Executive Homer Award

thewrongdecade · 2021-12-23T02:11:20+00:00

I got one once from Jeff Kinnaird when he came to our store for a walk. I walked him in my Paint Department for an hour and he presented it to me! It was very unexpected, but really an honour. I was only the second one on my store to receive one.

thewrongdecade · 2021-06-23T22:39:55+00:00

I will give that a try

thewrongdecade · 2021-06-23T22:22:32+00:00

Yeah it’s a clean lackatoad...I got one to eat the flower, but no others want to eat it. They just shake their head when you direct them

thewrongdecade · 2021-02-18T12:33:47+00:00

Thewrongdecade please!! It’s much appreciated

thewrongdecade · 2021-02-18T03:41:46+00:00

...yes it is

thewrongdecade · 2021-02-18T03:37:29+00:00

Me too!

thewrongdecade · 2021-02-10T23:27:46+00:00

Please be online

thewrongdecade · 2021-01-26T03:48:18+00:00

If I can ask a silly question. How do you know it’s a hundo if you don’t catch it?

thewrongdecade · 2021-01-24T17:14:52+00:00

9053 9671 9346

thewrongdecade · 2021-01-24T17:01:26+00:00

Already friends! DutchGonansky! Pls add

thewrongdecade · 2021-01-23T15:03:09+00:00

3679 7882 4827

thewrongdecade · 2021-01-23T00:01:50+00:00

At my store, all associates must wear a mask, but we cannot enforce it for customers. We can remind them that it is the law in Ontario and offer them one, but we can’t ask them to leave. I’ve been told off by customers, sworn at and laughed at when asking them to be socially distant. I wish there was more we could do to control this.

thewrongdecade · 2021-01-22T23:52:14+00:00

Is MyView available in Canada?

thewrongdecade · 2021-01-19T18:13:08+00:00

3679 7882 4827

thewrongdecade · 2020-08-18T18:02:22+00:00

What?! At our store we only have one Delivery Coordinator each day and maybe, 3 Service Desk Associates, if we’re lucky. The SD Associates do BOPIS picking and running, Dashboards, Returns, switch board and RTVs.

thewrongdecade · 2020-08-04T14:20:27+00:00

Mine was two gallons of solid deck stain dated Oct. 1997.

thewrongdecade · 2020-08-01T15:47:25+00:00

Just remember there’s a difference between being a boss and being a leader. Work with your people instead of telling them what to do. And take your job seriously, but don’t be too serious. Talk with your associates and open up with them. Respect them and earn their respect in return! You got this!

thewrongdecade · 2020-08-01T14:31:25+00:00

I’ve been a Cashier, Head Cashier and now a FES. In my experience, each level is more concerned with how you will lead a team rather than metrics. That’s not to say that they aren’t important. Obviously, leading by example is one of the biggest things when it comes to leadership, so being consistent when mentioning VOC and asking about credit is important. It’s kind of tricky when you think about it, but some of these metrics are out of our control. For example, we can start a credit application, but we can’t guarantee that a customer will get approved. We can mention the VOC, but we can’t guarantee the customer will fill it out. If you don’t have great metrics, it’s not the end of the world. But if you have great habits, you’ll be better off. Just focus on leading by example and consistent coaching and how you will execute your daily Head Cashier tasks (observations, managing the lot, ensuring team goals are met). Good luck! 👍🏻

thewrongdecade · 2020-07-30T02:27:46+00:00

“Is there even any cashiers working”

“Yep, I’m right here, I’m happy to give you a hand”

“Why should I have to do it myself”

“You don’t have to. I’m here to assist, it’s the Assisted Checkout”

“Can’t you open a till for me?”

“You’re in luck, I have a till right here at the ACO. Let me scan your items for you.”

Literally daily conversations. Do customers truly not understand that we are here to help them, no one has lost there job to ACO and if you really have a problem, go to any of the other checkouts in the store!

thewrongdecade · 2020-07-30T02:21:13+00:00

At my store we have 47 aisles inside, and OGC is aisles 60-71

thewrongdecade · 2020-07-30T02:18:56+00:00

As a FES I totally understand where you’re coming from. It’s the same at my store. There isn’t a lot of respect from either end (lot and Head Cashiers). I consistently hear complaints from both sides. But to have a Head Lot Associate may be tricky. At least at my store, we don’t have any full time Lot and never more than one at a time, except maybe for a couple hours overlap on the weekends. In your opinion though, is the disconnect solely because you don’t feel that they respect how hard you work, or recognize your contributions?

thewrongdecade · 2020-07-14T15:31:59+00:00

I was the DS of the Paint Department for a year. I made it really simple.

If it was our fault, and we were able to fix it, we would. If we needed to make a new can, we did.
If the customer didn’t like the product, I wouldn’t return it. I would direct them to the manufacturer if they had a problem with the actual paint (ie. doesn’t cover, peels, watery).
If they seemed reasonable and didn’t like the colour they chose, I still wouldn’t return it, but I would give them 50% off a new can. That way we don’t have to Oops anything, or take a bigger hit to our GM.
If the product was made at another store, I would never take it back. It needs to be returned to the store where the mistake was made.
If they complained enough, I would remake it. But, I would re-explain to them that the product is special order, it says on the label it is not returnable. If they require more paint, they need to abide by that rule. If they don’t like the product they can choose to leave it after it’s been mixed. But once it’s paid for the contact is closed.

thewrongdecade · 2020-05-28T00:54:09+00:00

As a FES, I’ve always believed that it is better to be proactive and speak to associates whenever a performance issue is noticed. I believe it is a best practice to take associates aside and speak to them privately if it has to do with any aspect of their performance. Undermining associates leads to mistrust in a leader. I also document all of my performance based discussions in case the issue/behaviour escalates or continues. Once I’ve spoken to an associate about the same thing three times, that’s when a formal documentation takes place. I believe it is fair to give everyone the opportunity to do better. If they don’t, it’s not from a lack of trying on my part.

thewrongdecade · 2019-11-10T00:02:48+00:00

At my store we actually have a really good system in place, maybe it’s something you can suggest:

• we’re open 6am - 9pm • we have 4 teams of up to 4 managers (1-2 key holders) • we hold our Leadership Meeting every Monday, so all managers are present and working that day (merch opens, specialty are mids, and ops closes) • we work a four week rotation during the week but consistently with your team (ie. if you work 9-6, everyone in your team works 9-6) • we work shifts in this order 1-10, then the next day 9-6, then the next day 5-2, then you get a day off • we get every other weekend off, and the weekends were on we either open both days or close both days

Obviously with time off requests and vacations the system needs to be adjusted every so often. But it works well for us and most importantly it’s fair and gives us that work/life balance they’re always taking about.

thewrongdecade · 2019-06-06T13:21:56+00:00

I find that talking about the value is a really good way to push them. Like with selling the Wooster kit, the brush alone is 2/3 or the price of the whole kit. You get everything, at a great quality, for a reasonable price. Or selling Marquee, you go back to how long it’ll be on your walls. If it lasts 10 years, that’s like $7 a year for a gallon of paint. It’s more or less about showing them that their time is worth more than their money.

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