For the purposes of this section nothing is assumed of the reader other than that they are inexperienced being in a workplace environment. This section is primarily provided for students and graduates at the beginning of their career path. Because of the limitations providing snap shot information we have focused on specific points only. If you require more comprehensive presentations please contact us at contact@syrgraduate.com

• Clarity of Purpose -

  • Ensure that the entire project team are aware of what it is that you want to achieve; what the timescales are, and with what budget.

  • Assess the members of your project team in order to identify those who exhibit enthusiasm, reticence or who appear to create obstacles that may cause delay.

    • Enthusiasm is a particularly useful emotion provided it is tempered with experience or a practical approach.

    • Age is usually a good indicator of experience although it can also be a double edged sword if the person wielding it does not practice being helpful.

  • Get the project team to agree what is practical and achievable.

  • Consider all problems identified by team members and try to resolve them in a way that is mutually agreeable.

• Interpersonal skills

  • Project Managers need to unify a project team that often comprises diverse experts with their own agendas. Showing sympathy of other peoples predicaments will help bond relationships.

    • TERM NOT TO USE - "When the going gets tough the tough get going!"

      • Made popular in a war movie and a term repeated by people who consider themselves leaders. Real leaders do not make use of Hollywood orientated phrases to motivate colleagues in peaceful occupations. The only thing this shows is that you have seen the same movie as millions of others.

      • It's credibility rating is below 0. People who use this term should be avoided if at all possible.

  • Managing and maintaining equilibrium in what can often develop into a volatile situation as a result of external pressures or internal conflicts. The need to provide an approachable persona is important. Colleagues will all be seeking the Project Manager's understanding of any issues surrounding their problems to meet project demands. Juggling the various issues surrounding completion of a project is the responsibility of a Project Manager.

    • This can prove to be a particularly difficult chore and not for anyone who prefers to avoid confrontation with either management or colleagues.

    • As difficult as it may be for inexperienced candidates to imagine Project Managers can be out of sync with their direct management for many reasons and, as a result, have to endure stressful situations out of their control. If you suffer with your nerves do not take on the role of a Project Manager.

• Each manager needs to ask themselves what it is they want to achieve in order to be able to decide upon a plan of action designed around that specific focus of activity.

• On the surface retail management might appear to be a fairly straightforward activity in that the more sold from a manager's store acts as an indicator of a manager's successful strategy. However what that assumption does not include is the work involved in motivating staff, attracting customers and maintaining an annual output worthy of success.

Leadership Competencies

Leadership is a fundamental strength required of any successful retail manager. This obvious statement becomes less obvious in the 'real world' where it is most needed, hence some retail businesses do less well than others.

Leadership competencies are commonly recognised as including:

• Passion for customers

• Strategic thinking

• Working collaboratively

• Acting decisively

• Developing people and organisations

• Driving performance by example

Key pressures on a Retail Manager will always include the number and value of sales and whether these meet forecasted expectations.

Underpinning these results is the most important physical presence in the Retail Manager's armoury i.e. staff, and the quality of service they provide. The responsibility for staff to perform well is his alone hence failure for them to do so is a reflection of his inability to provide the necessary motivation. Retail managers are by the very purpose of their role people interested in people. They need to be able interact with anyone and everyone at all levels within their organisation as well as customers.

If you are not interested in people then retail management is not for you.