I do not see a field prospective on how it is to work for Charlotte Russe, or how the big ideas of our corporate partners change our business. First, I have to ask, has any of the senior management worked anywhere else other than GAP or Old Navy? 15-25 years with one retailer must really give a broad perspective!
So in the field, we start out trying to figure out what the priority of the hour will be. Maybe driving sales, cutting hours below base or trying a new window change. WAIT, someone has an idea, stop everything! Phone call, another SM left and took half the team because they are fed up, oh well, we have a PTKH left.
Hold on, we are a test market, let’s test this! I wonder what the results of the last 3 months of “tests” were. I’ll look on the portal, maybe I’ll open a page that states I’ll be fired if I share the info or a SOP with 3 versions, all different. I’ll email my Ops and People partners. Reply back, check the SOP on the portal and follow. Which version, I don’t know? Oh, and don’t forget, only the positive on the calls, we wouldn’t want anyone to know how the stores are really running! Email, new direction from RD! 30 minutes later, Email, why are we not driving sales? Be ready, product is coming! Just kidding!
OH, stop everything; Jenny is coming for a visit. Let’s move and hide hours to make sure we are ready for the show. Phone call, oh, you need hours? Can’t help, Jenny is coming and we have to make everything look perfect!
Lunch time, eat during 1 of the 20 conference calls, and start over. Thanks corporate for all the help!