• Tattered Cover’s goals are stated at the top of this document.
• Each department translates the company’s goals to their own particular operation and challenges
• Managers lead, support, and oversee department’s ability to achieve company goals
• Break larger goals into smaller, concrete, daily or weekly goals
  • Goals must be clearly defined and objective (people can interpret goals differently)
  • Be wary of habits and familiar thinking, which lead to complacency
  • Process should be inclusive, with everyone working together toward success
  • GM dictates each department’s metrics:
    • Budgets
    • sales goals
    • Deadlines
    • Customer traffic: when we've focused attention around a category, and I see more customers browsing in that area, we've done the work of drawing attention and potential sales -- whether those sales are today or a different day.
    • Customer interest: in a program or operation that we're working on building... the more customer questions, attention, and attendance, the more I can gauge success.
    • Customer feedback on specific categories or programs. We include customer feedback in our closing notes that we send all staff each night.
    • Special orders needs: when growing a category, if customers are shopping the shelf and not needing to request a special order, we've From got the right mix for our category. A buying success.
  • Keep in mind each department’s FTEs and fluctuation of FTEs
• Meet regularly to discuss progress & accountability
  • Keep the larger store goals in mind, guiding the concrete daily & weekly goals