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* Common threads seen through tours: -Poor schedules, no quality in the store or market scheduling reviews, lack of succession plans, no people meetings, plans that are provided haven’t solved for the root cause

* Common threads seen through tours: -Poor schedules, no quality in the store or market scheduling reviews, lack of succession plans, no people meetings, plans that are provided haven’t solved for the root cause. -Foundation broken and PLs do not have routines in place (causing issues like too many Career Preference Requestions) -Time is being spent on tasks that don’t help fix the big picture ·*Store specific feedback: -High qty of associates w/o schedules. 1561 had 26 associates: common issue -Team associates didn’t know they were getting a raise with our recent announcements (950) -No Q2 talent review took place (950) -Too many coach openings and stores couldn’t speak to plans to close the gaps. Huge priority for you. -Store Manager development-team should have aligned DeMario with a sponsor long ago. Has been identified, but we have to make new leader development a refreshed priority *Missing foundations I need to see in the market: o Detailed planning § Staffing plans by role for each store. These can be written by the PL or POL. Non-negotiable § Plans need to be specific and have a return on the investment. § Plans must solve for the root cause of the issue. (i.e. why we have to continue to clean up attendance points, exits, training, etc.) o Follow up § Stores need to know how they win, and what does progress look like within the plan § Who exactly will follow up and to what frequency o What’s the footprint of the POL/what does the POL stand for in the marketHumanResourcesplan.docx

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