Part of the excitement and challenge of managing a retail floor, or what we call Butterfly Floor Leadership, is that you need to be aware of everything, but know you may not be able to be directly involved in it all. From the time guests are greeted when they come into the store until the time they leave, there are many opportunities for their experience to be either enhanced or eroded. In your role as Butterfly, you are responsible for making sure those opportunities are always positive throughout the entire sales floor.
Being out on the floor allows you to manage the guest's experience by:
Creating energy through involvement, chatter, engagement, excitement, passion and most of all positive attitude
Evaluating the Zone Chart to keep the flow of traffic and sales conversations moving ahead
Making quick decisions about what needs to be done at that moment.
It’s almost like being the ‘host of a party.’ You always want your guests to feel as though they are the most important person there. Is everything arranged? Are everyone’s needs being met? Are we being the best we can be in every part of the store?
At the same time, Butterfly Floor Leadership also provides associate development opportunities by:
communicating goals to them
touching base frequently
learning more about the team's strengths and areas for improvement
Effective Butterfly Floor Leadership requires a range of interpersonal skills, operating knowledge, and intuition. The Communication Skills you learned will help you communicate clearly and effectively when in this role. Staying above the action whenever possible is critical so that you can redirect or support your team without becoming bogged down in specific situations.
Store Managers routinely serve as Butterfly. That means they get more practice and typically feel more competent in handling many kinds of situations quickly and easily. Because Butterfly Floor Leadership tests skills and abilities in a range of situations, it’s also important that everyone who has that responsibility, whether it be assistant managers or guest leads, is competent and comfortable providing Butterfly Floor Leadership and in handing off that responsibility to the next Butterfly.
WHAT IS BUTTERFLY?
Achieving store’s metrics (Trend Plan, Conversion, DPT, Email) through coaching and accountability to the team’s execution of selling. This requires a leader that understands the need for floor supervision to produce sales.
The Butterfly floor leader maximizes sales opportunities through:
Communicating and modeling Altar'd State values
Managing and communicating sales, conversion, SPH, DPT, email and tasking goals
Filling out the Zone Chart and assuring zone coverage
Managing floor placement and making needed adjustments
Briefly meeting with individual brand representatives at the beginning and end of their shifts (more on this later!) to communicate daily goals and expectations
Training and reinforcing 4 touch points guest interaction
Balancing selling and tasking
WHEN DO YOU BUTTERFLY?
During all business hours. Since this needs to work in all our store environments, coverage options include serving as Butterfly during an entire shift or rotating Butterflies every two hours. The salaried manager is the Butterfly during peak traffic hours.
WHO IS AN EFFECTIVE BUTTERFLY?
Exercise: Below, read the qualities and skills required to be a Butterfly. Then, at the bottom of the page, list the two that you are already effective at doing. Finally, list the two that you need to strengthen. STRENGTHS
HOW DO YOU BUTTERFLY?
FLUTTER IN FLUTTER OUT
The opportunity for the Butterfly to briefly meet with a brand representative at the beginning of her shift to review the zone chart, her goals ($ and SPH), set a goal to focus on selling a particular item and create the tone/energy for the day
An effective way to conduct this meeting to maximize the brand representative's development is to:
o 'flutter in' card is ready for brand representative when she clocks in
o Brand representative finds the Butterfly and they review it together
The opportunity for the Butterfly to briefly meet with a brand representative at the end of her shift to review .
It's important for Butterfly to ask what the brand representative did effectively and what she could do more effectively next shift to reach or exceed goals
NOTE: During both meetings, Butterfly should use the Communication Skills:
Focus on Specific Actions & Impact,
Shape Performance with Reinforcement,
Listen to Learn
Ask for Input
HOW DO YOU BUTTERFLY? (CONTINUED) SALES FLOOR FITTING ROOMS CASH WRAP
Be aware of zone coverage and shift to replace coverage ASAP
Evaluate to ensure brand representatives are:
o Covering their zone effectively
o Dropping everything for guests
o Knowledgeable about merchandise
o Look great!
o Using their 4 Touch Point training
This is a good time to coach and jump in when needed with the guest. Giving them good feedback and positive reinforcement!
Create a FUN environment & memorable shopping experience
Evaluate to ensure brand representatives are:
o Using guests' names
o Addressing concerns or hesitations
o Adding on and helping them find more pieces
o Preparing a fitting room for easy try-on
o Offering shoes to try out
This is a good time to coach and observe in the Fitting Room! Use some Try it Cards if needed.
Ensure guests are happy; watch for potential issues
Focus on guest flow –Observe coverage and add or move associates to cash wrap as needed
Make sure the store is clean and easy to shop
Listen to your team to make sure they are:
o Mentioning BOGO
o Selling email benefits
o Adding on/accessorizing
o Validating sale
o Mentioning hasslefree returns
o Acknowledging waiting guests
o Thanking by name
o Walking around counter with bag
CENTER
Only place in store where you can see everyone's activity; 'temperature check'
Good place to do “Flutter In/Out"; coach
Energy – pockets of brand representatives
Re-approach the Guests
FRONT
Welcome, introduce by name
Engage, instead of just “Greet”
Set tone, look for energy
Gather information to build relationship
Explain store set up and promotions
Modify her pace
Say 'Thank you!' when guest leaves
Guideposts or “things to remember” are used to stay on top of the entire store and to direct your actions when needed. These are the ways to be the best Butterfly Floor Leader. One is not more important than the other. They are not in any order. They should all be used throughout your time on the floor to be the best you can for your team.
►Make every move count
As you move from one part of the store to another, use the opportunity to make eye contact with brand representatives and guests, maintain store appearance and cleanliness, and check on situations where you may have previously been needed.
►Connect guests to team
Not all guests know the store or brand representatives as well as you. Introducing them to brand representatives shows you care. Noting guest behaviors and then making sure they’ve been greeted, or know who to go to for sales help is a proactive way of ensuring every guest’s experience is positive.
►Take time to step in when needed
Guest is not hearing what they need to hear from the associate and is losing interest. Listening and observing your team in action gives you a unique perspective. Go ahead and join the conversation to help them and be an example of what to say. It may be just what the guest needs to hear to make the decision. Then step away and allow the brand representative to continue with the sale.
►Use cues to anticipate needs
Typically, when guests enter your store they have positive expectations that they will get what they need from the visit. Throughout your time on the floor, look for verbal or non-verbal cues that indicate either the guests’ or associates’ experience is less than satisfying. That moment is one for action and intervention. If you step in then, you’re more likely to get all the facts and have an opportunity to reshape what’s happening.
READING AND RESPONDING TO CUES
As Butterfly, you have the broadest “bird’s eye” view of what’s going on in the store. Guests, brand representatives – they're all sending signals constantly about what's working and what's not. Your job is to be able to:
1. Read cues accurately
2. Determine what they mean
3. Respond appropriately yourself and through others
A “cue” is a behavior or pattern of behavior that signifies a feeling. Cues can be:
Nonverbal – What you see
These cues can range from characteristics of dress (business attire, jewelry) to body language (checking watch, tapping fingers impatiently) to how intently they focus on products (are they examining a particular item?).
Verbal – What you hear
These types of cues require that you listen closely to what guests and brand representatives say and how they say it. (Do they mention a change in their work or at home? What questions do they ask? What's their tone of voice?)
Cues fall into three major categories:
Positive
Positive cues usually indicate that the person is receptive and willing to proceed. However, it’s important to realize there are times when someone's discomfort can signal an early stage of acceptance.
Examples:
Verbal Cues
“That’s interesting.”
“I never thought of it that way.”
“This sounds much better.”
Nonverbal Cues
Nodding
Smiling
Pointing to something related to what you’re discussing
Neutral cues are those that aren’t obvious and need clarification. Sometimes these cues come across as indifference or result because a person’s verbal and nonverbal cues conflict with each other.
Examples:
Verbal Cues
“I might want to consider it at some point.”
“Yes, I’ve heard about that.”
Nonverbal Cues
Smiling while shaking head “no”
Looking distracted
Negative cues signal that the person has a problem with what’s happening or is being suggested. This may involve doubt, a misunderstanding or a concern about how something will work. Negative cues need to be handled before moving ahead.
Examples:
Verbal Cues Nonverbal Cues
“It doesn’t seem to make sense.”
“That will never work.”
“It looks too difficult to me.”
Shaking head “no”
Avoiding eye contact
Folding arms in front
Based on what we observe and hear, we all make assumptions about what cues mean. We then need to validate or eliminate those assumptions. Using the Communication Skills Listen to Learn or Ask for Input are ways to do this. For example, if you’re standing near a guest who's looking around and continues to frown, you need to figure out that cue's significance by listening to learn (“You look confused.”) or asking questions such as “What can I do to help you find what you’re looking for?”
Being able to read cues accurately is only as valuable as your ability to respond appropriately. As Butterfly, responding to cues appropriately requires using judgment. For example, deciding whether to intervene in a brand representative-guest interaction, take the brand representative aside or wait until the guest has left to give feedback to the brand representative is a decision you may need to make on-the-spot. Questions to ask yourself to help make this decision include:
What’s the risk of doing nothing?
What are the possible consequences of intervening, taking the brand representative aside to coach now, or waiting until later to coach the brand representative?
What cue, if any, is the brand representative showing that signals the need for your help?
To what extent is the guest’s experience being jeopardized?
There are two ways you can respond to cues:
1. By taking personal action immediately (Tactically)
–OR–
2. By delaying action for additional thinking and input (Strategically)
COACHING IN REAL-TIME
In any retail store, there are many activities happening out on the floor at any given time. As Butterfly, you are constantly reading cues and making quick decisions about whether to jump in tactically or let things roll. Most importantly, if coaching is needed to strengthen a brand representative’s interaction with guests or others, it’s best done at the moment. By coaching right after something happens, brand representatives can make performance changes on-thespot to use with guests right away.
There are few activities more essential to long-term development than specific, proactive coaching to strengthen brand representatives’ abilities. The most successful Butterflies understand that coaching is a process, not an event. Frequent, quick conversations are emotionally easier to handle for both you and the brand representative versus one long discussion. Each discussion shapes the brand representative’s overall performance. Helping brand representatives define and create more compelling goals, gain insights about their communication, and strengthen specific skills or abilities all present opportunities to coach.
One challenge to this important developmental activity is that brand representatives may not always perceive the need to strengthen a particular skill or ability. The Butterfly therefore needs to be aware of cues from brand representatives that may indicate a teaching moment has arrived. This is not the same as identifying a performance problem that needs to be solved. Coaching is the action of strengthening something that is already acceptable and has the potential to get better. It is developmental, not remedial. Everybody wants to do a good job and it’s your responsibility to set them up for success by coaching.
Use the following strategy in the sequence provided to stay on track and ensure that the brand representative sees this as a positive discussion about getting stronger.
1. Read cues and ask questions to clarify their decision.
TIP: Remember this is not a problem discussion; your tone and words should indicate that the purpose of this discussion to help make good behavior even better.
TIP: By asking questions, you can help the brand representative self-assess how the situation was handled.
2. Ask for ideas to improve; add your own.
TIP: Once the brand representative is clear on what you are describing and what happened, you can ask open-ended questions to get suggestions about what could have been done to be even more effective in this and similar future situations.
TIP: By asking the brand representative before jumping in with your ideas, he or she is more likely to buy into changing behavior.
3. Ask for commitment to use at the next opportunity.
TIP: Asking for commitment to use what was just discussed ensures that you expect the brand representative to apply what was learned.
TIP: By immediately applying what’s discussed, brand representatives can have immediate success and are more likely to repeat the behavior going forward.
4. Reinforce when you observe new behaviors.
TIP: As soon as you see the brand representative making the attempt to use the new behavior(s), praise the effort, being specific about what was observed and the impact of using the behavior(s).
TIP: Try to follow up as soon as possible to discuss what the brand representative did or said.
BUTTERFLY OBSERVATION FORM
Just as you coach in real-time to strengthen brand representatives' performance, your performance as Butterfly can also continuously improve by being coached. The Butterfly Observation form (on the next page) is a quick tool that creates conversation about what the Butterfly is doing effectively and what needs to be strengthened:
Store Managers should complete once a week for each assistant manager and guest lead Butterfly. The Butterfly can bring it to the one-on-one Monday meeting to review and be coached on what was done effectively and what needs to be strengthened
In some successful stores, other Butterflies take turns completing a form for the Store Manager
District Managers should complete on each Butterfly they observe during a store visit
