- 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