by Michael Raymond

Created on: August 16, 2007   Last Updated: October 31, 2008

I was in my second year of management for an electronics retailer, recently promoted to my second store. The first store was larger... about 2100 SF of retail space, but old. It had been built 20 years ago and it showed. Remnants of three facelifts, two different colors of floor tile, and half a wall of the original brown pegboard stuck in between the newer color scheme. The store had two things going for it: rent was cheap, and the backroom was huge; about half as big as the sales floor.

Just prior to my promotion, the company had published its new "model store plan", based on roughly 2000 SF of selling space. The old store was a breeze to set up (other than that one piece of brown pegboard). Soon, after setting up the old store, the district manager called me to congratulate me on my promotion to the newer, higher volume store.

Newer, yes... no brown pegboard and no more tile. Carpet! It also had only 1250 SF of selling space and 600 SF of backroom. It took a month, and several visits by the District Manager to finally determine how best to implement the plan for this store. With some creative vertical merchandising, we managed to accommodate more than 90% of the merchandise.

My store ran double digit sales gains from August through December. There were several awards for the store and for myself. In January, the District Manager was making inspection rounds, ensuring all the stores were fully cleaned and once again conforming to model store plan.

He visited my store, commented on how good the store looked, and wrote in his report: "best looking store in the district". On his way out, he said, "I'll be back next week with the new Regional Manager. I'd like him to see this store." That report I hung above my desk.

The next week, the Regional Manager strolled in with his entourage trailing behind him, including my District Manager. He walked once around the store and headed straight to the backroom. I heard him say "Send him back when he's done."

"It's obvious to me that you don't have a clue about what you're doing running one of my stores", he said.

"Excuse me, sir?"

"Nothing in here is according to model plan, you have paperwork on your desk from last night, and I don't see any way possible for anybody to find an empty box in this backroom."

"Have you seen my numbers? Have you read that report from my District Manager hanging on the wall there? Do you know just how small this store is?"

"It's not right. Fix it", was all he said and left.

Needless to say, I was a little more than irate. It took me ten minutes to calm down enough to call my District Manager. When he answered I said "You tell him HE can fix it. I quit." I hung up and packed my stuff to leave.

That night, my phone rang. It was the District Manager. "Why don't you take a week's vacation and think it over."

So, I got paid for a week's vacation. He called me near the end of that week and said, "What do you think... would you like to come back?"

I said, "You're wasting your time."

He said, "I'll pay you for another week. Think it over. And come see us at the Christmas Party on Saturday."

My second week of paid vacation after quitting came and went. He called me on Monday of the third week, asking me to come back. My initial response was "Not a chance."

"Okay", he said. "This is my final offer. Tell me no, I will quit bothering you. I'll pay you another week's vacation. If you come back, I will move you to a bigger store Monday."

How could I say no to that? I had just been given three weeks paid vacation, and a promotion (which also meant a raise) all for telling my boss I quit. I agreed to be back to work Monday. Not exactly the recommended method to advance your career, but it worked for me.

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