact, the situation didn't become any bigger than it was. Many managers and owners can learn from this.

4. She addressed the issue in the open. Of course we have to be careful here, but there are many opportunities to address issues among the team. Whenever there is a problem we sometimes inadvertently create the "he said she said" dilemma by meeting separately with each individual involved.

5. She brought closure to the issue. At the end of the mini-meeting she declared that the issue would be decided on the runway. In other words, we're done and it's time to move on. I like to also set clear expectations on how you expect people to behave going forward. "From now on, if you have a problem with someone you need to tell them directly and not complain to others behind that person's back. Let's now move forward and work together."

Later in the show, Jerrell beat Michael in a head-to--head competition, so in the long run the question of copying a design didn't really matter, and I'm guessing that's why Joanna Coles made sure a mountain didn't grow out of a molehill.

So let ask, are you keeping molehills from becoming mountains in your store?

---------------

Doug Fleener is a proven retail and customer experience expert that helps companies dramatically improve their customer experience and their results. Visit our website or call Doug at 866-535-6331 to discuss how he can help you create an extraordinary experience and results.

How to build a more effective team

The quality of your employee's work experience has a direct impact on the quality of your customer's experience.  Give me five minutes shopping in a store and I can usually tell you how the staff feels about working there.

One of the key drivers of the employee experience is how the staff feels about their colleagues. That's why teamwork at the store level is such a vital component of a store's success.  When a staff works well together and feels proud to be part of the team, and is lead by a customer-focused leader, the quality of both the employee and customer experience is superior to that of a weaker team.

The key to effective teamwork is leadership.  It's leadership that makes teamwork an expectation.  It's leadership that holds people accountable to contribute to the betterment of the team.  It's leadership that is able to take a group of individuals and make them one.

To that end, here are four actions that will create a more effective team.  You'll see that the list doesn't include a ropes course, walking over hot coals, or any other popular "team building" activities.  It's the day-to-day actions we take that truly determine a team's success.

1. Stop drama in its place.  Nothing tears apart a team more quickly - or more quietly - than drama. If people are complaining about someone, address it immediately. If two people aren't getting along, sit them down together and put a stop to it.  I find two words are very effective for dealing with drama: STOP IT.

2. Regularly communicate your assessment of your team's teamwork.  Share what you see are the strengths and areas of improvement needed in teamwork.  The more you talk about your teamwork, the better it will be.

3. Don't enable poor performance and unacceptable behavior.  Teams begin to splinter when the majority feels that one or more individuals aren't contributing to the team.  Most employees can look past someone who is struggling in their role.  What they can't accept is when those employees are allowed to continue to underperform, or act in a way that negatively impacts the others.

Of course you obviously can't discuss how you're working with/coaching one employee with the rest of the team, the team should be able to see that you're working with that person to create a stronger and more effective team.

4. Recognize and celebrate effective teamwork, behaviors, and results.  It's important to not only encourage teamwork from your staff, but to recognize and celebrate it when you see it.  Just as we coach individuals, be sure to call out the behaviors and actions you saw and heard that created the effective teamwork. Sometimes leaders label a successful day as "good teamwork" without being specific about why the teamwork was good, but the more we recognize positive behaviors and actions the more likely they are to be repeated.

So let me ask, how are you doing in building a more effective team?

---------------

Doug Fleener is a proven retail and customer experience expert that helps companies dramatically improve their customer experience and their results. Visit our website or call Doug at 866-535-6331 to discuss how he can help you create extraordinary results.

How not to be an extraordinary boss

Here are eight things that can keep a good or great boss from being an Extraordinary one.  Fortunately, all of these traits are easily fixable by changing our own behaviors and actions.

1. You need everyone to love you.  While you need everyone on your team to respect you, and it is easier to lead people if they like you, if you need your team to love you, you will never be an Extraordinary boss.  Your need to be loved will keep you from setting expectations too high or delivering difficult feedback.  Be proud that you have a cohesive team that likes working with you. Leave the love for family, friends, your dog or your cat.

2. You don't walk your own talk. I once worked for a manager who told us we couldn't have friends visit us at work but he his friends would be in the store for hours at a time. This cost him both credibility and his team. Walk your talk and the team will follow.

3. You mitigate your praise. A lot of good bosses don't even realize they do this.  Here's a common example of mitigating praise. "Great sale, Danny, but you missed the chance to show the customer the new products."  Notice how the feedback on not showing the new products diminished the praise?  A better way to say it is, "Great sale Danny, and next time you want to be sure show the customer the new products."  I like to remind managers to keep their "but" out of their feedback.

4. You work in your office during peak times.  Every owner and manager has a lot of office work that needs to get done, but the Extraordinary bosses are almost always available during peak periods. They also tell their staff that when they get busy to ask for help. Unless you give the staff permission to interrupt your work most of them won't.

5. You have off-the-record conversations.  There are no off-the-record conversations with your staff.  The minute a boss says, "Just between us. . ." you're no longer an Extraordinary boss.

6. You don't give balanced feedback. Some bosses only praise their staff and some bosses only tell people what they did wrong.  Extraordinary bosses make sure they're giving all their employees a good balance of praise and instructional feedback.

7. You show favoritism.  There are people we like and there are people we like less.  As much as we'd like to think this doesn't happen, it does. The key is to keep those feelings to yourself. When I was a manager I thought I was pretty good at hiding my feelings until my assistant pointed out that I gave away my opinions with who I let hang out in the office off the floor. Ouch.

8. You don't have regular developmental conversations with employees.  One trait of an Extraordinary boss is his/her relentless focus on helping employees grow and develop. That doesn't happen through osmosis.  It requires regular conversations with employees about their strengths and areas of development.

So let me ask, is there anything holding you back from being an Extraordinary boss?

---------------

Doug Fleener is a proven retail and customer experience expert that helps companies dramatically improve their customer experience and their results. Visit our website or call Doug at 866-535-6331 to discuss how he can help you create extraordinary results.

Yes, they're amazing. Do they know why?

I believe most the regular readers of this blog lead a great company or store team.  I can say this because I've had met many of them, and I don't believe the others would continue to follow me if they didn't agree with my belief in the importance of great people delivering distinct and memorable customer experiences.

So you know your staff if amazing, and I know your staff is amazing, but do they know they're amazing?  More important, do they know WHY they're amazing?  I'm really big on not only thanking employees for their effort and contribution, but reinforcing how their contributions are a part of the store's success will also lead to yet more success.

As leaders, it's vital that we continually reinforce the impact our staff makes on our customers, on each other, and the business.  I don't mean just high-fiving your team every time they walk by (although if it's to get the product for a big sale I would do that), but, rather, communicating the positive impact of their actions and behaviors.

Most leaders focus their praise on the outcome.  Extraordinary leaders and coaches focus their praise on what an employee did to create the outcome.  It doesn't mean they don't also recognize the outcome, but the emphasis is more on the repeatable behavior.  When leaders do this in front of others it also teaches and inspires those other employees how to improve their own performance.

As you go through your week I'd like you to listen for how often you reinforce the actions and behaviors of your staff that make them amazing, and the impact those actions and behaviors have on customers, colleagues, and the business.

This is just one of many skills leaders learn in my Four Weeks to Becoming an Extraordinary Coaching and Developing a Winning Team program. I’ve been running this program for my Daily readers for a while now, and will be telling you about it next week. Until then….be amazing!.

---------------

Doug Fleener is a proven retail and customer experience expert that helps companies dramatically improve their customer experience and their results. Visit our website or call Doug at 866-535-6331 to discuss how he can help you create extraordinary results.

Inspiring retail leadership

I recently asked a client's store directors for examples of how they inspired an employee or their staff in the past week.  Not to be clichéd, but they inspired me with their responses.
 
I'd love to share all of their examples, but since that would be a very long post I'll limit myself to three.  These three really stood out to me because they are such great examples of action and not just talk.
 
This first one, from Anitra, I think is absolutely brilliant.  Her store needed some big days to bring in their month, and it was vital that her team believed they could actually sell that much.
 
The first thing Anitra did was to ask an employee who had just had a huge sales day herself to help her in getting the team to believe they could do it.  It's one thing to cheer people on.  It's another when an employee can say to her colleagues, "I did it, and you can, too."
 
Anitra also posted a big note in the back room saying that she believed the team could achieve these stretch goals.  Then she wrote down two strengths of each employee who was working that day to show why she believed each person could be successful.
 
LOVE IT!
 
Putting each employee's strengths up in big bold letters did a few things.  First and foremost it showed that she believed the team had the skills to reach their stretch goals. Anitra wasn't just being a cheerleader.  She linked the staff's abilities to the goals, and that gave them confidence.
 
Secondly, it kept the staff's strengths front and center for the day.  They not only remained focused on what they could do, but they also leveraged each other's strengths throughout the day.
  
Last but not least, seeing their strengths written down for their peers to see gave each individual a sense of pride and made them believe in themselves.
 
I'd file this idea away to use on that last weekend before Christmas or some other big day. What an inspiring idea.
 
Another favorite was from Jusdean.
 
Jusdean was talking with a staff member about calling customers about a promotion at the store.  The employee said that she thinks calling the customer is too pushy.  Jusdean suggested that it isn't pushy since the customer willingly shared his/her phone number and contact information.
 
At this point I think many managers would have just encouraged their employee to go make the calls.  Jusdean knew it was important that not only does an employee need to hear that it's okay to call a customer, she needs to believe it and know how to do it.
 
Jusdean asked the employee to shadow her as she made a call with the customer.  Just as important, she told the employee her techniques BEFORE she made the call so the employee could watch and listen for them.
 
Jusdean made sure the employee saw that she tried to act like the customer was right in front of her in the store, not like she was making a telemarketing call.  She also told the employee to listen for the way she presented the promotion to the customer with energy and enthusiasm.
 
After the call, the employee felt more confident and was able to make the rest of calls without apprehension.  Jusdean also noticed that the employee was even more confident talking about the promotions with the customers in the store.
 
What I love about this example is that Jusdean made the time to show someone how to do something she wasn't comfortable doing.  It can be challenging for a manager to slow down and teach instead of tell, but it's these teachable moments that allow employees to grow and develop.
 
Here's a similar example of inspiring people by leading by example.
 
So many managers talk about their staff having and using clientele books, but how many have and use them themselves?  Sue, another of my client's directors, inspired her team by making eight sales in one day simply by contacting the customers from her client book.
 
Not only were the employees working that morning impressed, but as the night shift came in Sue's eight sales from the book were the talk of the day.
 
Again, anyone can try to inspire with words, but it's actions and results that make the biggest impression and deliver the most inspiration.
 
Thank you Anitra, Jusdean, Sue, and the other executives, owners, and managers who inspire me every week. You are truly extraordinary!
 
So let me ask, how will you inspire your team this week?

---------------

Doug Fleener is a proven retail and customer experience expert that helps companies dramatically improve their customer experience and their results. Visit our website or call Doug at 866-535-6331 to discuss how he can help you create extraordinary results.

Dramatically improve your interviewing process

The other day I noticed that a manager was interviewing a job applicant on a bench in front of her store in a local mall.  Since I'm never one to miss the chance to watch and learn, I decided to hang out and see what I could take away from the interview.
 
I can sum up the entire interview in one word.  BORING!  The interviewer was boring. The applicant was boring.  I think they were boring each other.  At the end of the interview the only thing the manager learned was what was already on the application, and all the applicant said was the same the stock answers everyone says in an interview including the all important, "I'm a people person."  My day was complete.
 
Interviewing and candidate selection is just too important to not do extremely well.  Think about it.  A great hire can have an almost immediate positive impact on the store, and a bad hire can lead to 60, 90, or more days of pure hell.
 
Here are ways you can dramatically improve your interviewing and hiring process:
 
1. Spend part of the interview working together on the floor.  Instead of asking the applicant to tell you about her customer service and selling skills, have her show you with real customers.  Sure, she won't have a lot of product knowledge.  Sure, she'll be nervous.  But I'll tell you what, you'll quickly separate the winners from the fakers. Disclaimer: Check with your attorney, accountant, and even car mechanic if you have any concerns about the legality of your doing this.   At the very least, do some service and selling scenario roleplaying with a candidate.
 
2. Have him observe the staff and share his insights with you. This can be almost as good as having a candidate work the floor.  His feedback will tell you if he really gets what it takes to deliver great service and how to sell.  You'll be surprised how many people who say they're good at sales and service can't define it even when they see it.  This is a must if the applicant is a candidate for a management position.
 
3. Require the applicant to interview you. You can learn a lot about a person by the questions he/she asks.  Is he interested in the challenges and opportunities, or how the lunch breaks work?   Is she interested in hearing why you're a great company to work for, or is she already thinking about vacations?  Don't ask the applicant if she has any questions for you. Tell the applicant, "I'd like you to interview me for 5-10 minutes.  I'll give you a few minutes now to prepare your questions."
 
4. Have the applicant spend time with non-management team members.  Never forget that not only are we choosing who we want to hire, but the applicant is deciding who he/she does and does not want to work for.  If he/she is good we want to do everything we can to get our offer accepted.  One of the best ways to do that is to have the candidate bond with one or two of your best non-management employees.  It's one thing for you to say how wonderful your store/company is, but it's another when that message comes from a potential colleague.
 
So let me ask, can your interviewing process be improved?

---------------

Doug Fleener is a proven retail and customer experience expert that helps companies dramatically improve their customer experience and their results. Visit our website or call Doug at 866-535-6331 to discuss how he can help you create extraordinary results.

Delivering a great new employee experience

A new employee's first few days on the job has a big impact on how fast he/she ramps-up to meeting and exceeding your expectations.  I'm the first to admit that I've had more than my share of new employees whose first days were less than stellar. I all-too-often completely missed the opportunity to teach them how important they were to our business, and also neglected to teach them the culture of our business.
 
Here are seven tips to improving your new employee's experience.
 
1. Staff up for an employee's first couple of days.  Even better, don't depend on your new employee for floor coverage for at least a week.  Yes, it's an additional payroll cost, but chances are if you get busy the new employee is going to lose you as many sales as he/she makes you.
 
You could be in the biggest traffic slump of all time, but start a new employee and you're sure to get slammed.  It's vital to be able to spend time working with him/her and not having to cover the floor.  And along the same lines, never start an employee on a day you can't be there to welcome him/her.  I don't believe in delegating the employee's first day experience.
 
2. Get the employee's paperwork completed before their "official" first day.  I think filling out paperwork and reading the employee handbook is a boring and unproductive first day. I want someone's first day to be the best first day of a job ever!  I recommend requiring that a new employee stop by and complete their paperwork before the official start.
 
3. Throw a welcome party. Imagine a person's surprise to see a big welcome sign and a cake celebrating their joining the company.  Now that's a WOW!  I've never figured out why we wait until employees leaves to celebrate them.  I also think it's a great way to introduce the new person to everyone.  I know many of you have started this wonderful tradition. Love it!
 
4. Give the new employee your undivided attention.  That means starting your employee on a day that you don't have a conference call or other meetings going on.  I cringe every time I think about the employee I brought on who spent her entire first day waiting for me. Talk about a poor first experience!
 
5. No scheduling them on the floor until they're able to add value to the customer's experience.  An employee doesn't have to know all of the products or how to do everything before hitting the floor, but he/she does need to have the ability to contribute to a customer having a good experience in the store.
 
Expedite the employee's learning, and soon he/she will make a positive impact on the floor.  And the faster the impact on the floor, the better they'll feel about themselves. The better the employee feels about him/herself, the better the experience they'll deliver.  Got it?
 
6. Have them spend several hours of their first day observing on the floor.  Rather than hearing about, reading or watching a video about the customer experience, get the new employee out on the floor to observe it.
 
Here's how I like to do that. Give the new employee a list of things to watch for when other employees are engaging a customer.  Have the new person write down specific examples that they see or hear, and then review them.
 
7. Partner your new employee with a mentor. I think we can all remember how awkward it is to start a new job. You don't know how to do much and you walk around feeling like you have two left hands and two left feet.  The last thing you want to do is keep asking your new manager so many questions you're afraid you're bugging your boss to distraction.  With a non-manager as a mentor the employee will feel more comfortable asking questions - and we know the staff knows more than you do anyway!
 
So let me ask, is your new employee's first experiences a great one?

---------------

Doug Fleener is a proven retail and customer experience expert that helps companies dramatically improve their customer experience and their results. Visit our website or call Doug at 866-535-6331 to discuss how he can help you create extraordinary results.