Many Columinate engagements are with start-up co-ops. Although these projects are a lot of work, they are also very rewarding for the Manager on Contract (M0C) and all other parties. MOC program director Garland McQueen comments, “It is always very exciting to see the first customer enter a store where you were a major part of the buildout and opening.” For this report, I asked McQueen to review the many elements of new store development for a Manager on Contract, and I have relied on his comments.  

Diverse roles

A Manager on Contract with a start-up will be asked to fulfill multiple leadership functions that may exceed those of a permanent store manager. Key leadership roles will vary according to other people the local project may have on its team. Whether formally or informally, the Manager on Contract must meet the need for a chief executive officer, a chief operations officer, a chief financial officer, and a chief marketing officer. A Manager on Contract is likely to have skills relevant to each of these roles; but the MOC also must know when and how to find additional professional support, if that is needed.

All this is preparatory to hirings that permanently fill those leadership positions. If the Board has already hired the permanent general manager (GM), the MOC will assist in the hiring of key staff. Often the permanent GM cannot start until the store opens, or sometimes later. But the store operation cannot delay bringing in key staff. It is also best to have the leadership team in place when the permanent GM arrives, so there is a smooth transition. The key management team will typically consist of the operations manager and several department managers. Depending upon projected volume, it is possible to fill two positions with one person or have a part-time person in place—but the departmental tasks must be completed.

Human resources (HR) is another area that requires a foundation of standard procedures, diligent recordkeeping, and accountability. Until an HR manager can be hired, the MOC must oversee development of job descriptions and the interviewing, hiring, and training of co-op staff. The MOC will develop standards for operational duties and will also be the major player in designing a staff policy/procedure manual. The MOC will set the store hours, set the pay scale for positions, and design and recommend staff discounts and paid time off formulas. The MOC will choose and set up a payroll service and address benefits such as health insurance and 401-K.

In scenarios where a store site has been designated, the Manager on Contract must also step up to address any needs for facilities management and perhaps structural or engineering issues. The MOC will set up all operational service accounts—items such as garbage service, utilities, phone, internet, pest control, armored car service, maintenance contracts where needed, and possibly others.

Start-ups bring special challenges to the critical work of marketing. While community engagement and outreach are an all-hands-on-deck challenge, the Manager on Contract must oversee and bring focus to those efforts while also serving as a co-op support representative. Start-ups always have multiple stakeholders—a coordinating committee or founding board of directors, volunteers, and local institutions, along with key co-op developers and partners such as Food Co-op Initiative and National Co+op Grocers. The MOC also interacts with local vendors and establishes accounts. The Manager on Contract will be called on to collaborate with and encourage all these internal and external relationships.  

One of the more challenging duties can be keeping tabs on who is doing what. Until the MOC arrived, the board or coordinating committee was doing everything, and some folks do not want to give up that control. This is something to work out with the board, while remembering the local team has had control for years and has an emotional attachment to their co-op. 

Finally, if the board of directors has already hired or chosen the general manager, the Manager on Contract will work with this person and be there to teach and offer ideas or validate their decisions. The MOC will train and coach the incoming general manager as much as needed, based on their current skill set. Over a period of weeks, the training becomes coaching. After that, the GM will make all the decisions, while the MOC will still be on site to offer input or advice.  

The MOC will normally remain on site for four to six weeks after opening. After that, the MOC offers a contract to assist the GM remotely. This contract will include weekly phone calls and emails for advice or sometimes just validation of decisions. This is an open-ended contract that can be as long or short as the co-op feels necessary. 

Diverse leadership skills 

As can be seen in the wide range of organizational functions a Manager on Contract may need to fulfill, the skills brought to bear are also diverse. 

Communication skills are critical: the manager will have frequent or even daily contact with other start-up partners, with the board of directors, with the staff and volunteers, and with institutional partners and the community at large. People engagement is a huge part of successful leadership, where building confidence and trust make possible stronger relationships and contributions by others. 

We are a people business, and how we treat people (customers, members, staff, and vendors) will determine our success. “Simple things like communication, integrity, fairness, and empathy should guide us,” McQueen commented. “I call these simple, and they do seem like simple little things, but I remember a wise saying from my early years: ‘The little things do not mean much, they mean everything!’  I try to follow these self-imposed rules, and if I catch myself going astray, I take corrective action on myself.” 

As with the diverse leadership roles that a Manager on Contract may face and where they may need assistance from other professionals, so too for the skills demanded. Management skills are not static—continuous learning brings rewards. Skills also can be improved and supported through collaboration with other Columinate consultants and experts. 

McQueen, the program director for Manager on Contract, added some final notes: 

• Always do the right thing: this applies to any situation. 

• If I make a mistake (no matter how small), I admit it and correct it, then continue the job at hand. 

• The MOC is always training, coaching, teaching, and reviewing. 

• I let the GM know they can always contact me or any MOC with any questions, even years after I have left. 

Interested in learning more? Contact Garland McQueen.