Advice for balancing coaching/training TMs with tasks?

Joined
May 30, 2021
Messages
48
Basically the title. BTC is peak for my store, which means increased freight and a lot of new team members. On top of that one of my fellow GM TLs has covid and another is on vacation, plus our specialty ETL just quit so my ETL has been spending more time in specialty. This means sometimes I'm the only TL over 27 team members. Obviously with so many of them being new that means pretty much the only thing I'm doing is following up to make sure they're being productive and doing things correctly. I've tried setting timers on my phone, doing vehicle counts every hour. I just can't keep up with all of them AND do all the little side tasks my ETL and SD expect me to do in a day. For example - my SD will expect me to be keeping up with every team member AND be running a double AND be the only leader over fulfillment AND remerch entire aisles by myself. I'm working 12+ hour days and still not getting it done. And then I'm being coached at the end of the week for not getting admin (planning, PC summary, TM training plan, desired hours survey) completed. I don't want to sound like I'm making excuses but I genuinely think what is being expected of me is unrealistic. And then on top of that I'll come up with a plan to delegate and get stuff done and my SD will come behind me and micromanage all my TMs and tell them to do random tasks, then get mad at me for them rolling truck or not completing pulls when he was the one who pulled them in the first place. Is this normal? Plus my SD will do something to "help" me like remerch something, but will then leave a big mess for me to clean up - 3 tiers worth of shit, pallets to backstock, whole aisles not priced - then get mad that it takes a while to clean up the mess or that the backroom is a mess in the first place when HE'S the one setting an example to team members that it's ok to leave half finished projects and the backroom a mess. I'm really close to just leaving my keys on his desk and walking out of the building.
 
Joined
Jun 8, 2011
Messages
32,920
Basically the title. BTC is peak for my store, which means increased freight and a lot of new team members. On top of that one of my fellow GM TLs has covid and another is on vacation, plus our specialty ETL just quit so my ETL has been spending more time in specialty. This means sometimes I'm the only TL over 27 team members. Obviously with so many of them being new that means pretty much the only thing I'm doing is following up to make sure they're being productive and doing things correctly. I've tried setting timers on my phone, doing vehicle counts every hour. I just can't keep up with all of them AND do all the little side tasks my ETL and SD expect me to do in a day. For example - my SD will expect me to be keeping up with every team member AND be running a double AND be the only leader over fulfillment AND remerch entire aisles by myself. I'm working 12+ hour days and still not getting it done. And then I'm being coached at the end of the week for not getting admin (planning, PC summary, TM training plan, desired hours survey) completed. I don't want to sound like I'm making excuses but I genuinely think what is being expected of me is unrealistic. And then on top of that I'll come up with a plan to delegate and get stuff done and my SD will come behind me and micromanage all my TMs and tell them to do random tasks, then get mad at me for them rolling truck or not completing pulls when he was the one who pulled them in the first place. Is this normal? Plus my SD will do something to "help" me like remerch something, but will then leave a big mess for me to clean up - 3 tiers worth of shit, pallets to backstock, whole aisles not priced - then get mad that it takes a while to clean up the mess or that the backroom is a mess in the first place when HE'S the one setting an example to team members that it's ok to leave half finished projects and the backroom a mess. I'm really close to just leaving my keys on his desk and walking out of the building.
Sad, but true.
 
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Joined
May 30, 2021
Messages
48
And what is your sd doing while you’re busting your ass. Sitting at their desk doing their coach prep? Wow you are overworked and under appreciated.
He does work hard when he's on the salesfloor and he definitely spends more time on the floor than my old SD. He may spend a couple of hours on the floor a day and if it's his weekend rotation he spends the whole weekend on the floor/supporting front end. But he works his 8-10 hour shifts then leaves meanwhile my ETL is working 60+ hours a week and so are me and my other GM TLs when we're not getting hounded about OT. I don't mind working hard but I barely have time to coach my team.

I think the real kicker this week was getting coached for not getting unscheduled doubles finished plus visuals and out of stocks. What really put it into perspective is two of what I would consider our top performing team members weren't able to come clean on truck, much less do visuals or pulls, without staying past their scheduled shifts. If the top performers can't even meet expectations then what does that mean for the rest of the team? I can coach as much as I want but you're always going to have a range of work ethics. I can push a team member but if they're not somewhat self motivated they're never going to be as productive as those top performers who do a good job because they want to do a good job.
 
Joined
Mar 7, 2019
Messages
137
This is frustrating. Hang in there and do your best. Maybe start by taking note of what you are accomplishing each day and when you get coached by said SD for not completing all aspects of your job lay down x, y, and z that you completed for the day/week and ask for their “superior” advice as to elevate that and meet their expectations..

I wouldn’t be going above and beyond for this boss though, that’s my 2nd piece of advice.

All in all, your SD is failing at leading in a few different aspects so your gaps in my opinion are their direct reflection.
 

commiecorvus

Former Signing Ninja
Staff member
Moderator
Joined
Jun 10, 2011
Messages
18,969
Find someone who can do the job the right way. Stop picking favorites hahahaha

Dude, what does this even mean and who are you referring to?
We asked you to make sure your posts had some kind of context to them so people aren't going WTF?! every time you post.
Don't do this anymore.
 

Avocadioo

Visionary
Joined
May 16, 2022
Messages
239
*agreement *
why keep a person in noncon sort when they aren’t doing 100% and have scan gaps but send me to Depal? My LWW’s on B2-OB don’t have the slightest idea how to be leads or staff lmao. It’s a shit show and I would be embarrassed for my operating manager, SOM, and PC. All these new OM’s don’t have the slightest idea but all the OM‘s who have been with Target for a while know what’s up. B2 is a shit show. Idc tho
 
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Hal

Joined
Aug 30, 2017
Messages
357
Everyone thinks B2 is a shitshow. And A1 and A2 and B1. Outbound is a shitshow. Along with Warehouse. So is T-556, and 3804 and 579.

What other people are doing has no impact on your development. If you're so worried about what everyone else is doing you'll never go anywhere.

Focus on yourself and what you need to do. How do you make yourself better? Go to school. Sign up for backup positions. Apply for other roles. Go to E&F and try that out.
 

Avocadioo

Visionary
Joined
May 16, 2022
Messages
239
Everyone thinks B2 is a shitshow. And A1 and A2 and B1. Outbound is a shitshow. Along with Warehouse. So is T-556, and 3804 and 579.

What other people are doing has no impact on your development. If you're so worried about what everyone else is doing you'll never go anywhere.

Focus on yourself and what you need to do. How do you make yourself better? Go to school. Sign up for backup positions. Apply for other roles. Go to E&F and try that out.
I applied for LWW Cap and TS. No back ups.
 
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