September 24, 2013
Team Building: A Lesson From Trader Joe’s
It’s well established that Trader Joe’s is not your typical grocery store — not for its customers, nor its crew. Regular readers of RetailWire know that I spent time working "over cover" at one of the chain’s stores a number of years ago. My goal, as I explained during my job interview, was to find out just what there was about Trader Joe’s that made it so much different and, to my mind, better than other grocers in my area.
One of the first things I noticed was the relationship the captain (store manager) and first mate (assistant manager) had with the crew. They were very serious about exceeding the expectations of customers and made sure that each crew member understood that the store’s reputation was based on their individual performance. Success, they repeated in various ways, could only be achieved by working together toward the same goal. It didn’t take long to understand that the crew wanted that success for the store, as well.
Work friendships were easy to come by at the store. People who had been strangers a short time before, socialized outside of work. But most remarkable in my mind was the Saturday night tastings. On a regular basis, the first mate would hold voluntary meetings after closing to taste and talk about the wine and foods products sold in the store. Crew members — even some who were off the clock — would show up to share their knowledge and a few laughs. To this day, I am still amazed by the sense of community I experienced while working in that store. I am not surprised that it led to success.
Discussion Questions
What are the keys to building a winning team at store-level? Do you have a story from your career to demonstrate the upside or downside to team building at retail?
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Building a winning team means putting the customer first, treating employees with respect and empowering them to act in the best interests of the customer and the store. From the top down, this must be the mantra of the company.
As for keys to building a winning team at store-level, re-read George’s story on the lessons that are taught at Trade Joe’s. Take their program, add a few of your own “sprinkles,” and you already have a good blueprint.
As for team building – have you ever be handed a problem of resuscitating a 145-store division of a chain that had all 145 stores closed on strike for over 3 long habit-changing months? It was a great opportunity to build a new team insight and retailing paradigm, which resulted in success. It’s a good story but too long to relate here.
To be the best place for a customer to buy from, you have to also be the best place to work. Engaged employees/team members are committed to their companies and their customers. It starts on the inside. Keys to creating the winning team start with the right leadership setting the examples and creating the strategy. Employees/teammates have to have the right personalities for the company (all about hiring right) and understand the strategy, vision and brand promise to the customer. From there, the recognition from leadership, fellow team members and customers can create a fulfilling culture that helps to drive the team toward excellence.
Of course there are other keys, such as diversity of the team, team rewards, individual rewards and more.
Make everyone feel like they are a part of something good and a respected member of the team! I can’t help but reflect on my Home Depot days, back in the Bernie and Arthur era.
First off, new corporate staff were given a schedule for their first weeks that sent them out to the stores. Each was required to work in the back of the store, at returns, in sales, etc. You were given your orange apron and back brace. You were also to choose a store to be your home store and were to attend store meetings at least once a month.
And did I mention that every meeting began with a Home Depot Cheer? From the board room on down!
Yessiree, I bled ORANGE!
From my experience with some pretty great companies over the years, I would say:
My first job out of high school was with F&R Lazarus department stores. All employees were called associates, and each year you got a birthday card signed by Mr. Charles Lazarus, and the day of your store anniversary off. At Christmas, Mr. Charles would visit each store and shake the hand of each associate working and wish them a happy holiday.
I still remember that sense of my being important to the success of the company.
Have one “SUPER” goal that everyone on your team is focused on. Everything else takes a back seat to this one goal. With Trader Joe’s it’s about exceptional customer experience. That drives customer visits, up sells (bigger baskets), and retains employees. All of that allows Trader Joe’s to offer higher wages, better benefits and lower prices in store. The “SUPER” goal/focus feeds everything else.
As a retailer, what is the one “SUPER” goal/focus that everyone could recite without reading a mission statement if asked? If you don’t have one, get one.