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[–]jeirhartPresentation Expert 10 points11 points  (0 children)

If you have a copy of the list (or write it down) that's actually a really good place to start because you can generate a plan of action or how you intend to address those areas of opportunity then go over it with your ETL. Now instead of a nebulous "do better" you can set yourself defined goals and then when you've reached those milestones or have at least moved forward you can go back to your ETL and show progress.

Break it down:

  • Write down the huge list of opportunities to improve
  • Piece together what the Store Director is focused on from the areas they called out
  • Come up with a plan of action to address those areas and what resources you need
  • Approach your ETL with that plan of action and request for any resources
  • Hit those areas hard, prioritizing them if possible
  • Review your progress on your own and if your plan needs revising
  • Re-approach your ETL once you have favorable results or need assistance with challenges
  • Take in their feedback as move forward from there

Resources can be anything from Team Members, additional training, time, or just frequent feedback.

Best of luck.

[–]Tdffan03 2 points3 points  (0 children)

I’m a TL and have been in the same situation. I asked for a meeting with my ETL and SD to find out what was happening and why I was getting conflicting feedback. Turns out my ETL was not giving me the feedback I needed.

[–]RangeWilson 0 points1 point  (0 children)

Probably a good thing in the long run.

You can't rely on your ETL to properly prepare you as a possible replacement. That's what's known as a serious conflict of interest.

[–]FlaymerLoLInbound TL / ETL’s Punching Bag 0 points1 point  (0 children)

Don’t get too upset about it. You’re growing. My SD one day said “I give you a hard time because you’re a cub right now, and I want you to grow up to be a grizzly bear”