vB Easy Archive - Recently Promoted to RSM

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Recently Promoted to RSM
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Posted by: attproud

Today was a great day - just made the jump from ASM to RSM ! I have been a ASM for 7 months and now just got promoted to my new role. From anyone who has made this jump can you please let me know what worked and what did not work with your new team. The previous manager who was at this store was more " back office" than sales. I am all about sales and hitting your numbers. I have my first meeting this Saturday and want to make a good impression on my team. Any suggestions??
Thanks!!

Posted by: ivwshane

I hope you don't just start off running the store your way.

Posted by: AppleMac

I am a store Manager with Verizon. I am also ranked 33rd in the entire company(1500 store managers), so I feel I've been successful.

1. Treat your employees with respect.
2. Make your expectations completely 100% clear.
3. Make sure your employees have the right training to do their job.
4. Hold them accountable to yours and the company's expectations.
5. Coach ALL of your employees, even the top performers.
6. Lead by example. You won't be selling like you were as a rep, but your staff needs to see that you can do what you're asking them to.
7. Make sure your employees know they can come to you with help or concerns.
8. Celebrate success. EVERY employee EVERY day.
9. When an employee fails have them develop their action plan with you.
10. Make sure you are aligned with your ASM. They should be you when you're not their. They should not be "hanging out" with your employees and shooting the breeze. They should be invested in your success and thus their own.
11. Never disagree with your ASMs in front of your employees. If you don't like the way they've done or handled something, support them in front of your employees and correct them in private.
12. Contrary to ivwshane, you have to run the store YOUR way. It's your store, your reputation on the line. You have to run it how you see fit.

Have fun!

Posted by: ivwshane

Quote:

Originally Posted by AppleMac

I am a store Manager with Verizon. I am also ranked 33rd in the entire company(1500 store managers), so I feel I've been successful.

1. Treat your employees with respect.
2. Make your expectations completely 100% clear.
3. Make sure your employees have the right training to do their job.
4. Hold them accountable to yours and the company's expectations.
5. Coach ALL of your employees, even the top performers.
6. Lead by example. You won't be selling like you were as a rep, but your staff needs to see that you can do what you're asking them to.
7. Make sure your employees know they can come to you with help or concerns.
8. Celebrate success. EVERY employee EVERY day.
9. When an employee fails have them develop their action plan with you.
10. Make sure you are aligned with your ASM. They should be you when you're not their. They should not be "hanging out" with your employees and shooting the breeze. They should be invested in your success and thus their own.
11. Never disagree with your ASMs in front of your employees. If you don't like the way they've done or handled something, support them in front of your employees and correct them in private.
12. Contrary to ivwshane, you have to run the store YOUR way. It's your store, your reputation on the line. You have to run it how you see fit.

Have fun!

I agree with all of those especially 8.

However for #12 I'm referring to when you first start managing your store. If their whole experience with you for the first month is you barking orders you will have a tough time "integrating" yourself with the team.

Posted by: BillPinga

I know you were an ASM so some of this is redundant but in general:

I believe the absolute most important thing is to always be coaching based on the store's goals. As a example lets say your reps officially have goals of 40 gross adds and 80 opps. Say you have 4 reps so that's 320 opps if they hit 100%. Unfortunately your store goal is probably more like 450 opps.

At the beginning of any month you tell them their goals based on the store numbers, so 113 based on this scenario. There is probably one who will say "no my goal is 80" which is techincally true from a write up point of view but you talk to them about how your store is a team and the team has goals. For the team to succeed, we need to hit x ga's and x opps. The same goes for features and accessories. TEAM, TEAM, TEAM, TEAM.. every e-mail to them is addressed to the team and its always "we we we we"

I ask them if they want to be average or want to be superstars. Generally speaking, you need to stand out to go somewhere, and I don't think most people want to be a rep for the rest of their life if they plan to stay with at&t even though the $$$ can be more than management, which is what has happened to me.

I distribute all my personal sales equally among the reps but only because they work their butts off to try and hit the store's goals (Be extremely careful of doing this as it has to be 100% equal or not at all to avoid union stuff). There are other stores around where the situation is different forcing the manager's to put all sales in their own name which is technically the way its supposed to be. I view my passing of sales on as a pat on the back for all my reps because of their hard work and though I can't techincally say "Im only doing this because you guys are great", they know that's how it is because I was a rep in the same store.

I also do ROCCS calls and use those results as a daily contest for whomever gets the highest feature revenue. Because its a contest, its ok and won't be a union issue. (That's for the ROCCS scenerio and not sales from the floor) You cannot give preferential treatment, but can give contest rewards for excellence with the reward coming from things like ROCCS that are not directly related to the sales floor. (Whole nother issue there but as a side note this has been confirmed multiple times from situations I cannot disclose) With all that in mind I preach to them the following:

"Your efforts are appreciated, but your results are rewarded"

Posted by: AppleMac

Quote:

Originally Posted by BillPinga

I know you were an ASM so some of this is redundant but in general:

I believe the absolute most important thing is to always be coaching based on the store's goals. As a example lets say your reps officially have goals of 40 gross adds and 80 opps. Say you have 4 reps so that's 320 opps if they hit 100%. Unfortunately your store goal is probably more like 450 opps.

At the beginning of any month you tell them their goals based on the store numbers, so 113 based on this scenario. There is probably one who will say "no my goal is 80" which is techincally true from a write up point of view but you talk to them about how your store is a team and the team has goals. For the team to succeed, we need to hit x ga's and x opps. The same goes for features and accessories. TEAM, TEAM, TEAM, TEAM.. every e-mail to them is addressed to the team and its always "we we we we"

"Your efforts are appreciated, but your results are rewarded"

Good stuff. I've always told my staff, "We succeed as a team and we fail as a team." We always work to the stores goals.

In my store my management team will sell on the floor and hand off to an associate that comes over and asks to complete the sale. If no one asks to complete it, we put it in the house code. If one person consistently asks to complete it, we let them do it. We always make sure that they complete part of the sale though, so no one can say we just "gave" them a sale. If it makes it to the register without a rep, it goes in the house code.

Posted by: BillPinga

Quote:

Originally Posted by AppleMac

That is definitely the way its supposed to be but what happens to us at least is say I house 3 activations in a month and two of my reps are 1 line short of their goal. Could they have done a little more? Probably. But what if I hadn't taken those customers and just hid in the back and the reps got the sale thus making the customer wait. I guess if it ever came up, and because there is no official policy on what constitutes a sale being someone else's, I could come up with one of the following:
1. The rep previously sold them a phone
2. The rep talked to them previously
3. The rep looked at them first (well maybe not that)
4. The person was referred by their sister's friends brothers uncles girlfriend who bought a phone from the rep

I guess I could probably create some tie to the rep no matter how b/s it sounds, kinda like we are all related if you go back to the first human on earth scenario. B/s? yeah pretty much... keep you out of trouble, probably.

Posted by: AppleMac

Quote:

Originally Posted by BillPinga

If you think you need it. Number 2 though, for me has always been like this. I have 2 kinds of reps. 1 kind that ALWAYS has their customers coming back and only wanting to deal with them. The other kind comes back and doesn't ask for them and signs up with whomever.

I've always felt that, for the second type, that if you didn't delight your customers enough to want to work with you, then the sale belongs to whomever closed it.

Obviously you'll need to check policy and potentially union rules to be sure. And ultimately I imagine it's your decision of course.

Posted by: BillPinga

Quote:

Originally Posted by AppleMac

Union rules are basically that everyone is equal except for situations where seniority comes up. When someone screws up, I usually couple that in with two or three things that need to be improved and stuff that I do wrong as well. I try to be equal on sales that are initiated by myself and have no ties to any specific rep. I spread it out as equally as possible and everyone is happy. If a day arrives where I catch a cinch of someone having a problem with it, I'm going to have to pull the plug immediately and put everything under the house code or mine. If I had more than a couple reps and didn't have to work the floor just about as much as they do, then I probably wouldn't have to complete a sale from start to finish multiple times per day. But like I said, it can be skating on thin ice if everyone is not exactly on the same page. My sales are usually pretty solid, so why would a rep complain about free money... but stuff can always come up, so I stay on my toes constantly with it.

Posted by: SuxBeingU

managing is like everything in live KISS keep it simple.

particularly during the holday selling season.

Be AVAILABLE, VISIBLE, FAIR and CONSISTENT

let them know they you are there to help them and in turn they are helping you.

Good Luck