The store manager is the owner of the store. Only by setting an example can the store manager lead the clerk to do a good job in sales. So the store manager thinks earlier than the clerk, and the store manager thinks farther than the clerk. Here are six reasons why store managers should think or reflect, and why store managers always don't have enough time every day. As a store manager, being busy is normal, not busy is abnormal, but being too busy may be abnormal. There may be several reasons for this situation: we can't treat things differently according to priorities, treat almost everything as urgent and important, and the result is too busy; Refuse to authorize, refuse to trust subordinates, always feel that subordinates are not as good as themselves, and may do things badly below, so they are only willing to use subordinates as tools, and as a result, subordinates cannot grow up, so he insists on his own choice; Lack of planning, not good at doing those important but not urgent things in advance, and waiting until a fire breaks out to deal with them, resulting in half the effort. The correct solution should be: learn to manage your time according to the four-quadrant time management method, queue all the work according to the priority, spend 30% of your time doing urgent and important things, spend 50% of your time doing important but not urgent things, and spend 20% of your time paying attention to those urgent but not important or not urgent and not important things that others have authorized to solve. For the former, you need to pay attention to both the process and the result, while for the latter, you only need to pay attention to the result. Learn to break down important and urgent things and authorize subordinates to do urgent but unimportant parts; Strengthen the planning of doing things, and prevent the occurrence of important and urgent things by completing important but not urgent things ahead of time. The manager has six reasons. Why does the manager always put out the fire every day? There is a famous saying among the people that can explain this phenomenon very well: "The wages of migrant workers are suddenly unhappy, and there are countless customers. "It is said that there is a farmer's chimney in a straight row, and there is a pile of firewood under the chimney, so a kind person warned him to bend the chimney upwards and then row it, and then move the pile of firewood to other places, and the farmers ignored it. As a result, it didn't take long for the firewood outside to catch fire, burning half the house and causing even greater property losses. The neighbors who participated in the fire fighting were finally regarded as the top seats, and the wise man who gave him the most valuable advice had long been forgotten by him. In fact, as a store manager, it is the same. If we don't pay attention to the four elements of customers, employees, goods (suppliers) and competitors, but are busy with specific trivial matters all day, there will be fires every day, waiting for our store manager to spend a lot of money to put out the fire. Therefore, the store manager should grasp the important but not urgent things in the store. By controlling these things and putting the fire in the bud, it is impossible to have so many urgent and important things to disturb us. The third of the six reasons for the manager, why can't the plan made by the manager always be implemented? Generally speaking, it is impossible to carry out a good plan. Basically, there are several reasons: first, we don't know enough about things and don't grasp the key points of things. How can you expect your plan to be accepted and carried out by others? Many plans are aborted for this reason; Second, there is a lack of systematic thinking and guarantee for the time, personnel, funds and incentive system in the implementation of the plan. For example, there may be no flexibility in time, so once the outside world interferes and there is no guarantee of time, it cannot be implemented; Third, there is no tenacity in implementing the plan, and you will give up when you encounter a little setback. As long as you give up once, your subordinates will form expectations, so when you carry out the plan again, they will definitely give in. In this case, how can you expect the plan to be successfully implemented? Fourth, the integration of resources is not strong enough, and the implementation of any plan can only be achieved through effective communication. If you can't communicate effectively with all parties and imagine a complete plan yourself, you can't expect the plan to be implemented. Four of the six whys of the store manager, why can't the following people share their worries for the store manager and the task can't be broken down? The following people can't share the worries for our store manager for two reasons. First, the people below don't want to share your worries. They hide when something happens, their shoulders are uneven and steep, and they can't bear heavy loads. This is mainly because our store manager is not good at communicating with people, understanding other people's material needs and psychological needs, and controlling others by meeting their needs, so the store manager and his subordinates play their own tune. Second, the ability of subordinates is not enough, even if they share the responsibilities and work of superiors, they can't do it well, and finally they screw things up. If the manager only contacts these employees, it is no wonder that the manager has not been promoted, but if the manager has been in charge for half a year, then the training and guidance ability of the manager is too poor. As a manager, his ability to train and guide subordinates should be his core ability. If a manager can't be a leader or boss in the eyes of his subordinates, he will be persuaded. Five of the six whys of the store manager, why are there so many people and things bothering the store manager every day? As a store manager, there will always be many things bothering you, but as long as our store manager learns to authorize and screen, authorize subordinates to do those urgent and unimportant things, and pay attention to the process and result of things, authorize subordinates to do those urgent and unimportant things, and only pay attention to the results, then the store manager will find that the things that bother him are greatly reduced. In addition, there are many store managers who are unwilling to authorize their subordinates to do it. On the surface, they don't seem trustworthy. In fact, they still feel a little guilty. After all, everything is decided by themselves, and it is arbitrary. There is a lot of room for power rent-seeking, and others are hard to find. This is actually setting a trap for yourself. As a store manager, its most important interests should be performance and the growth of your team. This is your biggest capital, not small gifts and coupons given to you by others. It's just a pity that many talented store managers are blinded by money and lose the long-term development of their lives. The manager's six reasons, why the clerk and the class teacher can't go to the stage and everything needs the manager's intervention? This is mainly caused by the manager's insufficient guidance and training for shop assistants and supervisors. Generally speaking, in most cases, shop assistants and supervisors need our training and promotion. Their leadership and management ability and work attitude need us to influence and influence them, and their business skills need us to give them some advice and help. In the process of helping subordinates grow up, the most important thing is authorization, that is, after one thing is given to subordinates to do, they are not indifferent, nor do they have to make rules, and all aspects are set very tightly, so it is difficult for subordinates to grow up. To help subordinates grow up, it is best to let them make plans and think about the left, middle and right solutions to a problem. What are the advantages and disadvantages of each solution? You just need to guide them to analyze the bright spots and aspects that can be improved like a coach, and then under your invisible influence, subordinates choose the right solution, so that your subordinates' ability to deal with problems will advance by leaps and bounds, and then you will.