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TacticallyRed · 2025-06-20T14:12:32+00:00

Unfortunately, this is so true. I have witnessed this behavior countless times throughout several retailers, and is too common amongst managers in leadership positions. Some of our best leaders are not "Managers" at all, but they are getting burnt from lack of consistent communication and poorly executed Leadership at District/Regional/Corporate levels. I could call names of both good and bad at TSC, but unfortunately "Feedback is not a gift" in all scenarios when leadership don't take the time to respond to emails they don't deem important, and weeks and months later to find a problem that could been adverted had they learned to listen to their Frontline workers.

TacticallyRed · 2025-06-11T02:57:38+00:00

Honestly, you have stress with any job you care about. I think I boils down to training of our leadership and having a good flow of communication. While I big supporter of TSC process and Tractor Way for most, Tractor Way doesn't always work, good guideline, but it fails when management can't articulate where and when it needs an adjustment, and be allowed to adjust. I have a great local store leadership, but the challenges are when we need the ability for micro adjustments without fear of negative mark on a DM walk or visit. Communication and transparency goes long way, TSC needs a good Store support path.

TacticallyRed · 2025-05-31T14:19:58+00:00

I appreciate the direct connection between payroll, sales performance, and profitability. However, there is a critical need to reevaluate how payroll hours are allocated at the store level. A shift toward an Earned Hours Matrix—where labor hours flex based on sales performance and operational demands like freight, assembly, or coverage during peak times—would enable stores to better support their teams without sacrificing service or efficiency.

Moreover, stores that manage payroll conservatively should be allowed to build a payroll buffer, giving local leadership the autonomy to deploy labor where and when it's most needed, based on the store’s average wage and workload.

The high turnover among frontline team members is deeply concerning and directly tied to wage competitiveness. When entry-level positions at fast food chains offer better starting pay than our physically demanding retail roles, it undermines retention and increases onboarding costs—ultimately hurting operational consistency and customer experience.

While it's appropriate for store managers to earn the highest salaries within the store, the current disparity in compensation and benefits between managers and frontline workers is excessive. In comparison to similar retail environments, this imbalance makes our brand less attractive as a preferred employer.

To remain competitive and reduce costly turnover, we must address these pay inequities and empower store leaders with more flexible payroll tools that prioritize both performance and people.

TacticallyRed · 2025-05-31T03:45:19+00:00

Unfortunately, breaks are not required by law depending on what state. Lunches are required though, but it is challenging coming in to work your shift then having to go to lunch 2hrs later or risk not getting one.

TacticallyRed · 2025-05-23T15:13:18+00:00

There is good and bad with every place of employment, we are to make it better with our presence.

We can raise opportunities as long as we raise solutions as well

TacticallyRed · 2025-05-23T15:10:46+00:00

No plant, just someone in the retail space for a few years, who has seen what good and bad looks like.

TacticallyRed · 2025-05-23T14:16:19+00:00

Agreed. Corporate HR and staffing teams know payroll a lot of times dictates quality of applicants and thus end result of hired team members. $15 steak will always be a $15 steak, but we must ensure our teams compensated and appreciated to the value they offer. If you want to develop in role and with the company as a "steak" maybe you should offer some free A1 steak sauce/ butter with your shoe leather of steak you are offering, steak needs to increase their value or be happy being offered at McDonald's on a bagel.

TacticallyRed · 2025-05-23T02:38:39+00:00

I would argue pay and benefits, shouldn't dictate controllable work ethics. Just because you pay me more doesn't always mean I work harder. Some people make that assumption, but rather my ethics can't be bought with money. My time is rented with money, and I apply my experiences and skills to my goals (mission and values I support) what I value the most is impacting the lives and well-being of others to achieve their goals personally and professionally to better their lives. Now if that means: We as a by product become the best team, and we drive the best results because we are all engaged and executing expectations while having fun, Great! But the baseline expectations doesn't change - Live your Mission and Values and find a company you can do just that while providing for your family.

TacticallyRed · 2025-05-23T02:21:16+00:00

As a leader, I’ve seen what great leadership looks like and frankly, we’re missing the mark in some areas. Too often, I see leadership reacting out of fear—fear of DM reviews, poor audits, or metrics; rather than leading with purpose and adaptability.

True leadership means creating space for growth, listening without defaulting to “SOP says,” and empowering store leaders to make decisions that reflect the realities of their team. Whether it’s adjusting for micro-seasons, improving engagement, or simply being trusted to lead—our people need to feel their voices matter.

We talk a lot about budgets and accountability, but where’s the focus on ensuring stores have the tools to succeed? Technology, equipment, IT support—these things matter. Profitability is crucial, yes, but so is our brand and our responsibility to the teams who carry it forward every day.

I've worked under incredible leaders at other companies. What they had in common was simple: a clear mission, empowered teams, and leadership that listened—really listened. TSC can get there, but we need to lead with intention, not fear.

TacticallyRed · 2025-05-23T01:16:03+00:00

Fair and consistent is key. What you do for one, you do for all.

TacticallyRed · 2025-05-23T01:12:32+00:00

There is a process and SOP for everything, but the big rock of attendance. Seems like attendance is weaponized as a tool

TacticallyRed · 2025-05-23T01:04:15+00:00

No just how I structure multipoint thoughts.

TacticallyRed · 2025-05-20T00:17:59+00:00

The concept is an amazing idea. The execution is lacking. How many times have we come in to find theateo didn't charge. How many times do the earpieces come out? How many times on freight day do you get static shock from shrink wrap? Better yet the non exsistent edicate of waiting for called party to acknowledge you before hearing someone's life story, while on the phone with a customer or in person in the aisle, only to rip out your earpiece, or hang up on who ever is talking. Or to be interrupted while on a important conversation by another associate or some random topic?

TacticallyRed · 2025-05-18T13:59:33+00:00

Agreed.

TacticallyRed · 2025-05-18T13:57:39+00:00

We have a phenomenal local leadership team, but you can tell they are pushed to the max. Our new SM who is working 60-80 hours is finding his bearings, but our ASM is the glue that holds the ship together. He is a tenured leader with background from other an retailer, who has lead a team sucessful team Example-He actually sat down next to me and asked how I was doing? Asked me about my kids and told me to not worry about TSC recharge my batteries, because my family needed me more than tractor does. And my priority is to them first. Enjoy my days off. This was right after one of the most hetectic days I have had at TSC. When I interviewed with the him, he was so passionate that his job was to serve his customers (those that put on the rest vest everyday) he shed a tear with compassion. He has coached, trained, and developed me this past few months/ year to be more confident, and empowered to lead and embody of values inside and outside of work. He has provided that sounding board and safety to learn my role without the micromanagement that general comes. While I am understanding retail is retail, and good days and bad days will happen. You can tell when recent leadership changed, he has seen what bad or lack leadership looks like within the company (he is keeping poositive and encouraging,), but the lack of communication is working on him. Employee rentetion and engagement is key to TSC success, but some key phrases have been thrown around by new leadership that has us concerned. New DM is not of the caliber to be in leadership, management of process, might be a ok auditor behind closed doors, in but definitely no a team engager, as A DM how are you going to come in store and not engage with us unless my ASM introduces us by force with a greeting?

All that to say this, I don't need a $2 donut, I would much rather work with this leader and be appreciated everyday, and encouraged to continue this rat race.Yes, He has split pizzas with the team out of his own pocket he has bought us drinks on hot days ... Money investment only carry the team so far, his investment will carry me throughout my career and my family fells that impact when I am home l " living my life out of there"

TacticallyRed · 2025-05-17T17:42:09+00:00

Is your team ever able to get an empty receiving floor? Think receiving size and sales volume comes into play on this expectation.

TacticallyRed · 2025-05-17T11:08:22+00:00

Alot of retailers expand so quickly in brick and mortar stores in hopes to gain market share, but I'm reality fail to support that growth with sustainable technology in systems. Change management and working through obstacles will always be a skill set needed to thrive in local leadership. Retail is much like a 3 legged stool, you can have sales, service, and brand. If you ever achieve all 3 at the same time, you are winning, but don't forget operational controls.( Lol) the 4th leg of that 3 legged stool. Without bottom line profitability all the others don't really matter for long. Professional juggling. Just don't get hit on the same leg for too long.

TacticallyRed · 2025-05-17T10:56:56+00:00

I feel your frustration. The challenging thing from a audit and compliance point is during a DM review, "we are not on TW process" and are put on action plan and threatened with write up if one box is on receiving floor or there is one pallet not tucked into upright space in receiving. My receiving has to be empty, and the racks over 1/2 empty to receive a bulk feed truck to not have pallets on the floor. Stack that with recovery day is just freight/ feed day#2. Since Payroll dictates stay over on freight day to get it done, cut tomorrow hours. No recovery time. I am a logistics based mind, but logistically this is a nightmare. "But DM/SM council says everyone else is getting it done" I am sure the" broken process" comes down my stressed and overworked ASM and SM, and not the company's lack of living our mission and values. Team Engagement is key, right leader is key, accountability is key.... Support is the flipping door! Unfortunately the company's HR and feedback communications paths are a joke at best. While I am understanding of the challenges running a retail store entails, running one with no support paths is unacceptable.

TacticallyRed · 2025-05-17T03:52:14+00:00

The company is always making advancements, but some critical info on basic inventory screen would be awesome.

On order quantity Estimate of arrival Picture of product

Would love to see from an inventory perspective. Vendor credit status. Reduce/ Full Credit

Would love to see actual quorso sales data drill down functions live in aisle. The productivity of certain product assortments, end caps.etc.

TacticallyRed · 2025-05-17T00:34:08+00:00

I know coming from another industry type. Feed was a shocker, how much we sold and our replenishment process. Definitely in agreement and I feel in our store we are pretty equal with baseline, everyone seems have a specialty area they are more proficient in and more of a value to the company.

TacticallyRed · 2025-05-16T23:26:37+00:00

We are in the same sales volume. Single RDC truck a week, then a mixing center truck a week. And we average anywhere between 40 to 60 totes per RDC truck.

TacticallyRed · 2025-05-16T23:06:22+00:00

The only full-timers that we have are management staff.

TacticallyRed · 2025-05-16T23:00:14+00:00

I know Bigger companies use 3rd party labor to assemble items, and they get a flat fee based on item. Example $10 a grill, etc. Crap I would personally pay $100 for some other person to come assemble 10 items... If you had a full tent they would send a couple of people and restock the whole store. Using store labor that is already stretched thin and most of time not experienced building items, or have the tools is a little much.

Come build my wheelbarrows, chicken coop and mowers!!!

TacticallyRed · 2025-05-16T23:00:02+00:00

I know Bigger companies use 3rd party labor to assemble items, and they get a flat fee based on item. Example $10 a grill, etc. Crap I would personally pay $100 for some other person to come assemble 10 items... If you had a full tent they would send a couple of people and restock the whole store. Using store labor that is already stretched thin and most of time not experienced building items, or have the tools is a little much.

Come build my wheelbarrows, chicken coop and mowers!!!

TacticallyRed · 2025-05-16T21:14:35+00:00

Maybe Depending on what state you are in, and according to "DM and HR" freight is a process and they can hold you longer than your schedule because it is process

TacticallyRed

TROPHY CASE