CEB’s Model of High Performance: Individual Task Performance + Network Performance = Enterprise Contribution

At the last meeting of the Retail Recruiter Network, the Corporate Executive Board presented and shared research on “Selecting High-Quality Hires for Today’s New Work Environment,” and explained that hiring for network fit – versus culture fit – can improve the quality of the hire by 30 percent. Brett Agypt, CEB’s associate director of research, delved into this concept of “network fit” and “network performance” by saying that in today’s work environment, employees – particularly newly hired employees – are increasingly relied on to coordinate and collaborate with people across multiple departments and different functions. An employee’s relationship with their manager is no longer the most important relationship. Silos are breaking down, and employees need to “fit” with their entire network of colleagues.

So, what does it mean to have network fit? CEB describes it as a new kind of high performer: a person with network fit is someone who makes contributions to the organization’s entire enterprise. How do they do that? It is a combination of individual task performance (someone who has a high output of work that is error-free) and network performance (someone who communicates good ideas and helps deliver on a collaborative product). When a new hire excels at their individual task and network performance, you have a high quality hire.

As your company starts thinking about your hiring needs, here are a few questions retailers should ask themselves:

1. Who will be in the new hire’s “network“? According to CEB, more than half of employees regularly work with people outside of their team. Recruiters and hiring managers should work together to identify the formal peers – team members and direct reports – and informal peers – colleagues in other businesses units – for a position. If you anticipate change in this person’s role in the next six months, identify how they will fit with future peers.
2. What competencies should you be hiring for? CEB’s study show that the vast majority (84 percent) of a new hire’s performance is a function of hiring for competencies that complement – and not just conform to – their peers. This means don’t try to replicate your highest performers or duplicate their skill sets. Instead, new hires should have expertise that makes up for what the team lacks.
3. Who should be on the hiring team? Aside from recruiters and hiring managers working together, CEB’s analysis shows including the peer groups in the process can give you a 10 percent better hire. Peers understand how candidates can fit with the broader work environment, so introduce prospect candidates to the people they will work closely with before they are hired.

Sure, it is perfectly OK for a manager to hire someone they want to hang out with after work – but don’t expect this to mean they will also be a high-performer. Managers should prioritize fit with peers and not just themselves. More awareness of the new hire’s fit with their peers’ competencies, values and work preferences means the whole organization will benefit from their contribution.

For information on this topic, visit the CEB site to download infographics and more key findings from this report.

To get ready for their panel discussion at the Shop.org Summit’s first-ever Student Program, I asked three of our featured young professionals – Walgreens Senior Analyst for Digital Strategy Benjamin Weiss, Abercrombie & Fitch Director of Direct-to-Consumer Merchandising Nick Blannin and Estee Lauder Companies Executive Director of Analytics and Email Operations Ross Miller – to share their thoughts about working in retail’s digital space.

Spoiler: they are a lot cooler (and smarter) than I could ever have imagined.

There are so many ways people end up working in retail. Some graduate from college knowing that’s what they want to pursue. Many others, like yourself, don’t. Share a moment that made you realize a career in retail could be a good fit for you.

Nick Blannin, Director, DTC Merchandising, Abercrombie & Fitch

Weiss: Retail wasn’t what I expected to be doing after school – my passion is technology. Retail became part of the picture after I took an offer for an internship in Walgreens’ Market Planning and Research Group. At Walgreens, I discovered that retail isn’t just about buying and selling. There’s a tremendous amount of technology and digital innovation that’s spreading through retail, challenging the existing models but also unlocking interesting new business opportunities. As a digital expert, I love discovering and uncovering those opportunities and building digital experiences to capitalize on them.

Blannin: It was not a specific event for me, but instead when realized what I found thrilling about retail. What I love about retail is the constant tension between logic and emotion. Any job can claim to balance creative and analytical behaviors, but in retail there is an additional dimension to it. Sometimes all the logic and history is against you, but you have validation that the trends have changed and you decide to proceed because you love it, and other times you have to pass on an idea because the logic trumps the emotional response. It’s a very thin line and it’s fun to walk it.

Miller: Being on the partner side and working with retailers provided a nice view of the innovation in the industry. I always enjoyed online shopping and thought it was something I could relate to and enjoyed thinking about day-in and day-out.

You’ve been working in this industry for several years. What are some publications you read, courses or seminars you take, or events you attend to stay plugged-in to what’s happening in your field?

Weiss: For business, I spend a lot of time reading the Wall Street Journal and Bloomberg, among others. On the technology side, the blogosphere has matured significantly in recent years, rivaling even the best traditional media outlets. My personal favorites: The Verge and Ars Technica. The real challenge with news, though, is volume. To manage that, I use paper.li which algorithmically detects content relevant to my job (through keyword and phrase matching), and I get a daily “newspaper” that clues me into the most significant news I ought to be aware of.

Ross Miller, Executive Director, Analytics and Email Operations, Estee Lauder Companies

Blannin: I read fashion magazines and subscribe to trend forecasting services, such as WGSN and Stylesight. In addition, I follow a variety of blogs and news aggregators to pull together relevant pop-culture, business, and tech information. Some of my favorites are Mashable, Seeking Alpha, and of course NRF’s Retail’s BIG Blog. As far as events go, I attend industry conferences as well as things like sporting events and concerts to stay connected to our customer base.

Miller: Shop.org events and the Shop.org SmartBrief represent a good cross section of the industry. I like a lot of partner events such as Bazaarvoice and Experian Marketing Services. The best way to stay current is to network, develop a pool of colleagues, and keep in touch on a regular basis, which takes a bit of work but really pays off!

Company culture is so important, especially to the millennial generation. Use one word to describe your company’s culture and explain why that word came to mind.

Weiss: One word. That’s tough! Dynamic. Maybe that’s an overused term, but you really have to love and embrace change to be happy at Walgreens. Our strategy has undergone a major shift. Walgreens today is focused on creating a more compelling customer experience while also transforming the way we approach community pharmacy. Our push to grow internationally is another major change that requires a dynamic team that really loves to learn and take on new challenges.

Blannin: “Bring-it-on.” That’s not technically one word, but it’s close enough and it embodies a lot of what my company stands for in terms of being a fast-paced, dynamic organization where you need to find clever ways around unforeseen difficulties like using hyphens to get around a “one word” requirement.

Miller: “High touch.” The pillars of our company are great products and high touch service to consumers, so within online, we strive to provide a high touch experience in the digital medium.

You’ll be speaking to hundreds of students at the Shop.org Annual Summit. What is one piece of advice you have for them?

Benjamin Weiss, Senior Analyst, Digital Strategy, Walgreens

Weiss: When you’re pursuing a company, do your research. The web makes it incredibly easy to learn about a company’s vision and strategy. Download the company’s app. Read the annual report and last SEC 10Q filing. Come up with some interesting questions that are relevant to that company’s strategy. It’s easy to see which candidates have done this, and which ones haven’t, and it can often make all the difference in a hiring situation because it reveals passion.

Blannin: I would say to anyone feeling uncertain or stressed that: “It will be OK.” The choices you make over the next few months, while important, will not define you. Plenty of people course correct early in their career as they try new things and learn more about what suits them.

Miller: It’s tough to know exactly what you’ll like long term before you start working. Focus on finding an organization you believe in and less about what your day-to-day is at the start, you’ll gain valuable experience and be able to try new roles when the time is right.

Their panel, “Plugged In: Cool Retail Jobs You Never Knew Existed, is just one session at the NRF Foundation’s Student Program on September 30. We can’t wait for the crop of talented students in attendance to hear this panel talk more about how cool and innovative it is to work in retail.

1. Location-based talent. Whether it is finding design talent in Seattle, bringing digital talent to St. Petersburg or the competition for talent in the San Francisco Bay area, retailers are seeing shortages in certain locations. Some companies are addressing this by opening offices in cities where a large talent pool exists while others are highlighting the work/life balance benefits of smaller cities such as Madison, Wisc. One executive said some people won’t relocate no matter what, so rather than spending efforts trying to convince them, focus on recruiting those who will.
   

   Jerry O’Brien (bottom right) from the University of Wisconsin-Madison addresses executives at the NRF Foundation’s Retail Recruiter Networking meeting.

2. Careers in stores. Many of the misconceptions about working in retail are at the store level. Retailers know they need to do a better job showing the earning potential, the career potential, and the entrepreneurial potential that happens in stores. There’s a ton of complexity in store management: managers have to hire and train employees, manage inventory and shrink, and analyze financial reports. Even though the industry is becoming increasingly digital, good talent at the store level is still crucial.
3. Marketing the employer brand. Retailers do an excellent job marketing their products, but more talent acquisition executives are realizing that they need the same level of marketing expertise to promote career opportunities within their companies. They are not only competing with other retailers, but also other industries, and need to better market – and message – why their company is a great place to work and why retail has some of the best jobs.
4. Applicant Tracking Systems. An ATS provides a central location and database for a company’s recruitment efforts. Whether it is converting to a new system, stabilizing a current one or integrating with job boards, a properly functioning ATS takes a considerable amount of time to develop and maintain, but is a crucial software application for tracking candidates.
5. Diversity recruiting. Apparel retailers want and need more men; grocery retailers want and need more women; all retailers want and need more ethnic and racial diversity. Most organizations agree that recruiting diverse talent pools and bringing together unique talents and perspectives makes for a stronger company culture.

Even though the retail companies at the meeting varied – everything from specialty to luxury and big box to omnichannel – most are facing the same issues related to recruitment and retention. And all agreed that the retail industry offers limitless opportunities for growth and is committed to attracting the best talent.

This 40-hour interactive instructor-led course is designed to help instructors prepare participants for a career in retail.

STORES focused on this very topic a few weeks back. They hosted a webinar, “How to Hire Candidates with Superior Customer Service,” which demonstrated the importance of sales associates and in-store customer service. The event examined what roles an employee responsible for and pinpointed three of the company’s most valued assets: merchandise, cash, and customers. The webinar emphasized why it is crucial for associates to be trained early and well so they can take proper care of all three assets.

Many retailers are recognizing the urgency to train employees quickly and are adopting “just-in-time learning” – giving someone a skill they need at the time they need it. Or, in some instances, even before being hired. Macy’s recently partnered with the Urban League of Greater Atlanta on a workforce training initiative that helps match qualified candidates with open positions. Candidates who enroll in the Urban League’s program receive training that includes a “Magic of Macy’s” unit on customer service, which is coupled alongside the NRF Foundation’s Retail Operations curriculum. Together, the program presents qualified candidates the opportunity to receive the National Professional Certification in Customer Service, which is earned by nearly 15,000 candidates a year. The general retail operations training and certification, combined with the specialized Macy’s training, means potential hires can arrive at work on Day One with skills that allow them to contribute right away.

Other retailers such as Starbucks, Walmart, McDonald’s and Jiffy Lube are developing in-house training programs to sharpen their managers’ business and leadership skills with an added bonus: the training often qualifies for college credit. Managers and prospective managers taking part in a week-long training program at McDonald’s can earn up to 23 credits toward an associate’s or bachelor’s degree at their Hamburger University. Starbucks’ Barista Basics and Barista 101 programs qualify for credits at the City University of Seattle.

We see retail companies invest in new technologies, website features, and in-store experiences all the time to try to get ahead. It only makes sense that employee training programs are following suit. At NRF, we’re fond of saying that in retail, “where you start isn’t where you’ll end up.” Giving employees and potential employees the skills they need to get ahead is a powerful way to emphasize the longevity and rewards of a career in retail.

Dream BIG compliment cards

At the NRF Foundation, NRF’s nonprofit arm, one of our top priorities is promoting retail careers and showing the diverse roles – and rewarding opportunities – that exist within the industry. And we aim to deliver big on that. That’s why we named our new initiative Dream BIG  – a program which will award 10 full-tuition scholarships to current retail employees.

We’ve been sharing information about the scholarship with retailers, the media and retail employees for months now and we’re doing everything we can to make sure as many retail workers as possible know about this fantastic opportunity to further their careers with higher education from the University of Phoenix.

One way we’ve been getting the word out is by sharing these compliment cards with retail workers. And we know that many of the retailers we work with (IKEA, Macy’s, HSN Inc., Saks Fifth Avenue, The Container Store, Sur La Table, Crate & Barrel, Express and Applebee’s to name just a few) have been telling their employees about Dream BIG on their intranets, notice boards, Facebook pages, newsletters and by email. The Container Store shared this opportunity with more than 189,000 of their Facebook fans.

The deadline for applications is April 9, and only the first 1,000 applications will be considered. Hundreds of people have already started the application process, so get the message out to your colleagues, friends and family soon. Make sure everyone you know who works in retail knows about the scholarship. In the final weeks, use the video below to share information about the scholarship and deliver the message: seize this opportunity to pair education and retail experience to fulfill your ambitions.

From left to right: Lydia Schulz, Herman Nell, Cheryl Berinato, and Jerry O’Brien

Throughout the panel discussion with O’Brien, Herman Nell, PETCO’s VP & CIO, and Cheryl Berinato, Macy’s Director of Consumer Insights & Strategy, it was clear that showrooming affects all aspects of retail. Here’s what the experts had to say:

Visual display. Nell acknowledged that PETCO, “where the pets go,” has an advantage in this arena. Other retailers, however, should consider how to integrate and step up their interactive displays.

Merchandising. Macy’s spoke about the importance of differentiation in product, and how offering exclusive and unique partnerships with designers and private label brands help set them apart.

Real estate. O’Brien said the concept of “stack ‘em high and make ‘em fly” no longer applies. Retailers are moving toward less store space and more warehouse space, and keeping the focus on the in-store experience. Macy’s highlighted the importance of renovation and shared highlights of their Herald Square store, which is undergoing the largest renovation in the history of retail.

Training. All panelists agreed that associates are retailers’ most powerful tool. Training should be focused on helping associates help customers find what they’re looking for. Equipping associates with a smartphone so they can track down the right pair of shoes in the right size can go a long way to save a sale and gain customer loyalty.

Economics. The topic of price-matching was raised, and O’Brien emphasized that retailers should offer value over price. As in, strategy should be wowing in the store, not cutting prices.

Technology. All agreed that cash registers are changing. Investment in new technology, particularly devices like smartphones, should serve multiple purposes such as adding sales, informing customers, and training associates, to justify the expense.

This year’s American Express aspire2retail challenge was also focused on showrooming. During the session, students from the winning team delivered highlights from their presentation, which included elements of omnichannel retail, use of mobile apps, improving store experience, and bundling merchandise. All in all, the conclusion from each group was that showrooming isn’t going anywhere, and retailers should use it as an opportunity to remain focused on how to gain customer trust and loyalty.

At this year’s Summit, we wanted to hear directly from retailers what skill sets and experiences an ideal entry level candidate would possess, so we sat down with e-commerce professionals from Ann Inc., OfficeMax, Sam’s Club and Belk to compile a list of the “must-haves” for graduates.

What’s in their Top 10:

1. Get to work. An internship, or some type of work experience, is considered highly valuable by recruiters. Start as early as you can to build up your resume.
2. Project management experience. Many entry level candidates lack basic project management skills, the recruiters say. Being able to operate independently, manage your time, work with others, and communicate appropriately to many different types of people are all important components in executing a project from beginning to end.
3. Flex your leadership muscles. Whether you’re the captain of a sports team or the group leader in a classroom project, it’s important to show that you’ve got experience leading a team of people.
4. Do an interview test-run. Many candidates who look great on a resume have lousy interview skills, said the recruiters, who suggested students leverage their school’s career center, or even a savvy friend or relative, for some interview tips and a few trial runs before the big day. Specifically, candidates should be able to provide concrete examples when asked questions about leadership roles and what was gained from those experiences.
5. Pay attention to details. Grammatical errors on resumes do not go unnoticed, said the group, and can often be a deciding factor on whether a candidate makes it on to the next round. So while you’re leveraging the career center for a mock interview, ask them to take a peek at your resume, too.
6. Fashion + Business = Success. While a number of students desire a career in merchandising or design, art is only half of the equation. A design student with savvy business skills is going to win out every time over someone who isn’t interested in or doesn’t understand the numbers.
7. Get familiar with data. Speaking of numbers, a skill that most retailers say is lacking is ability to analyze data and draw conclusions from it. With “Big Data” being one of the industry buzzwords, math class should be your new best friend.
8. Think beyond the basics. When asked about the hardest positions in their companies to fill, the recruiters piped up immediately, with the exact same answer: IT. While many students are looking at positions in management and merchandising, recruiters encouraged students to think beyond traditional roles and consider positions in digital retail, loss prevention and, yes, technology.
9. Be willing to move. There are some incredible retail jobs outside of New York City, even outside of major metropolitan areas (hello, Bentonville). And with a lower cost-of-living, some of these smaller markets could be more financially rewarding as well.
10. Retail experience is a plus. The group was split on this one (as it is not considered crucial for those working in the digital world), but most agree that familiarity with the customer experience makes for a well-rounded candidate. And even if you don’t have experience in retail, understanding the industry’s cutting-edge issues is important – that’s where reading NRF SmartBrief comes in handy.

As NRF President and CEO Matt Shay told attendees in his opening keynote, “In retail, where you start isn’t where you’ll end up.” With the growth of digital retail and with the economy showing signs of rebounding, there’s a lot of opportunity — and career potential — in this industry. And the first step is just getting your foot in the door.

Tell us a bit about your career. Your first paying job, and what lead you to launch your own branding company?

Jeff Lotman, Founder and CEO of Global Icons

I started in the food business via the manufacturing sector. I worked for more than 17 years at Keystone Foods, a large processor for some of the world’s leading food brands, including McDonald’s. I fell into licensing, as most people in this field do, by happenstance. I was trying to get the rights to use the name of James Cagney for a special project and ended up representing the rights to his estate. From there I built a licensing agency that specialized in representing classic celebrities. About ten years ago we shifted our focus to corporate brands and haven’t looked back.

How has branding as an area of expertise evolved during the past few years? How do you think this strategy will change during the next few years?

The field of licensing formally started in the 30s and 40s, with the biggest success of that era being Disney. An interesting historical anecdote about the power of the Disney brand is Lionel, the model train company. Lionel was close to going under until they took on the license for a Mickey Mouse branded train. The model sold so well it saved the company.

Back then, licensing was mostly just a matter of putting a character or logo on a product and it would sell. Today it has evolved from ” label slapping” to a much more sophisticated process. We look at the essence of the original brand and determine what demo or audiences it appeals to. We then find products that best reflect the promise and the integrity of the brand. Brand extensions through licensing must stay relevant to the essence of the brand. Coming up with a winning match-up is both a science and an art.

A recent example is the Ford Garage system, where we have addressed the interest of consumers who like to work in their garage and given them a totally branded system with Ford’s name or Mustangs’ name on all key features.

How can aspiring retailers prepare themselves to pursue careers that embrace branding? What attributes do they need in order to become successful in such a discipline?

Retailers are always looking for a way to drive new consumers to their store. Brand licensing, when done correctly, helps differentiate the retailer by providing a unique incentive for attracting customer traffic. Licensed products can effectively enhance retailers’ revenue streams when those products are designed to be sold exclusively to only certain retailers that share the demographic or the essential appeal of the original brand. Retailers who become savvy about the strategy of brand licensing can really elevate the success of their stores and their personal careers as well.

Are professional training/educational programs that address branding as a viable retail concept (such as those offered by colleges and universities) widely available?

There are some. UCLA has a course. So does LIMA (Licensing Industry Merchandising Association). But our industry is really the least known of the marketing disciplines. As a matter of fact, when I tell someone what we do, I always have to give an example since most people don’t really understand it at first. I surely didn’t when I first started.

Read more about Jeff Lotman, and his thoughts on brand licensing, in the full NRF STORES interview.

Did you aspire to a retail career from the beginning? Was visual merchandising a focus of your college studies?

Chuck Luckenbill, VP of Visual Merchandising at OfficeMax

I studied fine arts in college and loved every minute of it. I was taking courses in sculpture, painting and photography. I did not aspire to a career in retail, but I joined Dayton’s [Minneapolis] for a two-week stay and got bitten by the retail bug. And wow, time flies when you’re having fun.

Your first retail job, at Dayton-Hudson, lasted 16 years — that’s a long time by today’s standards. How did that experience shape the rest of your career? What do you like most about working in retail?

My first job there was in windows, but I had the opportunity to be promoted every two to three years. So each time I was learning more and gaining more responsibility. That coming-up experience taught me to continually look around me for ideas and influences, to surround myself with talented individuals and share my knowledge. I also learned you should do what’s good for the soul once in a while.

At Dayton’s, I recognized the foundation for success. It’s learning and believing in the value of the people you work with and work for. If you don’t believe in their value, I don’t know how you’re going to be successful.

What characteristics do you think are important in the retail industry, and visual merchandising in particular? What advice would you offer others who are interested in a visual merchandising career?

I’ve found it’s important to have people skills, flexibility and commitment, but most important is being able to interpret an idea and turn it into a tangible thing. My advice is to seek out a mentor early on, keep an open mind and trust your instincts. But most of all, exercise your passion.

Did you have mentors early on who guided you in the right direction?

I did. At Dayton’s it was Andrew Markopoulos [former senior vice president of visual merchandising and design for the department store division of Dayton Hudson Corp.], who taught me good taste vs. bad taste. He was a very demanding boss. He really influenced my career and I learned a lot from Andy, but he wasn’t the only one. [In 2001, Luckenbill, then vice president of visual merchandising for Kohl’s Corp., was named as the seventh recipient of the highly coveted Markopoulos Award, an industry honor named for the late visual merchandising vice president.]

Another big influence was Sam Chernoff, a vendor who took an interest in my career and gave me advice. He wouldn’t let me throw caution to the wind, even though sometimes I did. Another mentor, Wayne Sullivan, who represented a number of mannequin companies, became a friend of mine early in my career. He was not only an industry friend, but a personal friend who was able to give me both personal and career advice. You need to understand [at that time] I had two fantastic parents who didn’t understand what I did for a living.

With more than 500 connections, your LinkedIn profile is pretty impressive. Do you have any tips for retail job seekers trying to connect with people and/or companies on social media websites? How can they use this connection to their advantage?

I wasn’t looking for that to happen, but over time those connections were made … there are lots of people out there with 500 connects. Personally, I like to read the blogs associated with LinkedIn, so I use it more as a learning tool to see what the retail world is up to. It offers how and what people are thinking.

I’m not sure social media sites are a great job source. I think you need to look at it from the company’s perspective: How do they wade through thousands of resumes and get the cream to come to the top? Think about the multiplier effect — there could be millions of people on that site and thousands of people looking for that job.

Once you’ve identified the job or company, the next step is to do whatever it takes to get an introduction and a foot in the door. Use LinkedIn as well as the company’s website. Send an e-mail, mail a letter and try to connect with a real person. Be the squeaky wheel, but be courteous. Call the company early in the morning — before 9 a.m. Most retail executives, including HR, are in their offices between 8:00 a.m. and 8:30 a.m., and sometimes they’ll pick up their own phones. I got the job at Carson’s using that strategy. I got the lead from a vendor and the next morning I called. This was before the Internet, but I think my advice still applies. I also believe word-of-mouth networking remains as powerful as the Internet.

I have more personal experience in this area as a dad. When I’m helping my kids, who are adults now, I keep reminding them it’s about the relationship. About a year and a half ago, my daughter was online every night applying for jobs. And I said, “Okay, think about it. How many people are on that site looking at that job and applying for that job?”

My son Evan is now manager of operations at Nike’s Beaverton, Ore., employee store. He started out there in visual as a department manager and I’m really proud of what he’s accomplished. Of course, I’m proud of all three of my kids. Evan and I talk regularly about the challenges and opportunities retailing offers. As everyone knows, it’s a hard business to be in, because like anything it requires a commitment and the idea that you should do whatever it takes to get the job done and to do your best work. But if you like what you’re doing, it’s a great business. If you don’t like what you’re doing, get out and find something else.

Read more about Chuck Luckenbill, including more about his thoughts on visual merchandising, in the full NRF STORES interview.

Claire Chamber, CEO and founder of Journelle

NRF’s Foundation promotes retail as an exciting career destination to young professionals and other career-seekers. We like to think of the retail industry as a place where your passion can be your work. You combined passion and business savvy to start your own company. Can you share with us more about how you pursued your passion, and the importance of pursuing passions?

For me, retail provides a challenging outlet and a professional application for very personal interests (lingerie, and retail experience design more broadly). My story with Journelle is a classic one: I was disappointed as a consumer with my options for lingerie, and felt it could be done better!

Pursuing something I’m passionate about is a huge factor in my happiness and my motivation, and looking back, I don’t think I could ever go back to a career that I wasn’t crazy about. I’m interested in literally every aspect of Journelle, from the store design to interacting with our customers or even just keeping the windows clean, even if I have to do it myself.

As I said to a consulting friend once, my worst day as an entrepreneur is still better than my best day as a consultant. While there are new challenges each year, I still feel excited to go to work each morning when I wake up, and I don’t think I could say that about my career as a consultant.

Was there anything in your early work experience that pointed to creating your own specialty retail enterprise?

I had two really pivotal retail job experiences as a teenager, both of which had a big impact on my future choices. The first job was a barista at a local coffeehouse, where the owners gave me more and more responsibility as I gained their trust, eventually making me into a de facto manager. I virtually lived at work that summer, and loved being so directly important to customers’ daily routines.

Later, on a summer home from college, I got a job at the one store that I really admired in Ashland, Ore. — the owner had exquisite taste — and found again that the more responsibility I got, the more I loved the work.

From the earliest age, “owning it” has always been the most motivating thing for me, followed closely by the opportunity to interact firsthand with customers and, hopefully, leave them ecstatically happy.

Why do you like working in retail? Why do you think it provides a good career destination?

To me, retail is a great combination of pure business strategy and consumer psychology. Then you add macroeconomic conditions, and the result is a rapidly changing, always exciting and constantly challenging work environment.

I also love that there’s room, in retail, for operational and strategic brilliance — and I’d even go so far to say that retailers who have one strength but not the other probably won’t get that far.

What are the most important leadership lessons you’ve learned since becoming the CEO of Journelle?

Someone once told me that a good leader doesn’t hesitate to hire people who are better than them, and this has been a mantra that I try to live by as our company grows and we recruit more senior leaders. Not being honest enough about your own weaknesses and the needs of your business can only lead to entropy.

Describe what a typical day is like for you.

This sounds cliche, but there is no typical day. I feel fortunate that my work ranges from meetings with investors or my board to roaming around construction sites in a hard hat. I’m usually on the floor of one of our stores for a number of hours each week, or at a minimum working the phones and replying to customers’ e-mails for our customer care hotline, and this is vital to stay in touch with our merchandise as well as customer opinions and perspectives.

As our business grows, I also spend an increasing amount of time working with our various vendors, leading and meeting with my talented team and working on strategic projects and relationships.

Can you share what has been a source of inspiration for you? Any designers, entrepreneurs, mentors, or other colleagues that have been influential?

I’m always inspired by the lingerie designers we support, from the very small, first-season designers to the large conglomerates that are shaping our bread-and-butter business areas. Their passion for lingerie, and women, keeps my job interesting season after season.

I’m also inspired by one of my mentors, who was responsible for hiring me in 2002 as a consultant, and has now become my largest investor, best advocate and most honest critic. In particular, his ability to keep evolving and learning professionally — especially in light of his great success — is a great inspiration to never rest on your laurels.

To learn about Claire Chambers’ first job, her social media strategy, and what she considers her favorite charity, read the full NRF STORES interview.