Mart Green

Well, in the end, you have to empower them, I think, and stuff like that. So they have to believe that. So you're looking for people. You find out they've got skills, they've got competency. the things that you're looking for, and you say, hey, come on, let's take a risk together. So you have to convince them why they wanted to work in retail. Maybe they had retail experience in other places.

Well, in the end, you have to empower them, I think, and stuff like that. So they have to believe that. So you're looking for people. You find out they've got skills, they've got competency. the things that you're looking for, and you say, hey, come on, let's take a risk together. So you have to convince them why they wanted to work in retail. Maybe they had retail experience in other places.

Maybe they had a bad experience, whatever. But I learned early on, if I didn't empower them, it wasn't too hard, though, when you're 19, right? Because most everybody has more experience than you do. And so the good news, it was easy for me to empower others because I needed to learn from them. And I did learn a lot from my dad. I don't even want to honor that. I got to work under him.

Maybe they had a bad experience, whatever. But I learned early on, if I didn't empower them, it wasn't too hard, though, when you're 19, right? Because most everybody has more experience than you do. And so the good news, it was easy for me to empower others because I needed to learn from them. And I did learn a lot from my dad. I don't even want to honor that. I got to work under him.

Maybe they had a bad experience, whatever. But I learned early on, if I didn't empower them, it wasn't too hard, though, when you're 19, right? Because most everybody has more experience than you do. And so the good news, it was easy for me to empower others because I needed to learn from them. And I did learn a lot from my dad. I don't even want to honor that. I got to work under him.

I got to saw him work. He had been in retail all of his life. He worked in high school years in retail. So I just learned a lot about people, how to take care of people. Yeah.

I got to saw him work. He had been in retail all of his life. He worked in high school years in retail. So I just learned a lot about people, how to take care of people. Yeah.

I got to saw him work. He had been in retail all of his life. He worked in high school years in retail. So I just learned a lot about people, how to take care of people. Yeah.

Yeah, I'd say early mistakes that I learned was sometimes I knew that I didn't have the right person, but I kept just hoping it would work out, making that hard decision to sell somebody a different career. So I would say early on, I did not let people go as early as I should have, even though I knew I'd hired wrong because I was learning how to hire.

Yeah, I'd say early mistakes that I learned was sometimes I knew that I didn't have the right person, but I kept just hoping it would work out, making that hard decision to sell somebody a different career. So I would say early on, I did not let people go as early as I should have, even though I knew I'd hired wrong because I was learning how to hire.

Yeah, I'd say early mistakes that I learned was sometimes I knew that I didn't have the right person, but I kept just hoping it would work out, making that hard decision to sell somebody a different career. So I would say early on, I did not let people go as early as I should have, even though I knew I'd hired wrong because I was learning how to hire.

So obviously, my skills weren't too good at doing that in the beginning. And so that would be one early lesson, again, that I learned.

So obviously, my skills weren't too good at doing that in the beginning. And so that would be one early lesson, again, that I learned.

So obviously, my skills weren't too good at doing that in the beginning. And so that would be one early lesson, again, that I learned.

And so that's where I made my mistake. So yes, I hired some really good people, thank goodness, but I hired some that weren't. And again, I just think, oh, they'll get better. I'll try. Or again, just the disappointment of having to tell them that they don't have a job because you hired them, you brought them on. So you feel that sense of obligation. But I learned...

And so that's where I made my mistake. So yes, I hired some really good people, thank goodness, but I hired some that weren't. And again, I just think, oh, they'll get better. I'll try. Or again, just the disappointment of having to tell them that they don't have a job because you hired them, you brought them on. So you feel that sense of obligation. But I learned...

And so that's where I made my mistake. So yes, I hired some really good people, thank goodness, but I hired some that weren't. And again, I just think, oh, they'll get better. I'll try. Or again, just the disappointment of having to tell them that they don't have a job because you hired them, you brought them on. So you feel that sense of obligation. But I learned...

through the process that actually it's a double negative. One, I'm hiring somebody that I don't need, is not able to do the job. And two, they don't, they're not getting ready to go to their next opportunity. So I realize, you know, sometimes letting people go to their next opportunity actually is a favor both to myself, right, as well as to them.

through the process that actually it's a double negative. One, I'm hiring somebody that I don't need, is not able to do the job. And two, they don't, they're not getting ready to go to their next opportunity. So I realize, you know, sometimes letting people go to their next opportunity actually is a favor both to myself, right, as well as to them.

through the process that actually it's a double negative. One, I'm hiring somebody that I don't need, is not able to do the job. And two, they don't, they're not getting ready to go to their next opportunity. So I realize, you know, sometimes letting people go to their next opportunity actually is a favor both to myself, right, as well as to them.