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Dwayne Artry


4 Things A Manager Should Never Do

We’ve all seen it before. Some of us have been at the forefront of it. Others have dished it out more than Saturday night takeaways. In retail, in the office, in our lives in general, the way we deal with things shape our growth. My focus is work and helping people to see how they can improve. Not by pointing it out but by facilitating reflection and self-analysis. You are your own worst critic, if you can use that critique to be a more constructive critic of yourself, you’re on the way to greatness!

4 Things a Manager Should Never Do:

  1.  The Opposite of Communication – not communicating with your team can cause issues in the short and long term. Some people believe they’re holding things back to benefit the team in the long run however that short term period of non-communication can cause chaos. This would impact everything going forwards. It can be as simple as going into more detail with instructions you give to your staff. It is possible to create more efficiency in the team when they understand your way of thinking.
  2. ‘Everything’ – explanations & delegation are two of the main ingredients in learning and development. As a manager you naturally have a belief in yourself that you can do all of the jobs yourself however you’re flawed if you refuse to delegate certain tasks to help your team members learn. Take a chance on a mistake happening then share an explanation on how to avoid it in the future. Lesson learned.
  3. Act On External Emotions – it’s normal to have a life outside of the work environment but the moment the two cross swords you could be facing self-destruction. It is not wise to let the hangover or the argument with your partner dictate how you speak to people at work, nor is it beneficial to pass anger down the hierarchy. If your senior passed negativity to you, it’s your job to make sure that that’s as far as it goes and that it never goes that far again.
  4. Lose Touch With Your Vertebrate  – which means you need to have a backbone. There will be times when you will get orders from above and have to act on it. As much as it is important to listen to your superiors, consider the fact that to be in their position you should think with their way of thinking. You might find that there’s a faster more efficient way to do the task. That solution could lead to better productivity across the board. Should you stay quiet about it? I’m not so sure you should. Challenging conventional status quo is where innovation comes from. If you can do this successfully you demonstrate your worth to the business.

Working in London

And Finally…

There are plenty more than just 4 things a manager should never do. I’ve named a few. It’s easy to lose track of your conduct in a hectic retail or office environment. That’s where composure comes in, discipline comes in, and self-awareness comes in. There’s always someone that will write about it. That’s where I come in. (Then I proceed to list other good reading material)

Further Reading

20 Things a Manager Should Never Do In The Workplace – by Heather Taylor (I told you there was plenty more than 4)

5 Things Supervisors Should Never Say Out Loud – by Avery Augustine



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“You’re New. You Can’t Tell Me What To Do!”

Said the snappy senior staff member to his vulnerable new manager.

It’s important to talk about the lessons they don’t teach you in your starter pack. The lessons you would otherwise learn the hard way or through analysing the struggles of others.

So you’ve inherited a team in a new environment. What should or shouldn’t you do to hit the ground running and get your new team giving their all for you immediately.

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Saw It, Bought It, Wore It, Tore It – I Demand A Refund!

We’ve all heard a customer say “I demand a refund!”
In some form or another. Here’s a quick list of questions to answer from the yet to be created ‘Should I Give Her Money Back?‘ checklist:

Why Should I Swap The “Should” with the “I” and Take Away the “?” In The Above Sentence? (Come on team, get ya brains working)


Two eggs are better than one

Basic Procedures

• Is the item faulty? (Dirty/damaged)
– Did we sell a garment when faulty? Assess the level of fault and if it can be resolved through dry cleaning or a specialist.

• Has it been worn?
– If the customer has worn the item after purchasing it and has not left it in a resaleable condition. You’ve got an easy decision to make depending on ‘your own judgement’

• Is it within the time period allocated to refunds?
– Did the customer have the AUDACITY to bring the garment back after 30 days?


I Demand A Refund…please?

When and Why you should use ‘Your own judgement

Is the customer a regular?
– Respect the regulars even if they don’t buy much. They’ll often know your stock quite well won’t they? Who better to spread the gospel amongst the community about your new styles? Is it better to save a sum by refusing a refund or gain regular sums from the regular customers and their extensions?


• Does the customer have a high net spend?
– If so, it shows they don’t often bring items back – at least nowhere near as much as they buy. This could mean they are innately apprehensive about bringing items back, they often don’t like to make a fuss or, they just don’t have the time or patience.
– In these situations you would already be swaying towards the best interests of the customer based off of your initial knowledge of the situation. Priorities should be making the refund process quick and simple whilst encouraging the customer to shop more, offering the experience of trying something new.

• Does the garment have a history of issues?
– Have a look at the history of the garment – previous returns, reason codes and fitting room feedback. Consider these factors when justifying any outcome that you pursue. If for example you know that this item has been returned in the past for the same reason the current customer is bringing it back i.e unnatural wear and tear in a specific area, then accepting this refund is a no brainer.

• Do you believe the customer’s story is genuine?

– Dangerous territory here. Never hesitate to ask for a second opinion in this situation. There are various ways (EXCUSES) you can keep the customer at ease when going for a second opinion. The advanced steps in this area would involve reading body language, tonality and consistency of that particular customer. We’ll save that for another post. A brief skim through this point and the others should serve you well to make sure that your refund scenario runs smoother than a boiled egg in baby oil 😉


Final Note: Always put the image of your business and its reputation above financial gain. (Unless of course you’re the business owner planning on a quick sale before you get caught in a tax fraud scandal a week before you board a one-way flight to a hideout in Mexico… in which case take the money and RUN)
What would you add to this checklist?

Business > Customer or Customer > Business?

Smoother than boiled eggs in baby oil?


8 Things You Need To Know When Selling Denim

“My auntie Jean’s got a sister called Jean, her daughter Jean just had a baby, called it…..”

Quick Denim Facts

  • In the early 1960’s, denim was banned by many schools in the U.S as it had become an icon of teen rebellion.
  • An indigo dye is used to give denim its actual blue color. ‘Waist overalls’ or ‘overalls’ were the terms used for denims before 1960 till it was changed to ‘jeans’ which is widely used now.
  • Selvedge denim is denim woven using old-fashioned denim-weaving techniques; preferably on old looms.Distressed Boyfriend Denim Jeans Anyone?

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“I’m just looking, please don’t hurt me” He replied.

Words that kill a conversation quicker than a full stop and a mute button.


Have you ever approached a woman and heard the words “I have a boyfriend”, “I’m not interested”, “I’m on my way to see my uncles aunty in Mexico so i’m in a rush…” even though you were just trying to tell her that her shoelaces are untied?


Have you ever approached a man and heard the words “I know my shoelaces are untied thanks!” even though you were just trying to tell him that you want to take him home with you and eat candy floss off his eyebrows?

Sales Associates/Executives/Assistants/Consultants

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6 Steps To Building Your Client Book

Businesses come in all shapes and sizes just like people. Have you ever had a first interaction with someone that was awkward? How can two people meeting for the first time struggle for conversational content when there’s so much that they don’t know? How can a business and a customer build a long lasting relationship?


Finding that first fragment of common ground, offers the green light to building rapport. This all ties in to clienteling. If you are a Sales Associate in Fashion Retail, an individual aiming to build your own brand, or a large corporation aiming to revise your customer retention process, these 6 steps to building your client book could be useful for you.

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Advance From Sales Associate in 3 Months

If you’ve asked this question to somebody before, the chances are they were dismissively generic and said “work hard’…

“What do you want me to do with that information?”

The real question to ask yourself is “what is my manager’s or organisation’s idea of hard work?”. One thing you can do is look at the person directly above you in the hierarchy – Supervisors, Senior Sales Associates, Team Leaders. Break down what their manager’s expectations of them are and build yourself off of that when you have fully grasped the role of a Sales Associate. So how do you demonstrate that you’ve fully grasped your own role?

  1. Exceed Sales Targets
  2. Charisma
  3. Reliability
  4. Fluency
  5. Leadership
  6. Liaise

Skim through this brief on these 6 points and i’ll pay you for your time with a reality cheque. Advance from sales associate starting with..


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