I spent the last six years working for a large electronics retailer and most of that time was as a Store Manager. In the last year I worked there they changed the title to Store Leader to try to infuse some ownership or enthusiasm into the role. The company was constantly changing terms, role definitions and performance evaluation standards in an effort to create impactful "cultural" changes but it mostly led to inconsistency and confusion. Frequently redefining evaluative tools, job descriptions and philosophies indicates a lack of central vision and understanding of psychology. Ambiguity and inconsistency muddy the waters of an organization's central goals and frustrates managers.Read More
Sometimes I forget the 7 years I spent building film.
When I was 19 I got my first management position working for a three screen movie theater. The man that hired me was a great example of how to be a good manager. He was knowledgeable, authoritative, balanced and had a great sense of humor. His honesty and strong work ethic was admirable and I learned a lot from him. I remember one time I decided to get entirely too high on a lunch break and when I was back on shift he noticed immediately. Instead of reacting with moral outrage or firing me, he made a few jokes and then after I had time to come down and realize how I had put my position in jeopardy, he took me aside and had a conversation about what he expected of me and how once he was done expressing his disappointment he made it a point to not keep a grudge. That's when I learned that you can be a leader by being honest about your expectations and not let the tension create a long lasting problem.