By the time you read this the jeffrey genoa

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By the time you read this, the Jeffrey Genoa configuration has probably outlived its usefulness, and Michelle has moved on to design other effective and inventive configurations. The ability to keep tweaking roles to capitalize on the uniqueness of each person is the essence of great management. A manager s approach to capitalizing on differences can vary tremendously from place to place. Walk into the back office at another Walgreens, this one in San Jose, California, managed by Jim Kawashima, and you won t see a single work schedule. Instead, the walls are covered with sales figures and statistics, the best of them circled with red felt-tip pen, and dozens of photographs of sales contest winners, most featuring a customer service representative named Manjit. Manjit outperforms her peers consistently. When I first heard about her, she had just won a competition in Walgreens suggestive selling program to sell the most units of Gillette deodorant in a month. The national average was 300; Manjit had sold 1,600. Disposable cameras, toothpaste, batteries you name it, she could sell it. And Manjit won contest after contest despite working the graveyard shift, from 12:30 am to 8:30 am, during which she met significantly fewer customers than did her peers. Manjit hadn t always been such an exceptional performer. She became stunningly successful only when Jim, who has made a habit of resuscitating troubled stores, came on board. What did Jim do to initiate the change in Manjit? He quickly picked up on her idiosyncrasies and figured out how to translate them into outstanding performance. For example, back in India, Manjit was an athlete a runner and a weight lifter and had always thrilled to the challenge of measured performance. When I interviewed her, one of the first things out of her mouth was, On Saturday, I sold 343 low-carb candy bars. On Sunday, I sold 367. Yesterday, 110, and today, 105. I asked if she always knows how well she s doing. Oh yes, she replied. Every day I check Mr. K s charts. Even on my day off, I make a point to come in and check my numbers. Manjit loves to win and revels in public recognition. Hence, Jim s walls are covered with charts and figures, Manjit s scores are always highlighted in red, and there are photos documenting her success. Another manager might have asked Manjit to curb her enthusiasm for the limelight and give someone else a chance. Jim found a way to capitalize on it. But what about Jim s other staff members? Instead of being resentful of Manjit s public recognition, the other employees came to understand that Jim took the time to see them as individuals and evaluate them based on their personal strengths. They also
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knew that Manjit s success spoke well of the entire store, so her success galvanized the team. In fact, before long, the pictures of Manjit began to include other employees from the store, too. After a few months, the San Jose location was ranked number one out of 4,000 in Walgreens suggestive selling program. Great Managers Are Romantics Think back to Michelle. Her creative choreography may sound like a last resort,
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