How is it going? I'm still having a hard time figuring out how my VML role is going to work with the PPTL and SLTL, what is the dynamic in your store? All the VML's in ou state district are having a conference call next week with the VMML as everyone is really confused about daily routine etc. Any insight you have would be really helpful!
I am not sure when our district will have a call with the VMML, but I am sure it will happen soon (if not the same time yours happens). I am very interested to hear from them and how they will assist the stores and our role.
The dynamic in my store hasn't changed much with my arrival since I insisted to spend the first few weeks as a team member in each department. Of course I have been utilizing my training plan, but supplanting it with in-store experiences so I can better understand what works well, what the store needs, building relationships and what opportunities the team has observed that need to be addressed. To some this might sound a bit 'vanilla and textbook', but it works for me and has in my previous positions, regardless of the responsibility I was overseeing.
PPTL, SLTL and VML I can see as working very well together. While it might "seem" that one may do some of the others work, they absolutely do not. The current problem, which is posted over and over, is that the TLs in all departments are stretched thin right now. While some people can attribute some of that to manpower (yes, that is part of an issue), there is also the issue of workloads, specialties and overlapping responsibilities. The way it was did not make any logical sense if you want to elevate the business and go further. Elevate doesn't just relate to 'style' either. It is about meeting the demands that are already expected of the teams and being able to adjust the business to the rapidly changing retail market. All the systems and policies won't save a company from losing income if they can't excite, meet expectations and inspire their guests.
I have been impressed with how efficient my store (and Target) is with their flow process, planning & installation and tenure of team members (at least it is in my location)...but the store concept is already outdated (which is why there is such a rush to invest in revamping) and has to change.
After the end of my next week I will begin to start impacting the location, but I think we might have different ideas on what "impacting" means. To me, since I have been doing this type of specialty for over a decade, it goes beyond the face value of visual and more into the metrics, training and leadership. I have a solid team already, so it is about learning from them the Target ropes, while coaching them to achieve the knowledge/skills that they need or want to know so they can understand my vision and hopefully grow in their career aspirations.
I really look forward to hearing on what direction the VMLs get from the VMMLs and also how their stores have been training them (if at all). To me, it is crystal clear what our positions are intended to bring to the business..and I guarantee they will expect us to deliver results.