According to an internet search, the saying “Don’t put off for tomorrow what you can do today” is attributed to numerous people, including Benjamin Franklin, Thomas Jefferson and Aaron Burr. (“Tomorrow, tomorrow and tomorrow” is also a famous line in Shakespeare’s tragedy, “Macbeth.”)
No matter. The first quote is something that can be applied in the produce aisle.
It reminds me of another saying. I think it originated from a produce podcast I was sitting in on years ago, from one of a few ex-produce vice presidents. It was, and I’m paraphrasing, “Don’t work on tomorrow’s business when today’s business needs attention.”
Well, I’ve observed this too many times to count, and I bet you have too.
Imagine the scene: It’s early evening. The store is busy and getting busier with lots of shoppers during the dinner rush. The produce department’s stock conditions need attention. The banana and tomato displays are nearly empty. The wet rack power items such as leafy greens, head lettuce, peppers, cukes and more are running low, as are the ad items. Talk about a retail tragedy.
And the produce clerks? One is stocking the raisin endcap, and the other clerk is leaning on the same cart casually chatting as the first clerk is stocking the crouton racks.
Clearly, there’s a disconnect. Why are they working on tomorrow’s business?
Part of this unfortunate scene may be due to suspect management direction.
A good produce manager would never leave a store for the night until the department was in at least respectable shape. Further, that manager would level specific direction to clerks, instructing one to focus on, say, the wet rack while directing the other to stay on the dry tables — being specific by saying things like, “You know your priorities. Keep these endcaps stocked, especially pushing the ad items.” Some managers even leave to-do lists.
The direction I remember most was, “Make sure the department shines (meaning well stocked and rotated) before you go home tonight.”
Message received. Work on today’s business. The tomorrow items can wait.
Part of the misstocking scene can also be attributed to how well, or not, clerks are trained.
Many chains and many stores have training shortfalls. Have each of your clerks been trained properly, side-by-side with the produce manager or the assistant? Does each one have a clear understanding of how to set their time and list their priorities?
That’s an important aspect for them to take to heart. Knowing how to identify and isolate potential hot spots and correct these before things get out of hand. And stock conditions can quickly deteriorate unless the clerks are well trained — not only to stock with their priorities in mind, but also to do so with a sense of urgency. It’s OK to say it: hustle.
Clerks who work on tomorrow’s business can’t always be blamed for lack of performance. A good produce manager outlines expectations, sets a good example and trains their employees — a lot at the beginning and a little bit every day they work together so the clerks can deal with higher-volume traffic.
That’s a sacrifice on a manager’s time, certainly. But even that is something that is done in the today mode.
Tomorrow’s business will arrive soon enough.
Your next read: Make produce rotation part of your foundation
Columnist and produce industry veteran Armand Lobato shares his insight and perspective.
(Photo courtesy of Armand Lobato)
(Photo courtesy of Armand Lobato)
by Armand Lobato, Sep 27, 2024