Stewart began working in mobile retail in 1999 as an inbound telesales agent. He has since worked for Phones 4u and then in the financial sector. He returned to the industry in 2006 with T-Mobile and now heads up the Liverpool Park Street branch.
The Challenge: The first thing I’d do is observe things for a few days, particularly if I was new to the store. I’d explain to the staff what I was looking for and make sure they know to come to me with any comments. I’d outline what course I was looking to take and try to maybe tease out any issues they have.
You have to give staff a platform, because all too often underperforming stores are down to demoralised staff. Take the time to get to know them, understand what went on before and where they want to go with their careers. Sick days, lack of good time management – these all increase when people are fed up and you have to let them know that you care enough to listen.
Another great way is to look at which other stores are doing well. I’ll maybe send my guys out to another store for a day or two, to get a day in the life picture of what they do and why it’s successful. It gives them a change from the environment they might be a little tired of. I like to encourage my team to look out for good practice, be inspired by it and share it with the rest of the store.
At the end of the day I’m here to support and lead them. I’m here to help them think about what they want and offer a way to achieve that. If you make it clear that you care about your staff’s development, it raises spirits and sales at the same time as training and good business practice.