Claire Leigh, owner and director of Two Ducks in Woking

Deputy Manager Amber Ferrar (pictured right)

Diary of a gift shop

Claire Leigh, owner and director of Two Ducks in Woking, explains how she invests in her business by investing in her staff - giving them time, training and attention

Iheard a story on the ‘gifty grapevine’ the other week about how employees were deserting some family-run retailers due to a combination of poor management practices and a buoyant labour market. This is obviously anecdotal, and I have no sense of how true or widespread this might be, but given that over half of businesses in the UK call themselves ‘family-run or owned’, it did make me reflect on my own business.

I started Two Ducks from scratch 10 years ago with some limited management experience from previous workplaces. Interestingly, I never really expected to have any staff; I always imagined I’d run a small store by myself. Little did I know. I ended up with a store far larger than I had ever anticipated, with literally no way to run it without the help of a team.

So this made me question how I treat my employees. Have I got enough management experience to manage them effectively? Am I providing them with ample opportunity to not just survive but thrive, and enough training to make them (and therefore my store) the best they can be? Do I offer the right balance of compassion versus business priority?

As a small business, what am I reasonably able to offer them? I’m obviously bound by the UK minimum wage thresholds and pension contributions. But I also have huge financial pressures from the cumulative effects of Brexit, Covid, supply chain issues and the cost-of-living crisis.

Within that context, this is what I’ve been able to pull together: 1. Rather than pay for lengthy (and expensive) personal development courses, I’ve tried to develop a more targeted approach to staff support. I’ve discussed each staff members’ needs and priorities with them, and offered more affordable specific courses or non-financial support. For instance, one of my employees was really suffering from menopause symptoms, so I paid for her to have a series of 1-2-1s with a midlife nutritional expert. This helped her energy levels, focus, and overall family health.

2. Each member of my team has been given specific responsibility for certain buying areas of the store such as cards and stationery and best sellers. This helps them develop knowledge of a specific area, build up relationships with brands, and understand customer demand and buying patterns. I’ve then invited them to buying appointments and trade shows to help them understand the buying process, input ideas for new stock, and offer views on what will work best for customers/the store.

3. I recently booked a visual merchandising expert to run a bespoke course for us at the store. It was expensive to close the shop for a day, and pay all the staff and the expert, but the rewards have come back tenfold. In-store displays are far more focused, themed and shoppable, and the shop layout is more effective and a far more enjoyable experience for customers. In addition, the team is now doing window displays and enjoying the opportunity to develop their creative talents, rather than us hiring a professional.

4. Alongside development and annual performance reviews, I hold weekly 1-2-1s with each staff member, so issues are aired quickly and ideas are shared. This stops problems building up, and staff feel they have their own time with their manager to raise matters. We then have a monthly team meeting with an agenda which covers finances, marketing, events, social media and upcoming deliveries, to ensure we’re all working together effectively.

5. In terms of personal issues that arise for staff, I like to think I’m kind, caring and as generous as I can be without endangering the business. A staff member had a family crisis in late 2022 and I gave two (paid) hours off every week for a month to use when required to help sort the issue. I gave half-days for necessary appointments and allowed the staff member to make all the important calls needed during the working day.

Sales Assistant Laura Taylor (pictured right)

This year I plan to develop a new (nonprofit) monthly event called the ‘Soul Cafe’, which will tackle issues around wellbeing and mental health for both customers and staff, and bring in expert guest speakers to provide advice and signpost people to local resources.

Investing in my team has really paid dividends in terms of their loyalty, happiness, expertise and knowing their value to the business. So if you haven’t had a chance to do a review for a while, 2023 may be the perfect time!