Learning to Lead: Through the Eyes of a GM

My career with Dominos started at 18 in 2017 as a delivery driver, and now I’ve been a GM for over a year. 

Statistically, most of us start as drivers or insiders, and then grow into management or franchising. The tough bit about growth is that it takes time and a willingness to learn and evolve. Growth also means being able to self-critique and respond positively to outside critique. When I was 18, I wasn't so great at accepting critique, and that didn't really change until I stepped into a shift leader position. I learned quickly that I had a lot of growing to do.

When I first started running shifts, my mindset was to run good numbers, and I did, but that's all I did. My GM sat me down for a tough talk where she brought to my attention my ‘shortcomings’.  I wasn't creating a positive working environment or developing my team through training, and I was letting the stress of small things overwhelm me. At first, I was defensive, I did not want to hear that my stress was rubbing off on others. I convinced myself I was doing my best, and everyone else was unreasonable for expecting me to not get overwhelmed. After going home that evening and reflecting on that conversation, I realized it wasn't a personal attack. She wasn't calling me weak, which is definitely what I heard and why I got defensive. She would only bring these things to my attention if she wanted to see me grow into the leader she knows I can be, not to hurt my feelings.

The next opportunity I had, I asked her how I could improve on these issues, and that's when the really productive conversations began. I had to learn how to leave any issues at the door and be a positive leader for my team. Anything happening at home would have to wait until I was back home. There was no use keeping it in mind while at work and letting it distract me from putting my all into developing my team and creating a positive working environment. 

My biggest issue was small things going wrong during peak business times. Those small things would overwhelm me to the point of being short-tempered and snippy with my team, and that was not okay. I eventually learned to recognize the signs that I’m getting overwhelmed. Now I take a few breaths and get a sip of water to calm back down before I speak to my team in a tone not meant for them.

Tough talks are hard, but being a great leader is harder. Being on the receiving end of tough talks has helped me have them with my team, because I know how they feel sitting there hearing their critique. Always go into tough talks with a plan so that you can provide helpful, compassionate feedback, so your team feels cared for and supported, not just criticized.

As the leader in your store, you have to be able to accept and learn from critiques and not take them personally. They should be seen as an opportunity to evolve and become the best you that you can be. You should be able to have productive, tough talks with your team so you can help them grow into their potential.

Laura Fields

General Manager, Livingston TN

TN DWLA State Rep