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This is not a thing.

Very frustrating seeing that. I think it’s important to distinguish boss from a leader. I know it’s semantics but I in my mind see them differently. A boss and a leader have distinct mentalities when it comes to managing a team. While a boss can sometimes be seen as a dictator, merely giving...

To be honest with you there is a pipeline that the districts have. You’re probably somewhere in that line. How it works is if a spot opens up and they agree that the person next up is able to do that job they get the spot. You may be better suited for it but it’s a long game because every person...

Sorry for reopening an old thread: In my experience, external ETL hires phase out a lot in comparison to internal promotions. It’s a hard dose of reality when you actually in the role. Coming up through the ranks gives you the necessary foundation. There are some great externals that I’ve...

For me leadership is a mindset. I’ve seen too many team leaders that are simply super team members in my book. They may have knowledge, work hard, etc but can’t inspire others or strategize to remove obstacles for the team. Leadership is a mentality. They’re the people who are willing to ensure...

That payroll is actually surprisingly good. I wonder if it scales. My store is $90 million. Anyone in the pilot for Merch Ops have a similar volume and know the payroll allocation?

What’s funny is most stores in my district found a way to do this unofficially. Hybrid of modernization and the old process because some things just worked from the past and Target is realizing that finally. It hasn’t been officially rolled out here yet but interested to see how it goes for...

A ton of good things here. I too think being realistic, relating to the team, and explaining the why behind things helps.

Topic. What do you like to see in a SD? What do you wish to see more of from a SD? Is there things you disliked that SDs done in the past that you would advise others to not do? What’s the best advice you can give someone aspiring or about to take on the SD role?

I’ve done closing TL before. It was boring to me then too. Flow/Inbound, NSoE, Remodel, GM, Fulfillment, Presentation, Backroom, and GSTL were all more challenging to me. I think all positions are important. We were just comparing levels of difficulty which I’m of the opinion that it’s not as...

Not arguing that. Saying that is the basics that we all do. On top of that there are very much more that they’re not responsible for. If you took away that I’m saying reshop and zone isn’t important than you’re mistaking what I mean.

We’re all paged constantly and jump into OPU, backup front, and zone. That’s nothing special. Leaders do that while having to execute projects, pulls, push freight, Backroom, etc. Waaaaaayyyy blown out of proportion. In our store dayside leaders must pick SFS the beginning of their shift...

I find closing TL to be an incredibly easy position. Additionally, you’re not truly responsible for wild metrics like a Flex TL, GM, Food, SB, or Specialty. I truly think this position is held higher than it really is. That’s just my opinion.

I did this under the guise of “Talent Day”. However, mine was strictly with SDs, BPs, and DSDs. Perhaps because I’m an ETL already looking to continue to grow. Each group asked questions and it was like “rounds”. If I remember correctly it was 3 or 4 rounds.

We have 2 FFTLs and 3 GM-ETLs. One of the GM-ETLs owns FF. Many high volume stores in our district do this too. So basically it’s just making it official what we been doing unofficially I guess.

All I can say is do the best you can even you’re in but try not to put the weight of the world in your shoulders. You can only do but so much. Also know when it gets really bad magically more hours come from the sky, trucks get cancelled, support help flys in, etc. They will find a way, they’ll...

Flexible can mean several things but I can tell you for TL position if your availability isn’t open or closed to completely…it doesn’t matter how good you are, you won’t get it period.

I continue to challenge upward and I’m due to move up with the company again. I’m not afraid to question things to whoever it is. How you go about it is the key. As I said if you try and no results or willingness to hear you out happens then at that point I wouldn’t blame a person for just doing...

100+ OFOs is pretty light to me. If they pull it by aisle for those batches the push will be faster. To me it sounds like an imbalance between how many are unloading and how many are pushing. Additionally, your peers have to get more involved or else the system just fails. So look into if...

Those things are imaginary. I believe in utilizing the trailer breakdown and writing down all the push hours per department. Spend time in them and understand what 15 hours of HBA looks and feels like. What does 2.5 hours of pets really mean? In my store I automatically know what it’ll take in...