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I am trying to implement O3s into my company's culture. I have 5 directs, 4 of which are retail gas station/truck stop/restaurant managers. Two of those managers have ~25 directs. While I know this isn't ideal, it is the reality of our organization.
I've given the ok to those managers to do bi-weekly O3s.
However, I wonder if O3s (as defined by MT) are even applicable to our setting. Staff scheduling is generally difficult therefore making a scheduled, recurring O3 with each direct almost impossible. In addition, since this is a retail environment that can have unexpected rushes, it is possible that both the manager and direct will have their O3 interrupted by the needs of the business.
Can O3s happen in this environment?
Yes?
There are many with more experience and more qualified to answer, but I will give you some of my thoughts.
Listening to all the casts on 03's more than once, it is mentioned that the act of having it scheduled is more important than keeping that specific time. Having it on the calendar sends a message to the direct and it can always be adjusted. Mark mentioned his 03 was rescheduled almost every week because of travel.
One more thought, while using the reasoning, "what if there is a rush" makes sense. It is also the kind of thought that can stop someone from doing anything at all. If there is a rush, reschedule? Is there a rush that happens that is so bad that finishing the last 15 minutes of a one on one would throw everything off?
These are just some thoughts from someone that has some of his own challenges and questions with 03's.
Good Luck,
Bryan
Supervisors / Shift Coordinators?
When I worked retail back in college our store had 1 manager, but 4 supervisors, then the remaining 30 or so employees. If this is the case in your stores as well, I would encourage the manager to hold O3's with the supervisors, and also have the supervisors have O3's with their direct reports. This will help the supervisors develop better relationships with their direct reports, as well as hopefully start the supervisors learning curve for future positions which may include more management responsibilities.
If this isn't the organizational situation at your stores, is there any reason it couldn't be changed? I would really recommend implementing a supervisor or shift coordinator position so that the teams can be managed more effectively and so that those relationships can have a better chance of developing.
Good luck!
mmcconkie
Flexible shifts. many managers
I have also worked in this environment.
I agree that the Store General Manager should have O3's with the Asst. Manager Supervisors.
I'm just not sure about how the other Asst. Managers should do O3's.
It would make sense to have assigned Direct employees to specific Asst. Managers, if the shifts are fairly stable.
In my experience, the Direct employees get various shift work throughout the week and will serve under several Asst. Managers, depending on what days and shifts they work on any given week.
And this is complicated by the fact that many employees are Part Time... with odd flexible shifts.
?? If only one direct was assigned to one Asst. Manager Supervisor, how do you prevent one person loyalty bond from forming -- where the Employee Direct gets the feeling that they only have to answer to that one Asst. Manager Supervisor, and any others they work under on other days don't matter ?
?? Could the Asst. Manager Supervisors switch off and trade off O3's with the understanding that notes are shared between them ?
?? Is it better to have one Employee Direct form a strong relationship with one Asst. Manager Supervisor ? Or is it better to have them form a more occasional relationships with all of the Asst. Manager Supervisors ?
Just some thoughts
TJP