At WOW Mobile, we ran a program called Store Manager Excellence. It was four sessions spread over several months, with our Area Managers doing the work in between. Their job wasn’t simply to reinforce what had been taught. They had to make sure the homework was actually being done and, more importantly, help store managers turn the ideas into behaviours. By the third session, the results were visible. Stores were performing at levels they hadn’t before. But one area caught m

Every organization wants consistency. Very few achieve it. I've led five retail organizations, and one lesson has stayed with me: consistency doesn't come from rules. It comes from standards. The distinction matters because standards aren't just about defining what people should do. They're about making expectations clear, explaining why they matter, and giving managers the tools to help people meet them. That's where the real work begins. Where I learned it We were growing q

I found the same sentence in my own résumé twice, written eighteen years apart. I was going through old files and stopped on a line from 2004, describing what I had done as VP of Corporate Stores at TELUS: introduced a store management performance model built on target setting and coaching performance. Then I found it again. 2018. Rogers Branded Retail. Almost word for word. I had not planned that, and I had never noticed it. I thought of them as separate jobs — different com