Now and Next Renown

I was enjoying a chat with a shift manager of a large cafe that when in that city centre I frequent.

She had just begun to split her time to help steady the fortunes of another location.

As with many such endeavour, I sensed a combination of daunt and zest.

In that typically English way, we joked about prioritisation techniques.

Which incidentally, reminded me how little (read, often zero) 'management training' gets bestowed upon those freshly in supervisory post for the first time. Come to think of it, the last time I recall mentioning that most entry-level of frameworks around the field - the 4 Ds - the chief exec I was conversing with revealed they'd regretfully never heard of it before.

There's so many tools you can deploy here. So when asked, I suggested start from the beginning.

Ask the team members this question first;

what are we known for?

Being sure to draw out both the good and the not-so.

Then follow up with;

what do we want to be known for?

Then you ought be able to hatch a plan for what to carry on with and build on and what to make better.

Noting that there's all manner of strategic intent/alignment, positioning, and product/market specialisation guidelines you can bring into play too.

Whilst a hospitality case from a daytime business district coffee shop, similar steers apply within our selling pursuit.

How many an enterprise are on top of these two questions, and is your Sales effort one of the clever few?