Quote:
Originally posted by kawi97
It's not always our fault that managers won't get on board. Sometimes its an attitude that the manager has. I've come across a few managers that don't take well to suggestion or feel that they don't have to adhere to set standards. When we tell them that their displays aren't to company protection standards they don't like hearing about it because they don't think they'll be able to sell anything when it's locked up. It's like they don't like being told what to do. Yet, on the other-hand, if all of those items that weren't locked up get taken...it's our fault that we didn't stop it. It gets turned into an us vs. them thing. If everyone worked as a team...they want to sell the product and we want to make sure they have product to sell...then more would get accomplished.
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In these type of situations, I still blame LP for not getting managers on board. This applies to the whole company, at every level, not just store level. If the VP of LP got the VP of Ops on board, they would be in agreement on what is important for company and what is in the best interest of the company. Then they would work hand in hand to accomplish their goals.
If you store manager does not see the value of locking things up, have you talked to his DM? Does the DM see the value? If not, have you gone to his Regional? Does the Regional see the value?
If LP and Ops is not on the same page, working towards the same goal, I will always blame LP because we are there to support operations. We are not there to dictate to them. We should be supporting them. If they can't see how our program supports them, we are doing something wrong. If you work in an us vs. them store, it is your fault.