How much does styles for less pay

In general, freedom and rapid recovery is better than trying to prevent error. We are in a creative business, not a safety-critical business. Our big threat over time is lack of innovation, so we should be relatively error tolerant. Rapid recovery is possible if people have great judgment.

The seduction is that error prevention just sounds so good, even if it is often ineffective. We are always on guard if too much error prevention hinders inventive, creative work. On rare occasions, freedom is abused. We had one senior employee who organized kickbacks on IT contracts for example. But those are the exceptions, and we avoid over-correcting. Some processes are about increased productivity, rather than error avoidance, and we like processes that help us get more done.

One such process we do well is effective scheduled meetings. We have a regular cadence of many types of meetings; we start and end on time, and have well-prepared agendas. We use these meetings to learn from each other and get more done, rather than to prevent errors or approve decisions.

We avoid committees making decisions because that would slow us down, and diffuse responsibility and accountability. We farm for dissent; dissent is not natural or easy, which is why we make a concerted effort to stimulate it. Small decisions may be shared just by email, larger ones will merit a memo with discussion of the various positions, and why the captain made such a decision.

We are clear, however, that decisions are not made by a majority or committee vote. When the captain of any particular decision is reasonably confident of the right bet for us to take, they decide and we take that bet. Afterwards, as the impact becomes clearer, we reflect on the decision, and see if we could do even better in the future. If you disagree on a material issue, it is your responsibility to explain why you disagree, ideally in both discussion and in writing.

The back and forth of discussion can clarify the different views, and concise writing of the core issues helps people reflect on what is the wise course, as well as making it easy to share your views widely. The informed captain on that decision has the responsibility to welcome, understand, and consider your opinions, but may not agree. Once the captain makes a decision, we expect everyone to help make it as successful as possible.

Later, if significant new information becomes available, it is fine to ask the captain to revisit the topic. Silent disagreement is unacceptable and unproductive. We want employees to be great independent decision makers, and to only consult their manager when they are unsure of the right decision. The leader's job at every level is to set clear context so that others have the right information to make generally great decisions.

The legend of Steve Jobs was that his micromanagement made the iPhone a great product. Others take it to new extremes, proudly calling themselves nano-managers. The heads of major networks and studios sometimes make many decisions in the creative process of their content. We do not emulate these top-down models because we believe we are most effective and innovative when employees throughout the company make and own decisions.

We strive to develop good decision-making muscles everywhere in our company. We pride ourselves on how few, not how many, decisions senior management makes. Each leader's role is to teach, to set context, and to be highly informed of what is actually happening. The only way to figure out how the context setting needs to improve is to explore a sample of the details.

But unlike the micro-manager, the goal of knowing those details is not to change certain small decisions, but to learn how to adjust context so more decisions are made well. We tell people not to seek to please their boss. Instead, seek to serve the business. Let me know if you want to specifically override my decision. As companies grow, they often become highly centralized and inflexible. Symptoms include:. We avoid this by being highly aligned and loosely coupled.

We spend lots of time debating strategy together, and then trust each other to execute on tactics without prior approvals. We may find that the strategy was too vague or the tactics were not aligned with the agreed strategy. Was this review helpful? Yes There are 1 helpful reviews 1 No. Great work environment, low pay.

I really loved my time at Styles for Less as a store manager. My district manager was fantastic, as was my regional manager. The pay was too low, but I stuck with it because I enjoyed the work environment so much. Pros Relaxed and fun environment, great work culture. Cons Low pay, limited opportunity for overtime, hours worked alone. Styles is strong selling based job.

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