FOLLOW THE LEADER

REI’s influential Retail Management Development Programme is designed to help retail store managers and assistant managers develop the core leadership skills needed to advance in managementtype roles so they continue to thrive in their careers. Here, we speak to some of those involved in the programme as we look at why the right leaders are so important for retail in 2023

“I rst joined the retail sector 40 years ago and while there are still similarities to how a career progresses, I think the career path has de nitely changed. When I was on the shop oor, there were a high percentage of my fellow workmates who wanted to aspire to supervisory and management positions, so it was a very competitive space. Today, the pool of employees who are going to make a career in retail is probably less and therefore the possibility to rise through the ranks at a much faster rate, for those who choose to do so, is a de nite new opportunity that has presented. It can be a faster and more rewarding journey,” he explains, adding that the supports available now are a major advantage of the industry and advancement.

Having just wrapped up its 11th year, REI’s four-day programme is designed to help professionals –from store managers, supervisors to independent retailers – develop the skills they need to thrive in the retail industry. So far, it has been a success, with many coming together each year to learn from experts and leaving with tools to ensure that their business, under the right leadership, both is customer-focused and commercially-led. But what exactly makes a great leader in 2023? Retail Expert and Programme Facilitator James Burke says it’s crucial to nurture personal and professional growth –which the programme can help with.

“Securing and nurturing management talents in today’s environment is critical to every retailer. The personal growth and development of younger managers is now the cornerstone of modern retailing,” James says of why the programme is so impactful. “Whether the programme participants are managers working for organisations or owners of their own retail business wishing for external input and a fresh start, it helps stimulate participants thanks to our industry speakers. Participants get the opportunity to step away from the shop oor and hear from experts who will challenge and expand their thinking.”

Also, important to note, James says, is the importance of the evolving retail industry. In other words, the skills that make a successful leader or manager has changed in 2023.

“All of the usual skills still remain like leadership, delegation, motivation and having a strong numerical focus, however the evolving retail scene has brought the need for new skills. With the shortage of available sta , managers now have to pay far more attention to employees they have and ensuring that motivation is at a very high level in order to retain those that they have,” James adds. “Senior retail management today is about anticipating what’s over the horizon and being ready.”

“Further education in retail management skills was limited years ago. The other positive development in building a career in retail today is the plethora of further education and supports that are available for those considering developing in the sector.”

True leadership

Motivational speaker and author Paul McNeive has been one of the experts involved in the programme and believes that leaders today need to lead by example if customer priority is to come out on top, rewarding sta when they see potential.

“Every business talks about the importance of customer experience, and many don’t live up to that, but very few have customer experience as a strategic priority,” Paul says. “If your managers and sta realise that customer experience is just part of a wish-list on your website, and not something that you live and die by, then you will become mediocre. So, every day, owners and senior managers must be leading by example, coaching, and visibly recognising and rewarding great e orts made by their sta .”

Every great leader has worked their way to the top, but Paul stresses the importance of leadership, versus a more operational type of retail leadership. A manager, he adds, needs to lead so that others will be inspired, and to ensure real tangible change happens.

“From my own 40 years in business and having spoken to and worked with dozens of companies, I think that the biggest challenge for potential leaders

(and actual leaders) is recognising the di erence between the ‘operational’ and the ‘strategic,’” he explains. “Managers are usually appointed because they have shown particular strengths in perhaps selling, or with customers, or on supply chain management etc. But these skills do not necessarily make you a good manager. On taking the bigger leap into leadership, many leaders spend most of their time managing but on a bigger scale. But that is ‘operational,’ which means others can do it and it should be delegated. Leadership is about being strategic and is far more challenging. For example, should we have more stores or less? Should we open abroad? Should we franchise? What is our technology strategy? Leaders show others which path to follow, and when we are leading at our best, we are usually out of our comfort zone which is where most great changes happen.”

He agrees with James that vital skills needed for leadership roles have shifted and evolved, and managers need to be aware of changing customer trends to stay ahead.

“Obviously senior leaders need to be competent with the fast-changing technologies in retailing, both customer facing and on the supply line side, and must be champions for improving customer experience. But the real value in the best senior leaders is their ‘soft skills’; their self-awareness, their ability to enthuse others,” Paul continues.

“Attracting and retaining good sta is one of the biggest challenges in business these days and at the recent Retail Management Development Programme, I pointed out how business owners and senior managers can become disconnected from their sta . A Forrest Consulting survey asked 1,000 business owners what the ten most important things were for their sta . The top three answers were Pay, Promotion opportunities and Pension. The top three answers from their sta were: Genuine appreciation for a job well done, a sense of being part of a team and a sense of doing something worthwhile – so you can see the slight disconnect there already.”

Management essentials: Communication and Collaboration Business and Development coach and founder of The OnLegs Agency Kate Rooney is another expert involved in the programme and says the personal development of workers is key to having the right people in retail leadership roles – not just training done to tick o a box.

“The main area I see for development for people in the retail sector is Continuous Personal Development (CPD). All too often I see companies doing adhoc training or sending people to a training session to tick training o the list. A cohesive CPD programme ensures the training needs are met in a speci c way as opposed to a generic training initiative. Continuity and consistency of Personal Development for people within the sector is essential to retain talent and also to ensure that talent moves up the ranks,” Kate explains.

She adds that leaders today can struggle with a very basic tool essential for success, leading to problems down the line.

“The area that I see leaders within the sector struggle with the most is communication. In my experience, this is the area that comes up again and again regardless of size or experience of the team. I refer to it as the 3Cs of communication because I see it so often. These are: consistency of communication, continuity of communication and clarity of communication. If these areas are focused on, they will in almost all cases x 80 per cent of the challenges in the business or leadership style.”

“The main skills I see as essential now as opposed to a decade ago is the ability to listen and collaborate in an inclusive way,” Kate continues. “The days of ‘do as I say’ are gone. The days of the manager doing all the talking are gone, and the days of a lack of empathy are gone. This is an evolution, and it will make better leaders and better environments within the sector, but support and development is needed to help with this shift.”