Art of the Possible: Generosity Begets Generosity
Retail leadership is defined ambitiously as a team that guides and directs to achieve a united goal, an agreed-to "omni-vision." Although leadership is oriented by facts—not emotions—the heart of retail leadership defines the spirit of self-sacrifice, the doctrine of consumer necessity especially, formidably and most emphatically at the last three feet of the in-store selling aisle. Retail leadership is expected to seed, create, docent and mature associates to truly enjoy serving a customer, to truly enjoy physical retail giving, caring and sharing. The results of this regal-grooming leadership? Consumer store traffic shifts favorably into kinetic-hyper-drive, cash registers are favorably over-exercised, and profits are generously delivered to stockholders. Life is very good for any retailer who decrees and promotes exceptional customer service and support in the language of disciplined associate leadership at the last three feet of the sale. Not say I—r
ather, says a multitude of very smart third-party research reports, and says a multitude of consumers just like you and I.
The gravitas of our retail business coldly defined is a profitable sale of goods to the final, ultimate consumer. The retail experience can be torridly and artfully better