Many district managers find that they spend more time putting out fires than focusing on what's really important: increasing sales. This store needs more salespeople; that store needs more merchandise; there's a dissatisfied customer to be calmed down; one store has too many errors on paperwork; another store needs help with coverage because someone called in sick; and yet another has an internal theft problem.

District managers may face all of these problems in a single day, scramble to hold everything together and solve none of them in the process. Tomorrow brings on a whole new set of problems to heap on top of the ones that remain.

In addition, the promotion from store management to district management is probably the toughest transition of any in retail. As a store manager, regardless of the volume or size of the store, you can be a very hands-on manager and make it happen at the store level by sheer determination and lots of elbow grease. As a district manager, you are suddenly faced with the reality of truly getting things done through others.

An effective district manager can have a tremendous effect on sales. That's what The Friedman Group's Multiple Store Supervision course is all about-providing you with the knowledge and tools that can result producing more sales in every store in your chain. Even the most accomplished owners, district managers and area supervisors will come away with an arsenal of techniques to build on their success.

With the lack of any formal training program, district managers become engulfed in daily problems, lose focus, and don't really know what their job is. Upon attending this seminar, Kipp Sassaman, of Footaction USA, 439-store chain said, "After being a district manager for 6 years and a regional manager for 3 years, it all finally makes sense. This course has finally defined what a supervisor of multiple stores must be doing, in order to get the desired results."

Owners and senior executives of multiple stores particularly find the seminar helpful in defining their role as a supervisor to district and store managers. With all of the other responsibilities they are saddled with, personnel issues and compliance with their mandates are usually the most draining. This is not the case after attending the seminar.

In the process of defining the district manager's role, the course explores the solutions to noncompliance, the district manager's biggest nightmare. Learning how to communicate without misinterpretation, how to check for understanding and ability, and how to follow up effectively, all contribute to reversing the trend of noncompliance. A district manager's success is directly related to the number of performance standards achieved or complied to within all stores. Focus is put on how to create and implement standards and then enforce them effectively, thereby preventing the need for constant policing and follow-up. Similar to the do it right the first time motto, the course teaches to do it once and never have to deal with it again.

Paul Rackoff, VP of Stores for Shonac Corporation, a 100-store chain, found the information on non-negotiable standards applied well to their self-service environment. Part of the course focuses on how to establish standards or rules for serving customers that are non-negotiable. As a result, "We are beginning to track a lot more data as it relates to performance. We have always encouraged our cashiers to ask if customers had our special discount membership card, but upon investigating found that some stores asked 40% of the time while others asked as often as 94% of the time. Now we know how to close that gap so all stores are complying."

Attendees participate in a variety of fun and spirited exercises, including one used to make an objective evaluation of personnel in all stores and aid in manpower planning. Bob Wright of Royal Furniture supervises 8 stores and relayed that he had a revelation while doing the exercise. "We found that we are not prepared to grow from a personnel standpoint and have made it a priority." Mr. Wright also found great benefit in what is called the Project Task Board, used for time and project management by district managers. "We made a big combat board to initiate projects that gives us an overall view of what we're trying to accomplish and monitors our progress."

Job descriptions, action plans for handling non-productive stores, and systems for making store visits more effective are all provided. No stone is left unturned. Attendees leave with a clear understanding of their role and how to achieve more success. Whether you supervise two stores or 200, this seminar will help you set a course for smoother sailing and bigger rewards.

To register, for more information or a free brochure on the Multiple Store Supervision seminar, call toll-free 888-611-4315.