Brian Librach Plots the Route. The Retail Leader’s Roadmap
Retailers and brands are swinging attention back to brick-and-mortar and investing in employee training, development, and perks to stay competitive. Despite these efforts, many organizations still don’t have the bandwidth to fully optimize worker productivity and performance. Others have attempted to cost-cut their way to profitability, leaving retail workers on the lurch.
Brian Librach is a passionate advocate for empowering future retail leaders to seize control of their careers and reach their full potential. His upcoming book, “The Retail Leader’s Roadmap,” slated for release next month, is brimming with tips and tools designed to help the next generation of retail stars honestly assess opportunities and take decisive action when it counts. Brian shares insights garnered from his retail career ascent, culminating in executive roles at Urban Outfitters and Pacific Sunwear, and more recently, overseeing international stores in Canada for Old Navy.
In this latest episode in Carol Spieckerman’s People Powered Retail series, Brian and Carol delve into the crucial role that individual initiative and ownership will play in propelling retail forward.
Episode highlights:
Discover three pillars that pave the way to retail career progression.
Explore how people-powered systems can exponentially accelerate upskilling efforts.
Learn why lateral moves and demotions don’t have to be a one-way ticket to a career slump.
Understand how fostering a culture of employee satisfaction can alleviate consumer caution.
KEY EXCERPTS
I'm a fan of the unannounced store visit all the way up to the CEO. I'm a fan of small non-entourage visits where you can get intimate with people and have a great dialogue. My recommendation is, if you really want to know what's needed, stop traveling in packs, lose the entourage, get comfortable doing unannounced, and store pop-ins throughout the country, not just in your backyard.
Your top performers are actually influencing everybody else so spend time with those that have the greatest output and greatest influence and they start helping you develop the rest of the fleet as well.
One of the reasons why we're in the predicament that we are in today, where people are budget-cutting people out of jobs left and right. They’re not getting the productivity of their people and it's not for a lack of work and effort. They're working but just aren’t committed emotionally to the work. They're rationally committed to the work and the paycheck.
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