Innovation Nation (updated 9/9/23)
In dedication to Theo Albrecht, co-founder of Aldi, who is renowned for using pencils right down to the nub.
A doctor, a lawyer, a police officer, and a cashier are all present at the scene of an accident, what did they see?
With that preface, here is my understanding of what can be improved. Of course, just like our relationship with God, their ways are not my ways, and I'm sure that there are sane refutations for some of my recommendations. And if not, just criticize my insights, since "research shows that it's professionally rewarding to be critical of new ideas." I can only hope that the same is true when criticizing the status quo. But of course, "being right keep you in place. Being wrong forces you to explore." Anyway, I have enjoyed and learned a great deal from my time with Aldi, and it's been a passion to continually refine my thoughts on the business for a more effective operation. I only hope that they see these insights and duly consider them. Of course, innovations have to be simple in order for them to be effective, so I will perpetually consider this a rough draft as long as I have further refinements and insights that are applicable. And because of that fact, any hope for a smooth read must be precluded.
Primary observation: Promoting teamwork in Orientation and "compete every day" in the workplace create cognitive dissonance and a cutthroat atmosphere, which creates counterproductive results--if the goal is the maximization of efficiency and customer service. *
Possible solutions:
Change the verbiage. Stop emphasizing competition and opt for collaboration. From my experience, competition puts everyone on edge--including management. Just raise the standard and teach it instead of provoking the worst quality of human nature: the will to dominate others
https://www.youtube.com/watch?v=ufH2p72YngE
Remove the ego. Emphasize open-communication and stop playing the "gotcha "game. Treat employees like humans instead of machines, so they can perform more like machines--and not get caught in the cruelmanity (new word!).
Emphasize conflict management tactics. Require the memorization of perspective taking, reframing, and farscaping during training for smoother relations between the worker and their environment. @@
A doctor, a lawyer, a police officer, and a cashier are all present at the scene of an accident, what did they see?
With that preface, here is my understanding of what can be improved. Of course, just like our relationship with God, their ways are not my ways, and I'm sure that there are sane refutations for some of my recommendations. And if not, just criticize my insights, since "research shows that it's professionally rewarding to be critical of new ideas." I can only hope that the same is true when criticizing the status quo. But of course, "being right keep you in place. Being wrong forces you to explore." Anyway, I have enjoyed and learned a great deal from my time with Aldi, and it's been a passion to continually refine my thoughts on the business for a more effective operation. I only hope that they see these insights and duly consider them. Of course, innovations have to be simple in order for them to be effective, so I will perpetually consider this a rough draft as long as I have further refinements and insights that are applicable. And because of that fact, any hope for a smooth read must be precluded.
Possible solutions:
https://www.youtube.com/watch?v=ufH2p72YngE
The following composition is by no means an exhaustive exposition of my observations and insights that I would impart to someone mono-e-mono [sic] if they were involved in a similar operation, but are supplemental improvements that I would impose upon it if I had the power of the purse. I guess you could call this the Problems and Opportunities page, without all that pesky formatting and succinctness (I prefer to enjoy the typed word, thank you [hoity-toity emoji].
For additional information relevant to operational efficiency, check out my blog post titled Headcount Flow Management.
I hold these truths to be self-evident, but I will mention them anyway. The following information will emphasize FLOW, SERVICE, and COST REDUCTION. Basically, I just wanted "it" to be better.
I have not developed a simplification table yet but here are some Adamathematical principles to ruminate over to facilitate flow in a variable environment:Consideration for the goodWhy not?Don't compete for spaceLimit field of play
Reroute unnecessary interaction for productive action Action--not reaction; Motion--not emotionTeeter totter time-sensitive and eternal duties***New One - Pick--do not be Picked (For the conspiratorial minded) (!+)In short: inspire, innovate, isolate, evade, and prioritize
I would also supplement new-hire orientation with a twenty-minute store tour at each employee's hub to emphasize the spirit of the store's current leadership and to relay any nuance that may differ from corporate law (you can call it Up To Speed). For as we know, the law is a living breathing thing, and it is to be construed to fit the needs of the day; and each store has its own peculiarities, as there is no glove that fits all hands. This would also be a time to emphasize efficient considerations that official doctrine would overlook because of the minutiae involved. A draft demonstration should be submitted by the aspiring presenter to the store manager for official approval.
There's nothing wrong with the formal training process--from a veteran's point of view--but I do believe flow considerations do need to be emphasized. (=) FlowJust say “no”
When you reflect on the times that you say yes to things that you didn’t want to, it’s probably because you were caught off guard—you weren’t plugged into your focus. As Steve Jobs says, “focusing is about saying no.” And if you think about your disposition that you predetermine getting ready for the workday, you will find that you’re constructing your primary concerns, and anything that interferes with that you have already subconsciously or consciously predetermined a negative mindset—or “no”—towards. And anything that doesn’t perceivably contravene your predetermined goals are naturally given up to consideration.
I heard Jeff Bezos say in an interview on Youtube that at Amazon every day is day won/one. I tethered his last remark because he goes on to say that if anything pulls him into the present, that means that something has gone wrong (because he’s thinking years ahead); and he also talks about inspiring his team to approach every day as a new creation. Regardless, the advice is timeless; stick to the plan but be motivated by novelty (even if it’s just reconfiguring the order of things for greater efficiency). We should always be focused on solving inconveniences.
Anyway, “no” is more of a predetermined attitude that will keep us focused on flow optimization (day won) and novel approaches (day one). So, if you weren’t already plugged in…now you are in the no (This might be a whole lot of nothing, and painfully obvious, but what’s a Nutella sandwich without fluff! Get it: new-tell-a). [Retrospective note: cute and nonthreatening]
Space Manager
There is a German word attributed to midfielder Thomas Muller—Raumdeuter, which roughly translates into “interpreter of space.” A Raumdeuter is one that roams carte blanche exploiting space to score goals and create opportunities for teammates—and Muller does this uncannily well. Muller’s biggest strength is his “optimism and opportunism.” Optimism, even of the mildly delusional kind, can exact benefits (The Social Animal). Further, normal thinking isn’t the goal (well, let me explain), exactness in action is. In fact, I recently read that Chaos Mode is a term for a mental state that many of us at Aldi are quite familiar with. And, although I’m sure that you will disagree (as I did), Chaos Mode is not a bad thing; in fact, this mind state is where the brain creates new neurons and novel ways to explore recurring problems. So, embrace your disturbed mind—it’s making you smarter (Where Good Ideas Come From).
Be the faucet for the flow. At Aldi, that can translate into channeling products, customers, and their carts into spaces that won’t create a flood. That means not escorting their carts to the bagging table in a drone-like manner, but understanding the atmosphere and its free space and pushing the cart to where the customer will be uninhibited in bagging their groceries. Speaking of flow, it takes three seconds closing and starting the compactor, or repositioning a pallet jack, boxer, etc., so why not do it? This is called flow facilitation and embracing this concept will encourage constant movement and leave lanes of travel (walkways) open to fellow employees. These acts of realigning elements for the consideration of the good will subtly initiate change for the wrongdoer and create productive habits.
In soccer, creating triangular formations between teammates permit the constant flow of play. Think triangles for the AOC (Area of Coverage/sales floor). Two or more employees working on one pallet jack clutters the already cluttered area and encourages conversation that can hinder productivity. Plus, if you spread out your associates, that’s less travel time for an employee to travel to a “trouble area” (customer request to push product, clean mess on floor, etc.).
The triangle formation can also be utilized in storing tools, such as floor signs, dust pans, trash cans, and paper towels. Again, the triangle formation can lessen response time and the unforeseen that can accompany more time and space.
I know that everyone likes working the lighter pallets because they are easier, but if they are chosen last, that leaves more pallets to knock out later in the shift, when the store is more likely to be both better staffed and busier. This leaves less probability in necessitating two or more employees working on one pallet on a busy aisle. Plus, smaller pallets are safer and faster to unload, and can be used to piggy-back some of the larger leaning tower of Pisa pallets. Plus, psychologically speaking, from a worker-bee standpoint, it's easier to look forward to the two small remaining pallets that you have to knock out than to ruminate over the large one that everyone has been avoiding (I hope you ate your Wheaties!)
Does it have to be that way?
There are certain actions that can be perceived as both nice or rude, depending on the actor and their method. It would probably be seen as rude if I unloaded my boxes on the floor while you occupy and wait for the compactor to accept your second load. But a manager doing this would probably seen as a time-saving genius (overkill?). Another approach that doesn’t require any interaction at all is to do something else while someone occupies the space that you want to inhabit (consolidate nearby trash, fill scrubber, etc.). A "boss move" performed by a fellow subordinate could be seen as "show-off'y"; whereas a manager performing a new feat could be seen as paradigmatic. (!@#)
Here’s some more “deets.”
Any delay should transition into productive action. Quote me: it takes approximately 90 seconds on full blast to fill line to line on scrubber (and there are five lines). One can easily condense trash, fill scrubber, push milk, realign jacks, or attend to a miscellaneous duty during this time (69 Bi-Transitional Awareness Augmentation). Honestly, I would encourage any action to be dumped on the next associate, if it’s quicker, but it could be seen negatively by the associate receiving the work.
Challenge workers to keep their footprint small. This can be seen by box stacking and proper pallet jack parking. We can also minimize unnecessary interactions, unnecessary “lag” time (time spent dawdling), and time traveled from A to B (self or object). For instance (referring to self), if backup ringer, position yourself nearby but out of sight (if boxing); or, if you’re third ringer, box the furthest areas from the frontend. To minimize time traveled, an ideal setup would be for the backup cashier and manager to box the front of the store, and the third ringer to box the back of the store.
Front-end inventory should be replenished by the morning cashier with a secondary objective to box within a line of sight of the open checkout lane. In general, be present, but never seen (so customers aren’t encouraged to opportunistically ask for help when none is necessary). If I were to trademark a phrase for the cashiers, it would be “sleight of hand.”—balancing customer service and efficiency so well that either motive does not interfere with the other’s purpose. The clear “X” factor is customer awareness. Sometimes, it may be more efficient to bag a customer’s groceries then to usher their cart to the side. Avoid unnecessary conflict by recognizing the atmosphere.
These are beneficial considerations that will enhance productive mindsets, if given proper outlets. Regardless of the environment, reward is necessary to spur innovation. In my case, it was wanting to get out of work as early as possible. Thus, the act of refinement became that metaphorical snowball that got bigger and bigger. Consult Willow as a visual reference (https://www.youtube.com/watch?v=4T40vj40ZZQ).
Efficiency will always be timeless advice, and there is more than one way to crack an egg, but can we all agree that Instacart labels uniformly belong on the right side of the bag? Just saying. [Retrospective note: first you learn the game, then you refine the game, then you share the game.]
Of course, there are innumerable acts performed daily that supersede formal proceedings. I did not list those here--for it would be an exhaustive list and take away from the craftsmanship of my message. In business, in order for things to get done, sometimes corners must be cut. It is what it is. Besides, it's not like we are building bridges, except those to the customers' hearts 😊 But that doesn't mean that we cannot do better. This is just something to keep in mind.
Perform, Compete, Refine?
If nothing else, this will indubitably induce a laugh or two—probably at this juncture. The term compete incites the very thing that we, as humans, are trying to channel or tame. It conveys aggression and a need for a competitor, which, as we know, can only exist in the form of a customer since we are all teammates (as proclaimed during Orientation).
When is the last time you were told, “don't play down to your performances”? No, it's always "competition." At least, that was one of the pitfalls that I was constantly reminded of during soccer competitions. However, the term competition is fraught with conflict. And focusing on competition can hinder hindsight and will project the competitor, and not the task, as the problem. Generally speaking, in most endeavors, the people who succeed are task-oriented, not people-oriented (Thinking Fast and Slow). We should also keep this in mind when dealing with ALDI's challenging customer base. One can easily be blindsided when carrying out monotonous duties by going with the flow, but not being one in the flow. And one has to be predetermined to perform based on one’s past understanding of what did and didn’t work. I was thinking of how to intellectualize intuition, but then I read the following "intuition is nothing more and nothing less than recognition" (TFAS). And by honing focus on the task and not your coworkers or the seemingly ever-present disruptive customer, we will continually refine the specific act until it is no longer practical to do so. I, therefore, go a step further and propose that refine—not perform and not compete—might be a more effective ethos for the trainees.
“Compete Every Day” was a banner slogan that greeted the trainees at our store every day. My tacit goal was to get that changed to “Refine Every Day.” With such a lofty goal, I’m sure a more comprehensive composition should have been made. But if I can see the overarching negative implications of pinning teammates against one another--among other complications in a customer-oriented atmosphere--perhaps the smarter ones can too. Besides, as C.S. Lewis said, "each person's pride is in competition with everyone else's pride," so emotionally charged language isn't necessary for optimal performance--in fact, it can often get in the way. For better performance, we need better teachers, but why would they help a competitor? In fact, I wasn't even trained for checkout efficiency until a year into my Aldi tenure (&#&). So, "compete every day" puts everyone on shaky ground--including the managers who shouldn't feel insecure about their position since they have already earned their stripes.
***I'm not saying don't compete (don't be silly) ++. I'm saying that telling employees to compete isn't as effective as telling them to refine. Unless you want the top few to try and the rest to dawdle from defeat, I would suggest reframing the situation. Besides,
And yes, I did add C.S. Lewis to give my philosophical approach more "clout." He is a more respected source of wisdom than me. But of course we're all secondary sources of information, as we all receive our sight from God. No one man built the airplane, after all. Team us! (At this point, I think Bill O'Reilly would accuse me of bloviating. Nevertheless.)
And let us remember that the late great Kobe counted his footsteps, not his rivals
**We need to inspire minds to find better ways. Creative minds are happier minds, and there is a sense of ownership in creation. People need to know that little changes add up to big results. So perform like Penny. Be better than Betty. Amend like Amy. And be adamant...like Adam (jk lol). One too many, but my passion is a good thing.
Competition is exclusionary and degrades those outside the few. A grocery store isn't the NFL combine; it's more of a commune. That's an important distinction, because Bill didn't end up on aisle two stocking pickles because he understood that diet and calf raises would improve his vertical and get him on varsity. No; Bill is someone who believes that some people are just gifted, and some things are just meant to be. So when you ask Bill to compete, Bill get's flustered, because he doesn't know what it means to beat someone. He might think that you want him to punch Michelle in the face. So the language that we use is important:
As Daniel Kahneman wrote, "Ultimately, a richer language is essential to the skill of constructive criticism. Much like medicine, the identification of judgment errors is a diagnostic task, which requires a precise vocabulary"
And the employees know that competition isn't the main consideration when opting to promote one employee over another. So the incorrect verbiage fosters discontent and resentment because of the disconnect with reality. A better slogan would be "Endure." At least there's no false promise of reward, and the slogan accurately reflects the struggle.
For instance; It's not that Betty got promoted because she is a better log chopper than Bob, it's just that she's willing to sacrifice more of her time for increased pay and responsibility. So now Betty gets to organize the logs. And that's okay, because Bob likes sleeping in, and everyone agrees that Bob gets to because he's really good at chopping wood.
But there are other scenarios that aren't so clear-cut (pun intended), and I've observed the resentment and discontent first-hand with employees who hit those OKRs but failed to be considered for advancement. This can be frustrating, because they were under the impression that it was all about winning and losing, and not other considerations like personal sacrifice, longevity, and personal managerial bias (sorry, but Brad has better hair).
In conclusion, if a slogan is to be believed by all, it has to encompass all--and not be easily contested with those whose eyes are wide open. Can I suggest the following replacements: "Growth Mindset!; Refine Every day!; Let's Go!!!; and, Be All That You Can Be!--Yes, I know that one is taken, but I really like it! %
Promoting creative refinement provides happy, hopeful workers who feel that their contributions matter and provides them with a sense of individualism that slows the decay caused by what I term "machine-head assimilation." This phenomena is most prevalent with jobs that require extreme monotony. With positions that require high technical performance and social orientation, having a sense of self is paramount for not only longevity and consistent aptitude, but affability as well.
For the longest time, I believed that's it's not what you believe but why you believe it that's important. Similarly, it's not what you do but how you do it that will see you through. It's about character cultivation and sustenance. So if you can't believe in what you have to do, believe in a better way of doing it.
But do you want to know what I really think: Aldi is an observational ground for behavioral scientific study masquerading as a grocery store. Why else promote a philosophy that inherently breeds conflict. But that's just a suspicion I have. Think about it: small aisles, cameras everywhere, competitive hierarchy where one class has the keys and the other class knows it, and both are under pressure by a never present but always observing upper echelon of power...it's entertaining to think about, at least from an insider's perspective. Of course, it's irrelevant. And obviously this is twilight zone fiction... obviously. I don't think too kindly about malls either (if only lions had it that easy), so don't take me too seriously. Besides, a thing can serve more than one purpose.
Regardless of the environment that you find yourself in, I would suggest that once you leave your nest, it is better to adopt a strategy of cognitive strain than one of cognitive ease. After all, I never met a person who said "if only I did not pay attention." (*
Are the suggestions above helpful?
Practical Considerations
Fix-it sheet (or not; Business savvy, I get)
Why do cart signs keep disappearing?
Two return carts in the back was really convenient (just saying).
Back-up cashier should be responsible for carts?
3rd ringer or Instacart for quick scrub (instead of back-up cashier, for obvious reasons)
Popular/Aldi taste compare/contrast fact sheet for customer (e.g. If you like “Bud light you might like ‘x’’’; No light beer? I don’t even know!? Neither do customers!)
Insulated bag for cold go-back items (input nail to hook the bag beside cashier?) and box for dry goods. Returns and go-backs could be in separate boxes. This will distinguish go-back items from returns and will prevent unnecessary product loss. The back-up cashier could check the main cashier’s bag when leaving the front end and return items before they spoil.
Reroute unnecessary interaction for productive action
Just say “no”
When you reflect on the times that you say yes to things that you didn’t want to, it’s probably because you were caught off guard—you weren’t plugged into your focus. As Steve Jobs says, “focusing is about saying no.” And if you think about your disposition that you predetermine getting ready for the workday, you will find that you’re constructing your primary concerns, and anything that interferes with that you have already subconsciously or consciously predetermined a negative mindset—or “no”—towards. And anything that doesn’t perceivably contravene your predetermined goals are naturally given up to consideration.
I heard Jeff Bezos say in an interview on Youtube that at Amazon every day is day won/one. I tethered his last remark because he goes on to say that if anything pulls him into the present, that means that something has gone wrong (because he’s thinking years ahead); and he also talks about inspiring his team to approach every day as a new creation. Regardless, the advice is timeless; stick to the plan but be motivated by novelty (even if it’s just reconfiguring the order of things for greater efficiency). We should always be focused on solving inconveniences.
Anyway, “no” is more of a predetermined attitude that will keep us focused on flow optimization (day won) and novel approaches (day one). So, if you weren’t already plugged in…now you are in the no (This might be a whole lot of nothing, and painfully obvious, but what’s a Nutella sandwich without fluff! Get it: new-tell-a). [Retrospective note: cute and nonthreatening]
Space Manager
There is a German word attributed to midfielder Thomas Muller—Raumdeuter, which roughly translates into “interpreter of space.” A Raumdeuter is one that roams carte blanche exploiting space to score goals and create opportunities for teammates—and Muller does this uncannily well. Muller’s biggest strength is his “optimism and opportunism.” Optimism, even of the mildly delusional kind, can exact benefits (The Social Animal). Further, normal thinking isn’t the goal (well, let me explain), exactness in action is. In fact, I recently read that Chaos Mode is a term for a mental state that many of us at Aldi are quite familiar with. And, although I’m sure that you will disagree (as I did), Chaos Mode is not a bad thing; in fact, this mind state is where the brain creates new neurons and novel ways to explore recurring problems. So, embrace your disturbed mind—it’s making you smarter (Where Good Ideas Come From).
Be the faucet for the flow. At Aldi, that can translate into channeling products, customers, and their carts into spaces that won’t create a flood. That means not escorting their carts to the bagging table in a drone-like manner, but understanding the atmosphere and its free space and pushing the cart to where the customer will be uninhibited in bagging their groceries. Speaking of flow, it takes three seconds closing and starting the compactor, or repositioning a pallet jack, boxer, etc., so why not do it? This is called flow facilitation and embracing this concept will encourage constant movement and leave lanes of travel (walkways) open to fellow employees. These acts of realigning elements for the consideration of the good will subtly initiate change for the wrongdoer and create productive habits.
In soccer, creating triangular formations between teammates permit the constant flow of play. Think triangles for the AOC (Area of Coverage/sales floor). Two or more employees working on one pallet jack clutters the already cluttered area and encourages conversation that can hinder productivity. Plus, if you spread out your associates, that’s less travel time for an employee to travel to a “trouble area” (customer request to push product, clean mess on floor, etc.).
The triangle formation can also be utilized in storing tools, such as floor signs, dust pans, trash cans, and paper towels. Again, the triangle formation can lessen response time and the unforeseen that can accompany more time and space.
I know that everyone likes working the lighter pallets because they are easier, but if they are chosen last, that leaves more pallets to knock out later in the shift, when the store is more likely to be both better staffed and busier. This leaves less probability in necessitating two or more employees working on one pallet on a busy aisle. Plus, smaller pallets are safer and faster to unload, and can be used to piggy-back some of the larger leaning tower of Pisa pallets. Plus, psychologically speaking, from a worker-bee standpoint, it's easier to look forward to the two small remaining pallets that you have to knock out than to ruminate over the large one that everyone has been avoiding (I hope you ate your Wheaties!)
Does it have to be that way?
There are certain actions that can be perceived as both nice or rude, depending on the actor and their method. It would probably be seen as rude if I unloaded my boxes on the floor while you occupy and wait for the compactor to accept your second load. But a manager doing this would probably seen as a time-saving genius (overkill?). Another approach that doesn’t require any interaction at all is to do something else while someone occupies the space that you want to inhabit (consolidate nearby trash, fill scrubber, etc.). A "boss move" performed by a fellow subordinate could be seen as "show-off'y"; whereas a manager performing a new feat could be seen as paradigmatic. (!@#)
Here’s some more “deets.”
Any delay should transition into productive action. Quote me: it takes approximately 90 seconds on full blast to fill line to line on scrubber (and there are five lines). One can easily condense trash, fill scrubber, push milk, realign jacks, or attend to a miscellaneous duty during this time (69 Bi-Transitional Awareness Augmentation). Honestly, I would encourage any action to be dumped on the next associate, if it’s quicker, but it could be seen negatively by the associate receiving the work.
Challenge workers to keep their footprint small. This can be seen by box stacking and proper pallet jack parking. We can also minimize unnecessary interactions, unnecessary “lag” time (time spent dawdling), and time traveled from A to B (self or object). For instance (referring to self), if backup ringer, position yourself nearby but out of sight (if boxing); or, if you’re third ringer, box the furthest areas from the frontend. To minimize time traveled, an ideal setup would be for the backup cashier and manager to box the front of the store, and the third ringer to box the back of the store.
Front-end inventory should be replenished by the morning cashier with a secondary objective to box within a line of sight of the open checkout lane. In general, be present, but never seen (so customers aren’t encouraged to opportunistically ask for help when none is necessary). If I were to trademark a phrase for the cashiers, it would be “sleight of hand.”—balancing customer service and efficiency so well that either motive does not interfere with the other’s purpose. The clear “X” factor is customer awareness. Sometimes, it may be more efficient to bag a customer’s groceries then to usher their cart to the side. Avoid unnecessary conflict by recognizing the atmosphere.
These are beneficial considerations that will enhance productive mindsets, if given proper outlets. Regardless of the environment, reward is necessary to spur innovation. In my case, it was wanting to get out of work as early as possible. Thus, the act of refinement became that metaphorical snowball that got bigger and bigger. Consult Willow as a visual reference (https://www.youtube.com/watch?v=4T40vj40ZZQ).
Efficiency will always be timeless advice, and there is more than one way to crack an egg, but can we all agree that Instacart labels uniformly belong on the right side of the bag? Just saying. [Retrospective note: first you learn the game, then you refine the game, then you share the game.]
Of course, there are innumerable acts performed daily that supersede formal proceedings. I did not list those here--for it would be an exhaustive list and take away from the craftsmanship of my message. In business, in order for things to get done, sometimes corners must be cut. It is what it is. Besides, it's not like we are building bridges, except those to the customers' hearts 😊 But that doesn't mean that we cannot do better. This is just something to keep in mind.
Perform, Compete, Refine?
If nothing else, this will indubitably induce a laugh or two—probably at this juncture. The term compete incites the very thing that we, as humans, are trying to channel or tame. It conveys aggression and a need for a competitor, which, as we know, can only exist in the form of a customer since we are all teammates (as proclaimed during Orientation).
When is the last time you were told, “don't play down to your performances”? No, it's always "competition." At least, that was one of the pitfalls that I was constantly reminded of during soccer competitions. However, the term competition is fraught with conflict. And focusing on competition can hinder hindsight and will project the competitor, and not the task, as the problem. Generally speaking, in most endeavors, the people who succeed are task-oriented, not people-oriented (Thinking Fast and Slow). We should also keep this in mind when dealing with ALDI's challenging customer base. One can easily be blindsided when carrying out monotonous duties by going with the flow, but not being one in the flow. And one has to be predetermined to perform based on one’s past understanding of what did and didn’t work. I was thinking of how to intellectualize intuition, but then I read the following "intuition is nothing more and nothing less than recognition" (TFAS). And by honing focus on the task and not your coworkers or the seemingly ever-present disruptive customer, we will continually refine the specific act until it is no longer practical to do so. I, therefore, go a step further and propose that refine—not perform and not compete—might be a more effective ethos for the trainees.
“Compete Every Day” was a banner slogan that greeted the trainees at our store every day. My tacit goal was to get that changed to “Refine Every Day.” With such a lofty goal, I’m sure a more comprehensive composition should have been made. But if I can see the overarching negative implications of pinning teammates against one another--among other complications in a customer-oriented atmosphere--perhaps the smarter ones can too. Besides, as C.S. Lewis said, "each person's pride is in competition with everyone else's pride," so emotionally charged language isn't necessary for optimal performance--in fact, it can often get in the way. For better performance, we need better teachers, but why would they help a competitor? In fact, I wasn't even trained for checkout efficiency until a year into my Aldi tenure (&#&). So, "compete every day" puts everyone on shaky ground--including the managers who shouldn't feel insecure about their position since they have already earned their stripes.
***I'm not saying don't compete (don't be silly) ++. I'm saying that telling employees to compete isn't as effective as telling them to refine. Unless you want the top few to try and the rest to dawdle from defeat, I would suggest reframing the situation. Besides,
And yes, I did add C.S. Lewis to give my philosophical approach more "clout." He is a more respected source of wisdom than me. But of course we're all secondary sources of information, as we all receive our sight from God. No one man built the airplane, after all. Team us! (At this point, I think Bill O'Reilly would accuse me of bloviating. Nevertheless.)
And let us remember that the late great Kobe counted his footsteps, not his rivals
Competition is exclusionary and degrades those outside the few. A grocery store isn't the NFL combine; it's more of a commune. That's an important distinction, because Bill didn't end up on aisle two stocking pickles because he understood that diet and calf raises would improve his vertical and get him on varsity. No; Bill is someone who believes that some people are just gifted, and some things are just meant to be. So when you ask Bill to compete, Bill get's flustered, because he doesn't know what it means to beat someone. He might think that you want him to punch Michelle in the face. So the language that we use is important:
As Daniel Kahneman wrote, "Ultimately, a richer language is essential to the skill of constructive criticism. Much like medicine, the identification of judgment errors is a diagnostic task, which requires a precise vocabulary"
And the employees know that competition isn't the main consideration when opting to promote one employee over another. So the incorrect verbiage fosters discontent and resentment because of the disconnect with reality. A better slogan would be "Endure." At least there's no false promise of reward, and the slogan accurately reflects the struggle.
For instance; It's not that Betty got promoted because she is a better log chopper than Bob, it's just that she's willing to sacrifice more of her time for increased pay and responsibility. So now Betty gets to organize the logs. And that's okay, because Bob likes sleeping in, and everyone agrees that Bob gets to because he's really good at chopping wood.
But there are other scenarios that aren't so clear-cut (pun intended), and I've observed the resentment and discontent first-hand with employees who hit those OKRs but failed to be considered for advancement. This can be frustrating, because they were under the impression that it was all about winning and losing, and not other considerations like personal sacrifice, longevity, and personal managerial bias (sorry, but Brad has better hair).
In conclusion, if a slogan is to be believed by all, it has to encompass all--and not be easily contested with those whose eyes are wide open. Can I suggest the following replacements: "Growth Mindset!; Refine Every day!; Let's Go!!!; and, Be All That You Can Be!--Yes, I know that one is taken, but I really like it! %
Promoting creative refinement provides happy, hopeful workers who feel that their contributions matter and provides them with a sense of individualism that slows the decay caused by what I term "machine-head assimilation." This phenomena is most prevalent with jobs that require extreme monotony. With positions that require high technical performance and social orientation, having a sense of self is paramount for not only longevity and consistent aptitude, but affability as well.
For the longest time, I believed that's it's not what you believe but why you believe it that's important. Similarly, it's not what you do but how you do it that will see you through. It's about character cultivation and sustenance. So if you can't believe in what you have to do, believe in a better way of doing it.
But do you want to know what I really think: Aldi is an observational ground for behavioral scientific study masquerading as a grocery store. Why else promote a philosophy that inherently breeds conflict. But that's just a suspicion I have. Think about it: small aisles, cameras everywhere, competitive hierarchy where one class has the keys and the other class knows it, and both are under pressure by a never present but always observing upper echelon of power...it's entertaining to think about, at least from an insider's perspective. Of course, it's irrelevant. And obviously this is twilight zone fiction... obviously. I don't think too kindly about malls either (if only lions had it that easy), so don't take me too seriously. Besides, a thing can serve more than one purpose.
Regardless of the environment that you find yourself in, I would suggest that once you leave your nest, it is better to adopt a strategy of cognitive strain than one of cognitive ease. After all, I never met a person who said "if only I did not pay attention." (*
Practical Considerations
Fix-it sheet (or not; Business savvy, I get)
Why do cart signs keep disappearing?
Two return carts in the back was really convenient (just saying).
Back-up cashier should be responsible for carts?
3rd ringer or Instacart for quick scrub (instead of back-up cashier, for obvious reasons)
Popular/Aldi taste compare/contrast fact sheet for customer (e.g. If you like “Bud light you might like ‘x’’’; No light beer? I don’t even know!? Neither do customers!)
Insulated bag for cold go-back items (input nail to hook the bag beside cashier?) and box for dry goods. Returns and go-backs could be in separate boxes. This will distinguish go-back items from returns and will prevent unnecessary product loss. The back-up cashier could check the main cashier’s bag when leaving the front end and return items before they spoil.
Extend the parapet wall on the cashier belt to prevent merchandise from rolling off
Cashier should have at least 1 backup cart, when possible
"Please use divider” eye-level sign or apply eye-catching "use me" stickers to dividers
One easy-to-get-to, free-floating pallet for temporary morning backstock placement (*^)
If back-up cashier, box the front of the store when busy to curtail unnecessary travel time
Bread trays: If what you replenish at night won’t contribute to more than half high then leave it alone, otherwise you’re making more work for morning people who have to downstack to add new bread
Go-back box on scrubber and underneath go-back cart (two more portable sources of storage & withdraw)
Box stacking makes for easier transfer to front-end bagging table, boxer, and compactor.
Ask yourself: what’s after next? And why aren’t my hands occupied?
Be vocal and use hand signs; e.g. when tending cash and informing of open checkout lane.
Inform and do not direct. Let the choice be an additional option, and one in their control (e.g. when opening up a new checkout lane). A suggestion is less condemnable than a command, when gone awry.
Aisle traffic should not result in employee frustration, but in employee transition from the initial priority to a nearby priority (box nearby, push or condense nearby product)
Bulky boxcutters that people lose on a consistent basis and whose blades are found around the store aren’t needed. You can get 18 mini for the price of 1 bulky (fits nicely in watch pocket)
“Popcorn reading meetings”? Sign-off sheets would accomplish the same thing w/less money (^)
Include a "current week" tab into the alphabetical accordion style organizer
Processes that replace the need for communication should be adopted, if streamlining action is desirable.
I realize that change takes time and capital, but some of these suggestions save both time and capital.
Extend the parapet wall on the cashier belt to prevent merchandise from rolling off
Cashier should have at least 1 backup cart, when possible
"Please use divider” eye-level sign or apply eye-catching "use me" stickers to dividers
One easy-to-get-to, free-floating pallet for temporary morning backstock placement (*^)
If back-up cashier, box the front of the store when busy to curtail unnecessary travel time
Bread trays: If what you replenish at night won’t contribute to more than half high then leave it alone, otherwise you’re making more work for morning people who have to downstack to add new bread
Go-back box on scrubber and underneath go-back cart (two more portable sources of storage & withdraw)
Box stacking makes for easier transfer to front-end bagging table, boxer, and compactor.
Ask yourself: what’s after next? And why aren’t my hands occupied?
Be vocal and use hand signs; e.g. when tending cash and informing of open checkout lane.
Inform and do not direct. Let the choice be an additional option, and one in their control (e.g. when opening up a new checkout lane). A suggestion is less condemnable than a command, when gone awry.
Aisle traffic should not result in employee frustration, but in employee transition from the initial priority to a nearby priority (box nearby, push or condense nearby product)
Bulky boxcutters that people lose on a consistent basis and whose blades are found around the store aren’t needed. You can get 18 mini for the price of 1 bulky (fits nicely in watch pocket)
“Popcorn reading meetings”? Sign-off sheets would accomplish the same thing w/less money (^)
Include a "current week" tab into the alphabetical accordion style organizer
Processes that replace the need for communication should be adopted, if streamlining action is desirable.
I realize that change takes time and capital, but some of these suggestions save both time and capital.
*Managing interactions is about managing customer emotions. If you see that a customer is displeased with you, immediately give the customer consideration by doing something pleasing—this could be gently placing an item in the cart (it’s about showing care) or use distraction by pleasantly informing them that they can put their card in anytime they want. It’s kind of like magic…the sleight of hand trick, but with emotions. Show them consideration when it appears that you showed them inconsideration.
*Did you know that you can actually listen to Youtube videos at a faster rate by changing the video speed setting. This is just a thought, but perhaps this tactic can be applied at Aldi. Maybe just speed up the cashier belt a teensy-weensy amount for faster ring speed.
A last and hopefully final key insight to get to people to better themselves is to share with them the 80/100 rule. This is applicable to many skills, but has come from the bodybuilding industry. It states that you only need eighty percent of your initial effort to maintain the gains that you made. So tell them to work smarter to use less effort later on.
I lied; I neglected to offer this insight: Verbalizing the survey information wasn't successful because it's too much information to verbally relay to the customer during the speedy checkout process. When included with the pleasantries and CC insert command, it just doesn't flow. Plus, it's inherently understood to be asinine to repeat it to every customer. Paraphrasing Noah Wilson in the Bourne Ultimatum: Never judge an ongoing operation from an armchair, Pam. (Yes, I know that's incorrect, as is the attribution, but that's how I remember it [ https://getyarn.io/yarn-clip/f557420f-6f48-49de-96fb-1db273ab3f80 }. This misconstruing reminds me of Dumb and Dumber when they try to sing the song they don't know the lyrics to...good stuff).
Institute the "L"
Instead of jam-packing 4 containers of sliced cheese (for example), only stock 3 and use the extra space in the back for consistent cyclability. With our current method, one has to check all three other containers (BTW, what associate does that!?) to ascertain which cheese should be up front. With the "L" method (which I made it up with my big brain), all an associate has to do is to remove the almost empty container, stock the remaining product onto the adjacent container, plug the new cheese into the back empty quadrant of space, and cycle all products clockwise. Another process that depends on automaticity instead of righteousness and conscientiousness We all may be champions for Christ (everyone gets a trophy!) but we're still lazy. So let's not depend on people arising to the occasion when we can simplify it for them. This rotation idea is applicable to any product having three or more quadrants of stocking space (but technically speaking, it is only considered a quadrant if there's four spots [contemplative emoji face]). If the product sells like hot cakes, then use all quadrants, but at least teach the clockwise rotation feature.
Why don't grocery stores have call-in shifts?
Feeding people seems to be more important than buying a cool one-piece, but I have only seen specialty retail establishments institute call-in shifts. Approaching it logically, I guess long lines deter impulse purchases in malls but not life-sustaining purchases elsewhere. After all, it's a lot easier to walk twenty feet over to the GAP than it is to drive to the next nearest grocery store because of long lines--especially after finally finding baby formula.
But grocery stores do text/call associates to get that no-show shift covered--and sometimes even offer managerial pay to associates willing to cover the abandoned shift. So I don't think that corporate is being stingy. I think that this might just be an oversight. But it's hard to believe that this average Joe would be the first to consider this fail-safe's applicability for big-box retail. Regardless, I'm sure that someone higher up has already considered it and concluded that it's more profitable to not have the option. Do more with less: that's business, baby (forget I said that).
Be first or be last
I read that the purpose of any business is to create a customer. One practice occasionally encouraged, though not regularly reinforced (at least, while I was there), was box placement on the front-end bagging tables. It only recently struck me that some customers (anecdotally speaking) visit Aldi first not only because of the great deals, but because they can obtain empty boxes that they can utilize later during their supply re-up.
Inevitably, this expectation steals customer purchases that would have taken place elsewhere if Aldi was not first on their to-do list. So, I would formalize this practice to nurture this customer expectation. Plus, this also has the dual effect of efficient box disposal.
Recycle
Instead of throwing away old signs during price changes, turn them over and write Limit One Per Customer in black marker (and other frequently needed signage demands). Keep them in your back pocket, and when you see that one of those signs is missing, you have a replacement on hand. Often, with the multi-faceted and fast-paced nature of the business, associates will get distracted and neglect to retrieve signage for situations just like this. This is a temporary solution of course, but it beats having to sell more product to a customer than policy would otherwise dictate, if the signage were present. Besides, who doesn't like to recycle!
Banner Section revision (9/10/22)
% - So the term "compete every day" creates a sort of cognitive dissonance for those who were told to believe in it, as if it had some basis in reality for career advancement. The slogan doesn't resonate with employees who see a business-as-usual atmosphere with the only difference between the managerial class and the associate class is a flip of the key and a wag of the finger (Colbert, anyone?) I therefore propose the aforementioned replacement slogans for better employee adoption and adaptation.
++ - Competition should take place outside the group--like store between store, or organization between organization. Competition inside the group leads to feuds, distrust, and Machiavellianism. As Sapolsky wrote, "intergroup conflict like war is the driving force for intragroup cooperation." And perhaps not directly applicable but still relevant in my mind: "Keep the cock out of the hen house."
@@ - During training we are required to memorize product codes, company ethos, and specific policies to effectively handle daily operations at the assigned position.
Perhaps it could be also beneficial to have frontline workers memorize emotional tactics that can be implemented while experiencing worker distress. I specifically like perspective taking, reframing, and my favorite--farscaping, which is where one envisions one's reality not as is, but as something else, something that is to be discovered (I made it up myself,--I think [contemplative emoji]). I suspect that this technique is the efficient man's daydreaming. All of these techniques assist one with remaining engaged with reality but without reacting or succumbing to it. Learning to disentangle oneself from jumping to conclusions (especially emotional ones) is hugely beneficial in any environment.
"If you focus on your competition, you will never deliver anything truly innovative"--Google it [hint: pun intended])
*& - Management metric attainment should not be leveraged against subordinates in the competition for two reasons: (a) metrics are skewed in their favor since they spend less time on the register (I think the formula would translate to: x = Items - Time - space [defer to a mathematician]. (b) Management have manipulative powers of control and insider knowledge.
The solution: imbue the managerial role with a mentor, innovator, or supervisory focus--and not a competitor focus (C.F. Competition Solution subheading). And forgo the fair-and-balanced implications.
(* - Although after watching all of the World Cup 2022 advertisements I think that cognitive love might be better than cognitive ease or cognitive strain when in a stand-still (or controllable) position. As always, cherry-pick astutely.
*^ - Clarification note: the free-floating pallet will eliminate the incorrect placement of backstock items during the initial unloading process; as anyone familiar with the stocking process knows, the new pallets sometimes block access to the correct backstock pallet. Consequently, the misallocation of backstock product is a frequent occurrence. Thus, the free-floating pallet will act as a layover stop for products to their final destination, which can be completed after all the backstock items have been run during the evening shift (or before, as it is always a safer bet to assume negligence than competence. In translation, run the free-floating pallet with the backstock pallets before the consolidation process).
Competition solultuion;
Since one cannot validate a competitive metric that favors those who participate least in it's attainment, perhaps the competition should be split between the A-team and the B-team. The idea would be to have a surplus of managers that compete for managerial shifts and shift preference. Most managers are assigned associate shifts anyway, so why not apply the competitive philosophy in a way that doesn't interfere with associate development? (#firstiterations) (*&) (Bi-Competitional Bracket: Fair Play Doctrine)
State of Play
I recently viewed a short on Youtube of a professional salesman giving advice on how to overcome objections and finalize a sale. One hypothetical objection was "why does your product cost so much?" The answer: "The price is the price" and "I don't set policy." That's it! There was no deliberation. The point I'm making is that you control the state of play as the one who is in the know.
How does this advice translate into a customer service role--like the one at ALDI--and what implications does it have? For one, it means that priorities are justified even if it means keeping a customer waiting (remember, they only pounce if they smell fear). For instance, when beckoned to rush to the front as backup, taking an extra few seconds to put aside working apparatuses--such as the scrubber, bread cart, boxes, and pallet jack--go a long way preventing fellow worker and customer disruptions. Second, by dictating terms it puts you in a state of control and you are justified before you even arrive on the scene (who can argue against safety precautions! And how satisfying would it be to rebuttal with, "I'm sorry mam--but I had to make sure my work environment was safe before I left it"). By having this incontrovertible reply at the ready, you will appear as a man of steel rather than one who looks disheveled and insecure because of an inner mindset putting them in the right before the transaction has even begun. You could be five seconds early or five seconds late--but that is only decided by the one who is in the right. You dictate terms; after all, you don't go to a cricket game and try to tell them the rules! Caveat: Remember the animal nature that we all inhabit. I say this because I have seen authority figures ill-treated because they mistook their position for power--and were surprisingly set right to their dismay. As Aretha Franklin stentoriously said, "R-E-S-P-E-C-T." (An afterhought for this afterthought: it should be noted that some interactions are won or lost before they're even initiated, so plan accordingly.)
= - Correction: The training video depicts the flat hand method as being the appropriate and safe way to scan groceries. However, this does not take into account the human element, which demands more care for item placement within carts.
*$* - For optimal space-time utilization, a worker ought to be positioned diagonally from a rear position of the pallet (Think two black squares touching on a chess board). Such positioning allows the unloader to prioritize product preparation and readjustment between delays with the unloading process (e.g. when customers interrupt the unloading flow when passing by). This method will not only produce more efficient results, but will negate any awkwardness incited from the customer's interruption. I think a good rule of thumb in work scenarios that require efficiency is to stay a few seconds ahead of reality to avoid unnecessary inconvenience. That's a snazzy way of saying "have foresight."
*$* - It should be noted that I was the first one to utilize the empty bread-and-pastry cart for large Instacart orders. I didn't ask for permission. Instead, I saw the opportunity to take the initiative to better service the customer and I did it. My newfound implementation of the bread-and-pastry cart allowed me to better accommodate perishables utilizing the multitiered appartus, relieving any potential "squoosh" that may have otherwise taken place stacking 15-20+ bags into a traditional shopping cart. This is just another example of my creatively pragmatic mindset that simply asks "why not."
*$* - I found it useful to walk around with a box flap in my back pocket and a sharpie.
&#& - By efficiency I mean keystroke specifics that drastically improve one's metrics (I came into the world efficient :) )
*$* - CREATE the Spanish Decision Tree:
What every organization should do, especially for low-wage workers, is to REQUIRE every associate to memorize key SPANISH words that could direct the immigrant to the desired end. For instance, grocery workers would have to learn words like CARNE and AQUA. Ideally, you could work your way down the decision tree: "DAIRY? NO? MEAT? NO? BAKED GOODS, Yes. Tranquilo, it's in aisle quatro ma'am." (Obviously the Spanish Decision Tree would have to be logically composed, but that was really profound and possible future corporate policy, no? In fact, I can see how the decision tree transcends language barriers, and could be applied to every mode requiring efficiency or absolute compliance--like policing. #ReimaginePolicing.)
No need to hire competitive immigrants to better cater to competitive immigrants! Just teach the SPANISH Decision Tree to all employees! (Reference Point @ 3:00: https://lnkd.in/e59bhuzN )
***Plus, you really don't want a drawn out conversation anyway, unless it's geared towards selling additional product. So in some industries, being perceived as unfamiliar with the customer's native tongue could be quite business savvy--as it keeps the ball rolling in the right direction. I know it sounds rude, but better businesses tend to be more efficient.
*$* - In addition to intragroup competition exclusive to each associate tier, only the trainers (or a combined effort between trainers and store management) should be responsible for visiting underperformers to properly diagnose performance issues. This ensures that conflicts of interest within the store hierarchy don't interfere with associate development and the attainment of KPI and OKR measurements. This also frees up management to focus on their daily duties and the bigger picture--instead of training their competition.
69 - Bi-Transitional Awareness
!@# - Reworked
!+ - ***New One - Be the Picker--not the Pickee (For the conspiratorial minded)
Feeding people seems to be more important than buying a cool one-piece, but I have only seen specialty retail establishments institute call-in shifts. Approaching it logically, I guess long lines deter impulse purchases in malls but not life-sustaining purchases elsewhere. After all, it's a lot easier to walk twenty feet over to the GAP than it is to drive to the next nearest grocery store because of long lines--especially after finally finding baby formula.
% - So the term "compete every day" creates a sort of cognitive dissonance for those who were told to believe in it, as if it had some basis in reality for career advancement. The slogan doesn't resonate with employees who see a business-as-usual atmosphere with the only difference between the managerial class and the associate class is a flip of the key and a wag of the finger (Colbert, anyone?) I therefore propose the aforementioned replacement slogans for better employee adoption and adaptation.
No need to hire competitive immigrants to better cater to competitive immigrants! Just teach the SPANISH Decision Tree to all employees! (Reference Point @ 3:00: https://lnkd.in/e59bhuzN )
***Plus, you really don't want a drawn out conversation anyway, unless it's geared towards selling additional product. So in some industries, being perceived as unfamiliar with the customer's native tongue could be quite business savvy--as it keeps the ball rolling in the right direction. I know it sounds rude, but better businesses tend to be more efficient.
*$* - In addition to intragroup competition exclusive to each associate tier, only the trainers (or a combined effort between trainers and store management) should be responsible for visiting underperformers to properly diagnose performance issues. This ensures that conflicts of interest within the store hierarchy don't interfere with associate development and the attainment of KPI and OKR measurements. This also frees up management to focus on their daily duties and the bigger picture--instead of training their competition.
69 - Bi-Transitional Awareness
!@# - Reworked
!+ - ***New One - Be the Picker--not the Pickee (For the conspiratorial minded)
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