But michelle decided that since jeffrey was so good

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sense of personal responsibility. But Michelle decided that since Jeffrey was so good at resets and revisions and didn t enjoy interacting with customers this should be his full-time job, in every single aisle. It was a challenge. One week s worth of revisions requires a binder three inches thick. But Michelle reasoned that not only would Jeffrey be excited by the challenge and get better and better with practice, but other employees would be freed from what they considered a chore and have more time to greet and serve customers. The store s performance proved her right. After the reorganization, Michelle saw not only increases in sales and profit but also in that most critical performance metric, customer satisfaction. In the subsequent four months, her store netted perfect scores in Walgreens mystery shopper program. So far, so very good. Sadly, it didn t last. This perfect arrangement depended on Jeffrey remaining content, and he didn t. With his success at doing resets and revisions, his confidence grew, and six months into the job, he wanted to move into management. Michelle wasn t disappointed by this, however; she was intrigued. She had watched Jeffrey s progress closely and had already decided that he might do well as a manager, though he wouldn t be a particularly emotive one. Besides, like any good chess player, she had been thinking a couple of moves ahead. Over in the cosmetics aisle worked an employee named Genoa. Michelle saw Genoa as something of a double threat. Not only was she adept at putting customers at ease she remembered their names, asked good questions, was welcoming yet professional when answering the phone but she was also a neatnik. The cosmetics department was always perfectly faced, every product remained aligned, and everything was arranged just so. Her aisle was sexy: It made you want to reach out and touch the merchandise. To capitalize on these twin talents, and to accommodate Jeffrey s desire for promotion, Michelle shuffled the roles within the store once again. She split Jeffrey s reset and revision job in two and gave the revision part of it to Genoa so that the whole store could now benefit from her ability to arrange merchandise attractively. But Michelle didn t want the store to miss out on Genoa s gift for customer service, so Michelle asked her to focus on the revision role only between 8:30 am and 11:30 am, and after that, when the store began to fill with customers on their lunch breaks, Genoa should shift her focus over to them. She kept the reset role with Jeffrey. Assistant managers don t usually have an
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ongoing responsibility in the store, but, Michelle reasoned, he was now so good and so fast at tearing an aisle apart and rebuilding it that he could easily finish a major reset during a five-hour stint, so he could handle resets along with his managerial responsibilities.
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