What’s the footprint of the POL/what does the POL stand for in the market

* Common threads seen through tours:

-Poor schedules, no quality in the store or market scheduling reviews, lack of succession plans, no people meetings, plans that are provided haven’t solved for the root cause.

-Foundation broken and PLs do not have routines in place (causing issues like too many Career Preference Requestions)

-Time is being spent on tasks that don’t help fix the big picture

·*Store specific feedback:

-High qty of associates w/o schedules. 1561 had 26 associates: common issue

-Team associates didn’t know they were getting a raise with our recent announcements (950)

-No Q2 talent review took place (950)

-Too many coach openings and stores couldn’t speak to plans to close the gaps. Huge priority for you.

-Store Manager development-team should have aligned DeMario with a sponsor long ago. Has been identified, but we have to make new leader development a refreshed priority

*Missing foundations I need to see in the market:

o Detailed planning

§ Staffing plans by role for each store. These can be written by the PL or POL. Non-negotiable

§ Plans need to be specific and have a return on the investment.

§ Plans must solve for the root cause of the issue. (i.e. why we have to continue to clean up attendance points, exits, training, etc.)

o Follow up

§ Stores need to know how they win, and what does progress look like within the plan

§ Who exactly will follow up and to what frequency

o What’s the footprint of the POL/what does the POL stand for in the market