DIGITAL DIALOGUE

Slowing Down the Game

Our recent article “The Evolution of the LP Professional” seemed to stoke embers to flames for both LP practitioners and solution providers as we peered into the future of an industry that is rapidly transforming. There were many discussions on social media, many comments and questions during the annual LP Magazine editorial board meeting, and many suggestions for additional topics on the subject. We also received questions and requests from LP departments holding team meetings and group discussions across the country as our teams explore the possibilities—and the consequences—of a world in motion. Clearly it is a subject that holds great interest.

Hitting Home

But if we are truly honest with ourselves, we also recognize that what’s fueling the fire is also striking much closer to home. Retail is a business that’s had its peaks and valleys, and one that’s been in a constant state of reinvention. As the needs and expectations of retail and the retail customer redefine our roles and responsibilities, it opens the doors to many exciting opportunities, but also opens our eyes to many unknowns. Perhaps the most obvious would be, “Where do I fit in?”

When we ask, “What we can expect LP to look like in the future,” we’re also asking, “What are the possibilities for my own future?” We’re considering how our role might change, but we’re also contemplating how that might impact our lives and our livelihood. We see the train coming, and we know that change in some form is inevitable. What we all want to know is that when the train pulls away from our station, we’re still on board. We may be sitting in a different seat than we expected, but we want to make sure that we’re still along for the ride.

Change has always been an important part of retail. However, some of these changes seem to be coming very quickly. In many ways we can see that retail is reaching a critical mass, and there will soon be an explosion of changes. Some have already started, some are right around the corner, and others may be beyond our current field of vision. But it’s clear that it’s coming.

We know that we have to respond. We realize that we can’t just close our eyes, cross our fingers, hold our breath, and hope for the best. We have to evolve to stay relevant. But sometimes it’s difficult to find the best path. It’s not good enough just to respond—we have to respond correctly. And when facing that inevitability, what do we do?

By Jacque Brittain, LPC

Brittain is editorial director, digital, for LP Magazine. Formerly a director of learning design and certification, Brittain managed the development of the LPC and LPQ certification programs in collaboration with the Loss Prevention Foundation. Prior to that he was vice president of operations for the industry’s largest executive search and consulting firm. In his thirty-plus years in the LP industry, he has helped build and enhance many learning initiatives and provided career counseling for thousands of industry professionals. Brittain can be reached at jacb@lpportal.com or by phone at 704-246-3143.

The NFL for LPMs

Let’s look at a simple analogy to find the answers. When college football players first enter the National Football League, they are moving from an environment where they’ve always been the best player on the field to one that is dominated by

elite athletes. Skills and abilities are put to the test in the face of change; and scouts, analysts, and later coaches, must not only evaluate the player’s raw talents, but also their capability to adjust to the pace of the game.

Everyone is strong. Everyone is fast. Everyone is talented. In light of what is typically the greatest challenge that they will

We’ve seen some of the industry’s newest, as well as some of our most seasoned leaders, involved in all types of meetings, programs, and projects intended to improve our collective resources and move the industry forward. But what they all had in common was the desire and flexibility to continue learning. They’ve learned to slow down the game by staying current and informed. When you see a 30-year industry leader discussing information technology and Omni-channel retailing, you quickly understand why they’ve been a leader for 30 years.

face as professionals, what you will most often hear is that in order to excel, “the game has to slow down for them.” In other words they must adjust the way that they approach the game to match the pace of the new system. The playing field may be the same, but the stakes are different, and so are the players. If they can’t adjust, they can’t succeed.

In simple terms this is what we have to do as well—we have to slow down the game. Regardless of the talent that we bring to the playing field, we have to make the necessary adjustments to match the pace of a new system. Talent isn’t enough. The stakes are different, and so are the players. If we don’t adjust, we’ll just be another draft pick that didn’t make the cut. That’s just life in the big leagues.

So how do we slow the pace? Now more than ever, it’s critical that we invest in ourselves. We have to learn the new technology. We have to keep up with the latest news and information. We have to empower ourselves through training and education. We have to open our minds and embrace the opportunities rather than minimizing their importance. By taking the time and making the effort to learn and improve, we can effectively slow down the game.

Make the Right Investments

The right investment is any venture that helps you learn and develop as a professional. We shouldn’t limit ourselves when learning. Expanding the possibilities also expands our potential reach. We should look for opportunities with an open mind and a positive attitude. However, we can start by looking at some fundamental prospects that are right in front of us.

When we say that loss prevention can no longer operate in a silo, we are also saying that each of us as individuals must look to expand our limits. Are you looking for ways to learn more about the other areas within your own company such as human resources, information technology, and operations? How much do you know about your own supply-chain network? What’s your company protocol for handling a crisis situation? What are the top selling items in your stores over the past six months? Are you spending time or having conversations with your counterparts in other stores or other markets? Taking a deeper look from a more critical perspective, how does your approach to your job mesh with the overall culture of the company?

Growth must take place in all directions. LP departments differ based upon the culture of the company and the approach of leadership. Are you looking at your growth and development beyond the boundaries of a single organization? This isn’t to imply a need to change companies, but rather to expand the way we see both the business and the profession to improve our performance. Limiting your field of vision also limits your options and potential. Are you networking with other LP professionals? Are you a member of LinkedIn, our “Powered by LP Magazine” group, or other groups?

Have you considered investing in one of the industry certifications? I will personally challenge any successful industry professional—up to and including the directors and vice presidents that have taken the courses—to tell us that they didn’t learn from that investment. This truly represents the collaborative ideals and standards of an industry, and will soon get even better. Have you at least researched it to find out what it’s all about? Have you looked at other venues for higher learning? Aren’t you worth it?

A subscription to LP Magazine is free to any loss prevention practitioner in the U.S. and Canada. The digital version of the magazine and other resources available through lpportal.com are free. The Monday Five and Thursday LP Insider newsletters are free. The LP Magazine app for both iPhone and Android users is free. Are we seeing a trend here? Every one of these venues offered by LP Magazine provides a wealth of resources to keep you current, informed, and educated. They are discussed in every issue of the magazine, and available to every person reading this publication. Is there a legitimate reason for not getting involved?

Relevance isn’t something you find in a title or store in a trophy case. It’s something we have to earn on a continuous basis. If you really think that your current level of talent and experience is enough to keep you in the game—regardless of what that level may be—keep in mind that’s exactly what every draft bust in the history of the NFL thought as well.

Staying in the Game

Digital Dialogue is more than just a place to discuss current news as it appears in our various digital outlets. It should be a means to expand the way we look at what we do. The Internet has opened up doors to knowledge and information in ways that we could have never imagined just a few short years ago, and it just makes good sense to take advantage and stay informed. We don’t always have to take ourselves or the world so seriously, but we still have a responsibility to play it smart.

Just looking at the industry events that have taken place over the past several months, we’ve seen some of the industry’s newest, as well as some of our most seasoned leaders, involved in all types of meetings, programs, and projects intended to improve our collective resources and move the industry forward. But what they all had in common was the desire and flexibility to continue learning. They’ve learned to slow down the game by staying current and informed. When you see a 30-year industry leader discussing information technology and Omni-channel retailing, you quickly understand why they’ve been a leader for 30 years.

Relevance isn’t something you find in a title or store in a trophy case. It’s something we have to earn on a continuous basis. If you really think that your current level of talent and experience is enough to keep you in the game—regardless of what that level may be—keep in mind that’s exactly what every draft bust in the history of the NFL thought as well.