My Friend the Union Rep

After some years in the business, I had worked as a clerk, a Supervisor, and as an Assistant Manager in 4 different stores and was finally promoted to Store Manager.  I was so excited and scared; now I had the chance to prove that “I could do it”!  But I was terrified of failing… although it was many years before I was able to admit that to myself.  

Over the next 11 years at Sav-On Drugstore in Bell, California I learned more lessons about customer service than I could imagine.  During that time, I learned that it takes a team.  You cannot succeed by yourself in something as big as running a business. Actually, in order for a team to succeed all of the players have to be committed to the plan, not just the leader.

Surprisingly, this education started with a phone call from the Union Rep who called me one morning and said, “Hi Dan, can I buy you a cup of coffee?”  I told him I had better things to do, don’t waste my time and hung up! 

After he called back, he said, “Listen Dan I’d like to discuss a problem with you.”  When I asked him what problem, he told me that some of my associates were unhappy with me.  I immediately asked him who was unhappy and what they were unhappy about. 

His response was, “I’m not going to tell you that over the phone Dan, how about that cup of coffee?” 

I grudgingly accepted and when we met shortly thereafter, he explained that some of my associates felt I was unsympathetic and rather sarcastic with them.  I was immediately upset and demanded that he tell me who the “troublemakers” were.  

He smiled and said, “Dan, I just want to help you.  Your employees like you; they just feel that sometimes you don’t seem to care about their feelings.”

I can honestly say that I was struck by this comment.  Up until that time I honestly hadn’t ever given much thought to my associates’ feelings.  I must say I left that conversation somewhat unsettled.  I was vividly reminded of several occasions over the years where I had really hurt the feelings of my associates in various situations and it had been a complete surprise when they unloaded on me!  

As I look back on just how many mistakes, I’ve made in stumbling my way to a better understanding of Customer Service, a key part of the lesson was learning how to treat my own employees.  I always thought of them as “checkers”, not cashiers, but checkers on a checkerboard.  Pieces to be moved around as needed.  

I never thought about what motivated them or what they thought about the business.

During my 11 years in Bell, as I got to see and work with the “Crew” I began to rethink my prior attitude and gradually came to realize that only when I really engaged with  them and invited them to be full partners in helping my store be successful, would they truly feel motivated to “join the cause” and give it their very best effort. 

I finally realized, my job was to help them see and believe that it was their store too.

Many people say you can’t be “friends” with your employees and still manage them, but in truth, there is a difference between managing them effectively with a personal and caring style and going out partying with them.  

Somewhere between mutual respect, good communications, and effective training, it is possible to be more of a leader who is saying “Let’s head this way team, I know we can do it” and less “I’m watching you, you better get busy!”  What does every great memorable Super Bowl Quarterback seem to be saying?  “Follow me, we can do this together!”

In the world of sports, “it’s the team that wants it more that wins”. 

In truth, it may sometimes seem like it takes too much “effort” to be a positive Manager, but the most successful businesses, the ones that last year after year, have started by building the culture from the ground up.  First, we are a team, before anything else.  We are all in this together, not the Managers driving a bunch of uninterested employees towards an unpleasant goal.

When I was 21 my District Manager suggested I read the book “How to Win Friends and Influence People” by Dale Carnegie.  It changed my life.  From that point on, even though I didn’t finally internalize the lessons for another 10 years, I ended up honestly believing that I wanted to treat everyone I met as a customer.  My friends, my family, my employees, those serving me, as well as those I served.  I decided everyone should be treated the way I wanted to be treated.

If my business is going to be successful, my team must want to share in this success.  

Here is the question that has mystified me for many years when I think about the more uninspiring managers I’ve met and worked for…

Why should an employee do a great job for their boss if the boss always acts like he or she has no interest in the associate?  “What’s in it for me” is the most basic human motivation yet so many Managers ignore it and wonder why their associates do mediocre work or steal from them.

The Essential Lesson:   Treat every person you meet as if they are really “special” because guess what-they are!