When shopping, there are universal phrases that most retail staff use when engaging with customers. Some use them as you enter to make you feel welcome, or when you look lost or unsure, and nearly all use them as an expression of appreciation when you leave. So, why not take a lesson from retailers and ask these questions when engaging with your employees?
May I help you?
Often, we think we manage our people, but more often we manage projects. Effective people managers will ask employees, “What do you need (and as a follow-on) and how can I help you?” If you are a manager who assigns projects/tasks and states what must get done, try changing your approach to ask, “What can I do to help you be successful?” Some managers only discuss what and when; smart managers discuss how they can do it well.
May I help you find something?
I often smile at this one because if you’re like me, you just want to wander the shop to get ideas. But when looking for something specific, you’re grateful for guidance in efficiently finding what you need. In fact, I’m always impressed when a sales assistant cares enough to make suggestions (be it an alternative product or even another store, if they don’t carry what you need). Even online retailers have chatbots to help.
Good managers must be perceptive enough to recognize when an employee seems lost or unsure about where to turn for help. Employee conversations that uncover issues should happen early and often with new employees, and especially with individuals who have recently been “reorganized” and are feeling insecure in a new department. Provide direction or offer alternatives, such as a “buddy” or a possible mentor. In the case of organizational change, cultivate your “change champions,” individuals who can help fellow employees find what they need without always having to go to their manager.
Thank you for coming in.
Shoppers expect a good experience, and if they don’t get one, they won’t return. That’s the case with employees too. They have a job to do and try to do it well. They expect that when they do, their company will deliver. But they also must feel appreciated; otherwise, they go elsewhere.
But too often lately, inexperienced managers treat employees like commodities. This lack of awareness permeates the company culture, and often leads to high turnover. A company’s “revolving door” reputation is at stake, as is the “institutional knowledge” that goes out the door when good employees choose to leave. And, surprisingly, when they do, fewer human resources people ask “why” in an exit interview.
So take a page from successful retailers that understand brand loyalty. When you have a good employee, do thank them and let them know you appreciate that they show up, do their job well, and go the extra mile. It fosters employee loyalty, and those employees become an organization’s best brand ambassadors.
