Starting Off Right With Your New General Manager
Guest Panelists: Melanie Reid, GM, Just Food Co-op Terry Bowling, GM, La Montañita Co-op
Assessing, understanding and enhancing organizational...
melaniereid@columinate.coop
612-919-0508
Guest Panelists: Melanie Reid, GM, Just Food Co-op Terry Bowling, GM, La Montañita Co-op
Despite cooperatives' history of commitment to values of social progress, our recent study of the General Manager Compensation Database reveals that grocery co-op General Managers who identify as female are paid significantly less than their male counterparts. We'll be sharing our findings over the coming year, but our work doesn't end in bringing this to light. Launched in early [...]
It is well-known that the U.S. labor market has been especially volatile this year. Co-ops are not immune from this. To learn more about the current co-op hiring environment, we connected with Columinate member-consultants Melanie Reid and Carolee Colter.
No matter how closely you work with your staff, there are some things that aren’t openly discussed. Regularly conducting employee surveys brings these issues — and satisfactions — to light. Taking the pulse of the co-op is perhaps more important than ever and prioritizing surveys pays off for all involved.
When a co-op board hires a new general manager, the directors know that there’s seldom an “ideal candidate” out there waiting. Instead, they choose the candidate who offers the best potential to meet the specific qualifications that the board has decided will advance the vision for their co-op. Since boards often realize that their new general manager may be lacking in certain key areas, they may look for resources to help mitigate the new leader’s deficits and build on their strengths.
Leading a purpose-driven organization takes work and vision — and it’s worth the hustle. But nobody said it was easy. In uncertain times, especially, finding support is vital. Find your advocate in a coach. Columinate’s executive coaches zero-in on you — not your bottom line, not your people, not your operations (although all of those will benefit) — to encourage your fullest potential.
The town of Astoria, Oregon has a strong independent streak. While other nearby areas are overrun with chain stores, their town has not sustained that level of attention or development. That doesn’t mean the 10,000 people who live there don’t want nice amenities, efficiency and convenience. The difference is that they are willing to create those opportunities for development from within their own community.
Marilyn Scholl has inspired a whole generation of cooperators. Here’s what those who have worked with Marilyn have to say about her personal and professional impact on people and co-ops. Marilyn has been an inspiration, mentor and friend for as long as I can recall. Her commitment to food co-ops and especially the people of co-ops is unwavering, calling us all to become better [...]
By Melanie Reid Co-ops continue to face an increasingly tough marketplace. Competition for employees is as tough as it is for food dollars. One strategy for attracting and retaining talented and passionate staff members is to build a culture of strong employee engagement. Open Book Management (OBM) has the potential to contribute to higher staff satisfaction, improved engagement, increased accountability, and strong communication. Inviting staff [...]