BFF Part 1 - Crew

Bestway Rental, Inc.
Best Foot Forward

“Crew”
Version 1.15.14
Best Foot Forward
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2012, 2013, by Bestway Rental, Inc. All rights reserved. No parts of this material – written, audio or video – may be
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recording means or otherwise, without permission from Bestway Rental, Inc.
Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 0 of 67

Contents
Section One .................................................................................................................................................. 3
CREW - Team Development ..................................................................................................................... 3
Developing Bestway Ambassadors ........................................................................................................ 3
Be a Bestway Brand Ambassador.......................................................................................................... 4
Leading and Developing Our Future! ......................................................................................................... 5
S.E.D.O.C.E.—the Bestway Training Program .......................................................................................... 5
Be Engaged in Your Development............................................................................................................. 8
A Well-Rounded Team Member ................................................................................................................ 9
Good Managerial/Leadership Skills—“Getting Engaged” ......................................................................... 10
Personal Characteristics of Successful Leaders ...................................................................................... 11
Leading ................................................................................................................................................... 11
Understanding “Self” Development .......................................................................................................... 13
Situational Leadership ............................................................................................................................. 14
Leadership Styles ................................................................................................................................ 14
Levels of Development ........................................................................................................................ 15
Applying Situational Leadership .......................................................................................................... 15
Section Two ................................................................................................................................................ 16
Time Management .................................................................................................................................. 16
Planning............................................................................................................................................... 18
Delegating............................................................................................................................................ 19
Managing Changes .............................................................................................................................. 20
Employee Scheduling ........................................................................................................................... 20
Meetings and training sessions ............................................................................................................... 21
The Monday morning meetings ........................................................................................................... 22
Interviewing Toolkit .............................................................................................................................. 23
S-T-A-R Interview Sample ................................................................................................................... 25
Section Three ............................................................................................................................................. 39
The Hiring Process ................................................................................................................................. 39
The Employment Application ............................................................................................................... 39
Pre-Employment Testing ...................................................................................................................... 40
Background Check / MVR .................................................................................................................... 42
Second Interview ................................................................................................................................. 42
Drug Screening .................................................................................................................................... 43
The Pre-Employment Packet ............................................................................................................... 44
Offer Letter ........................................................................................................................................... 44
Arbitration Agreement .......................................................................................................................... 44

Job Description .................................................................................................................................... 45
The Employment Packet ...................................................................................................................... 45
New Coworker Data Card .................................................................................................................... 46
W-4 Form............................................................................................................................................. 46
State Tax Form .................................................................................................................................... 46
Authorization for Direct Deposit ........................................................................................................... 46
Employee Recording Acknowledgement Form .................................................................................... 46
Document Retention Policy Acknowledgement Form .......................................................................... 46
Company IT Policy ............................................................................................................................... 46
Company Vehicle Policy ...................................................................................................................... 46
Code of Ethics ..................................................................................................................................... 47
Children’s Health Insurance Program................................................................................................... 47
Company Policy Acknowledgement ..................................................................................................... 47
I-9 Verification of Identification ............................................................................................................. 47
Training Registration Form................................................................................................................... 47
Section Four ............................................................................................................................................... 47
Coaching for Improved Performance ....................................................................................................... 47
Dos and Don’ts for Counseling ............................................................................................................ 48
Progressive Discipline ............................................................................................................................. 49
Opportunity Plan .................................................................................................................................. 51
Critical Incident Form ........................................................................................................................... 52
Managing Employees .............................................................................................................................. 53
Employee Termination ......................................................................................................................... 57
UCAC Termination Report ................................................................................................................... 57
Daily Store Manager Routines ................................................................................................................. 60
Midday follow up...................................................................................................................................... 62
Ending the day ........................................................................................................................................ 63
Timecard procedures ........................................................................................................................... 63
Setting and achieving goals in management ........................................................................................... 64
SMART goals....................................................................................................................................... 65
Stretch goals ........................................................................................................................................ 66
Using “10 steps” to achieve your goals .................................................................................................... 66
10 solutions to maximize opportunity.................................................................................................... 66

Section One
CREW - Team Development
Dedicate yourself to continuous personal improvement…you are your most precious

resource.
Golden Rules:
1. Seek first to understand and then to be understood.

2. Accept responsibility for team goals, not just personal goals.
3. Maintain a “winning attitude.”
4. Never be satisfied…raise the bar!
5. Always have character and integrity.
6. Recognize exceptional performance.
7. Be results driven.
Tactics:
1. Self-Development—accept ownership for a complete and thorough understanding of your

job.
a. Ensure individual career builder is on track per schedule.
b. Ask questions if you are not sure how to complete a task. This is how we increase
our learning.
2. Set goals daily, and include them in your minutes and the P.U.S.H.
3. Actively participate in daily role-play and the Monday meeting.
4. Repetition is the branding iron of knowledge. Practice your role!
5. Learn something new every day.
6. Make things better…always do your best for yourself and the team!
Developing Bestway Ambassadors
Strive to eliminate turnover
 Provide a clean, well-organized, and safe working environment for all.

 Provide all the tools that are needed to meet job requirements.
 Provide proper support for all Coworkers utilizing all our T&D tools.
 Hire the attitude; train the skill.
 Hire tough. Check references and follow the new hire process by analyzing MVR/Background
Checks, Test Results, and Responses to Interview Questions.
 During the interview process, ensure candidates read the appropriate job description and
understand the hours required as well as areas of responsibility.
 Have other Coworkers speak with the candidate prior to hiring and give feedback concerning
whether they feel the Coworker would be a “good fit” for the position.
 Be committed to training. Store Managers must master all Checkpoint For Success and ensure
each team member is trained through their current position within the time period required.
 .
 Hold weekly Monday Morning Meetings – open honest communication
 Ensure that your store has a library of books to promote self-development.

 Promote from within whenever possible.
 Keep your word! Never make promises to Coworkers that you cannot keep.
 Interview at least two candidates per week; even when fully staffed.
Ensure that at least 25% of your team is promotable.
 Hire career oriented people. Prior to hiring, ask them what their career goal is within the next year;
and the next five years.
 Schedule cross-training for all positions; ensure learning is taking place
 After hiring, sit down “one on one” periodically to discuss both short term and long term career goals.
 In order to be considered promotable, Coworkers must consistently achieve or exceed standards.
 Ensure job descriptions are reviewed and understood by all Coworkers. Allow Coworkers
responsibilities above their positions, then monitor and discuss results to assist them in achieving
the “next level.”
 “Promotable” Coworkers must be coachable.
 “Promotable” Coworkers must also be trained to a level ABOVE the requirement for their current
position.
 Whenever possible, hire Coworkers that are willing to relocate.
 Ensure Coworkers complete all required reading.
 Properly recognize a job well done; celebrate the small victories.
 Help others win!
Be a Bestway Brand Ambassador

One of the primary responsibilities of all Bestway employees is to ensure that our team is well informed and
supports all company initiatives.
 Bestway is our brand, and it is the responsibility of all of our employees to ensure that we not only
protect our good name but also give our customers and the general public a great impression of who
we are and what we do.
 We must recognize the value that rent-to-own provides for our customers. The rent-to-own industry
is responsible for helping millions of Americans acquire their home furnishings.
 Bestway strives to provide our customers with the highest quality merchandise at the lowest possible
cost.
 Bestway store managers are responsible in making sure that all our employees are well educated on
and enthusiastic about Bestway, rent-to-own, and our customers.
Our primary responsibility is to take care of our customers in a manner that creates customer loyalty and
presents a fun and inviting atmosphere to do business.
Suggestions on how to create excitement about Bestway rent-to-own:
 Great customers with a friendly “Welcome to Bestway” as they enter the store.
 Always be professional in appearance and communication
 Remember and use a customer’s name as often as possible.
 Always say please and thank you!
 Always ask if their product is working OK.
 Make sure there are no misunderstandings about how rent-to-own works at Bestway—We must
understand the agreement 100% and make sure the customer does as well (i.e., free service,
loaners, delivery, and setup).
 Remind our customers that we are “The Home of the Low Price Guarantee.”

Leading and Developing Our Future!
The single most important element of any team is people who are motivated and energized as well
as trained and developed. To produce superior results, it takes a team of people working together
who know what they are doing and how to do it. Our training programs are designed to help
develop our people in the core processes required to be successful at Bestway. Another
fundamental piece of our training is making our programs and processes very tactical. This means
we must be very systematic in executing these programs. We believe our programs are the best in
the industry and we are committed to flawless execution of them. It is important to understand that
people have different learning styles. The four basic learning styles are verbal, visual, tactical, and
kinetic. Not everybody learns the same; therefore, we cannot train everybody through a single
method and we will use a blended learning method, which we call S.E.D.O.C.E.—an acronym that
we will describe in greater detail later in this lesson. Ultimately, one can make the argument that
training is the foundation for the success or failure of any company. We at Bestway will follow the
S.E.D.O.C.E training model to develop the future leaders of our company. As trainers for Bestway,
we will also pledge to be good examples of how the programs and processes are to be executed.
We will outline several programs and processes that are designed to take care of our customers,
our products, our good name, and—most importantly—our people. As a company, we believe in a
best-practice approach, from training and growing our BOR to maintaining collections and
producing profit for additional growth and opportunity. It is also our belief that our Best Foot
Forward manual contains the best practices in the rent-to-own industry today. We also know that if
we do not innovate, we will be left behind. Therefore, we ask everybody to commit 100% to
following our programs and processes. If you see something we can do better, please send
suggestions for our management team to review and consider.
S.E.D.O.C.E.—the Bestway Training Program
Training and development is not designed to be accidental; it is designed to be done by “masters”

of the information—those who know exactly what is to be done and when it is to be done. They
demonstrate how to do it, and then look for validation that learning has taken place and behaviors
are changing.
The trainer must first master the information; mastery is validated by the ability to properly teach
a subject. The employee must achieve competency, learning all necessary skills to become
proficient in her areas of responsibility.
The profitable future of Bestway depends on the trainer’s ability to teach other employees so
that they master their position. Creating a store full of masters will allow for growth both
individually and for the company.
It is the manager’s responsibility to be prepared to train and develop every employee, but it is
particularly important to be ready for a new employee. During the hiring process, we tell
candidates that we have a training program and we will develop them to grow in our company.
Your preparedness is going to be the first indication of whether our spoken values and our acted
values are in alignment. This is critical in how the new employees in general—and you personally,
specifically—view Bestway.

Keep our commitment to training. Do not allow the new employee to believe that there is a crack
in our foundation.
Although every employee learns at a different speed and through a different style, all must learn
and master the same information. When training employees, it is important to learn a little about
their individual style. Some may get it the first time we tell them; some may need to be shown by
demonstration; and some may need to see it in writing. In addition, some may need to do these
things several times. So the question is how do we make sure our people learn and develop
the knowledge and skills for success? Follow this six-step training process:
1. Speculation—Observe, inquire, discuss, ask questions.
Review their qualifications. Do they have experience? If so, in what competencies? At what
level? Nobody wants to learn something they already know, “seek first to understand, and then
be understood. It is important that coworkers understand that they will need to learn the
“Bestway” of doing everything.
New employees respond differently as they are exposed to a new task. Employees will come to
us in various stages, depending on their experience in a specific area. It is up to us to speculate
and realize where they are on each competency in which we are training and to adapt our
methods accordingly. This starts with finding out what they know (speculation) and ends with
achieving mastery (confirmation) and constantly reinforcing (evaluation) by following the entire
process.
By understanding the employee’s knowledge level, we save time in the training process and
ensure that the employee does not become “bored” or “insulted” by being taught what she
already knows.
2. Explanation—To make plain; to offer reason for
Now that we have evaluated what they do know, we need to fill in the blanks on areas they are
unclear on.
Explain and discuss how the process will work, what material is going to be covered, the tools to
be used, and what we expect the employee to be proficient at when completed. In other words,
set the goal for the employee for this task or program. Encourage the employee to ask
questions whenever he needs clarification on anything.
3. Demonstration—To prove by evidence; to display, operate, and explain
Show the employee exactly how we want each task performed—mastery is necessary to do this.
We cannot show how we think it is done, or our “special” way of doing it. If we do, then it
becomes OK for them to improvise as well. It is important to explain why we do things the way
we do them.
4. Observation—To watch attentively
To validate that they understood the demonstration, have the employee perform the task as you
observe. Take the opportunity to catch them doing it almost right! Coach and redirect as
needed, and repeat until proficient.
5. Confirmation—To verify
Now, to really find out if they can perform a task and understand why we do it that way, ask them
to teach you as if you are the student! This will create mastery. Utilize role-play interactions
as much as is necessary to confirm full understanding and proficiency.

6. Evaluation—To examine and judge carefully; to appraise
Follow up on each area; utilize the proficiency evaluations and take no shortcuts. If the
employee is not fully absorbing how to complete a task, continue to redirect and re-evaluate.
Identify areas for improvement, and provide the appropriate coaching.
These steps are important for the learning and mastery of this process, but in the future, it can
also assist in determining the causes for performance issues. The first questions to ask if an
employee is not performing are, “Does she know what the proper behavior looks like? Does he
know how to do this?” If we have done our part for the employee, we can answer easily and with
confidence. In addition, if we have done our part for all new employees, we may not have to ask
those questions at all!
When training, it is important to ensure that the efforts made by the “trainee” are in
addition to those required for completion by the “trainer.”
For example, when training an employee how to complete the sales program, the employee
responsible for completing the program each day must perform his required tasks as usual
while having the trainee “sit in” on the process. This provides the trainer with the opportunity
for explanation and demonstration.
Once the trainee is properly prepared, have them complete the process using different
telemarketing lists. This allows the trainer the opportunity for observation, confirmation, and
evaluation, and doubles our chances for gaining new deliveries.
Our goal is to make the most of our time and efforts by having each employee involved in the
training process make an individual contribution to the completion of daily tasks, instead of having
two employees involved in completing the tasks that are normally completed by one.
The following outlines the Bestway Training Process.

1. Information for all employees is maintained by the payroll department to identify
new hires, promotions, demotions, and terminations.
 This information is processed at the end of each payroll period and provided to the
training department.
 Information will not change until all required paperwork has been submitted to the
Payroll Department.
2. All employees must complete the training required for their current position in the
required period.
Training Requirement / Due Date

On Boarding All new hires must complete by end of first day.
Sales
Rep All employees must complete within 6 Weeks after hire date
Sales/Credit  Employees hired for this position must complete within 13 Weeks after hire date
Manager  Employees promoted to this position must complete within 7 Weeks of promotion
Store  Employees hired for this position must complete within 25 Weeks after hire date
Manager  Employees promoted to this position must complete within 12 Weeks of promotion
3. Training partners in each store, (typically the store manager) lead the employee through
the required training using the appropriate checkpoint for success.
 Daily training must be scheduled and documented on the P.U.S.H.

 The training partner must ensure that all information from the checkpoint for success is
properly communicated and demonstrated.
4. The employee completes the required lessons for each module.
 It is critical that the checkpoints are completed and that store managers regularly
review the progress, including the employees’ notes, to ensure that learning is
taking place. The goal is to train the employee, not simply ensure that he/she
meets all training requirements.
 Repeat exercises and evaluations as often as necessary until the employee is proficient.
 Completed checkpoint forms must be faxed to the training department, a copy placed in
the learners training folder and the original placed in the learner’s personnel file.
5. Employees rehired within 30 days of termination are not required to repeat
completed training.
6. Store managers are required to sign the learners completed checkpoint for success on
sales reps, credit/sales managers, and managers in training. The DM must sign off on
the store manager training.
7. Once completion is verified, the training department will update the employee’s record.
8. The training department issues certificates of completion.
 Certificates are created at the home office and mailed to the respective district
manager.
 Requests for replacement certificates should be sent to the training department. They
will then verify completion and re-issue the certificate.
9. District managers then celebrate these milestones by presenting the signed and
framed certificates personally to the employee with the proper recognition for this
accomplishment.
Be Engaged in Your Development

Bestway is committed to helping employees develop leadership skills that will allow the opportunity for
enhancement; however, your development also depends on your engagement and willingness to grow and
develop. Practicing these leadership principles will afford you the opportunity to take on more responsibility,
impact results, and earn more money through promotions and bonuses. The five levels of leadership that
you will go through are the following:
 Developing—you build the foundation for leadership.

 Teamwork—you develop relationships with others who permit you to lead them.
 Getting results—you establish credibility by producing results.
 Coaching—you develop your employees to become better leaders.
 Leader—you develop successors and create a culture of leadership.
None of us are born leaders. To put ourselves in a leadership position, we must actively engage ourselves
in developing the skill set required for others to allow us to lead them. Good leaders understand that their
first responsibility is to serve those they lead. As it has been said by the motivational speaker and author
Zig Ziggler, “If you help enough people get where they want to be in life, you will get where you want to be.”

A Well-Rounded Team Member
Employee performance represents the high standards of a company
Set your standards high!
Continually seek ways to increase productivity, performance, and output.
Positive
Attitude
Can do
attitude with
teamwork
Skill Knowledge
Execution of Understanding
programs and programs and
processes processes
 Positive Attitude—Bring an upbeat positive energy to the company
 Skill—Be able to perform tasks per Best Foot Forward (BFF)
 Knowledge—Know the training material

Good Managerial/Leadership Skills—“Getting Engaged”
Identify your key result areas and then dedicate yourself to becoming very well in each one
of them.
Customer—what we will do:
 We will make customer satisfaction Job #1. How a manager speaks to and about customers
sets the example for our other team members to follow.
Team—what we do:
 Create a culture of credibility, integrity, and trust

 Help others win through training and development
 Be in the game—know the standards and how to monitor and adjust to exceed them
 Know how to identify the problem, yet focus on the solution
 Change behaviors by: Directing – Inspecting – Re-directing
 We know our daily standards and set daily, weekly, and monthly goals. We monitor and
adjust as needed to ensure goals are met…Have a plan!
 Remember, silence is acceptance - be willing to continuously redirect until programs and
processes are mastered specifically as directed in BFF.
 Our desks are kept neat and in order.
 Our desktops and drawers are stocked with the tools of our trade (i.e., files, memos,
calculator, calendar, in/out tray, etc.). Refer to the BFF training manual for individual desk
organization.
 We are not pack rats. We keep our stores, trucks, offices, bathrooms, storage areas, and
workstations clean and organized.
 We will be great role models. It is human nature to follow the leader.
 We will not confuse “activity” with “productivity.” Be careful that we are not being active
without being productive.
 We ask for input from employees whenever possible because teamwork and proper
communication are essential.
 Seek first to understand and then be understood
 Repetition is the branding iron of knowledge – accept we may need to repeat training
exercises several times before they become habits.
Self—What I do for/by myself:
 I will have integrity in everything I do.

 I will take 10 minutes to reorganize and plan for tomorrow prior to going home.
 I will prepare every day by being on time, properly dressed, and prepared to begin my
workday. I expect the same from each member of my team. Lack of accountability in these
areas will lower the bar for the whole team; I set the standard for the store.
 I will remember, “silence is acceptance.” People cannot read my mind - if I see an opportunity
to correct something and don’t, I lower the standard. What I permit, I promote.
 I am committed to excellence. I master the programs and processes and never settle for less
than doing things the right way every time.
 I will finish today’s work today!

Personal Characteristics of Successful Leaders
Successful Leaders
1. Are decisive...they are able to make firm decisions in the midst of chaotic situations and
live with the consequences. They are able to maintain a high degree of objectivity and
freedom from personal bias as they keep things running smoothly and under control.
2. Tend to think in terms of the organizational objectives as a whole rather than along
narrow departmental lines. Once a decision has been made, they support it regardless
of their feelings on the subject.
3. Have a clear self-identity. They have made decisions about who they are, about what
they want out of life, and about the price, they are willing to pay for it.
4. Are self-confident...they are willing and able to take on tasks that involve high risk. They
can move with deliberation and forcefulness into problem areas; they do not withdraw or
procrastinate.
5. Are willing to expose themselves to new situations to gain knowledge and stretch the limits
of their abilities. They have purposely planned for a wide range of on-the-job experiences.
6. Have good practical judgment or common-sense reasoning ability. They are more
concerned with what works than with theory for the sake of theory.
7. Are goal-oriented individuals. They are able to define and clearly visualize what they
want to achieve and then move toward it with intensity of purpose.
8. Strive for “upward mobility” and have no prejudgment about how far up the organizational
ladder they will go. They feel rewarded by the process as well as the final achievement.
9. Are skilled in “human relations.” They exhibit positive leadership, a sense of integrity and
fairness, and the ability to get the job done through other people.
10. Are committed to the task of continuing self-development. They view education as a
perpetual process rather than as something that took place in high school or college.
True leaders are the first to see the need and envision the plan. By the strength of the
leader’s commitment, the power of the team is unleashed.
Leading
As leaders, we must maintain superior standards to achieve superior results, clearly defining the
expectations for performance and behavior in our stores and then ensuring that all employees
are held accountable to those expectations. To accomplish this effectively, we must do the
following:
Lead by example—demonstrate the attitude, behavior, and level of performance that we

expect of others.
 Leader sets the tone…
Address issues immediately—silence is acceptance. What you permit, you promote.

 We cannot expect superior results from an environment in which we do not immediately
address any issue that is unacceptable. We will not be the only one who sees it!
 Missing company performance standards must always be deemed unacceptable.
Practice the Four Key Principles—these are important principles that create the foundation for
any productive counseling session.
 Maintain or increase the employee’s self-esteem.
 Listen and respond with understanding.
 Ask for the employee’s help in resolving the issue.
 Thank the employee. Express appreciation for his or her involvement and commitment to
correct the issue.
Utilize the progressive discipline—Document every session, verbal counseling, or written

reprimand.
 This provides a systematic and “progressive” approach, allowing us to focus on the results
and providing the employee with the opportunity to correct an issue, reach their personal
goals, and contribute to the team.
 Use this process consistently with all employees as required for every issue.
Follow-up and follow-through—inspect what you expect.

 Provide praise for improvements and accomplishments. If you give no positive response
to positive performance, you often decrease the possibility of that performance being
repeated. Everyone needs to know they are appreciated.
 Enforce consequences for failure. If we fail to take the plan seriously, we cannot expect
others to do so. Discuss the issue, have the employee document the plan, and hold the
employee accountable.
Become the kind of person whom people would follow voluntarily, even without a title or
position.
13 Fatal Errors Managers Make and How to Avoid Them (By W. Steven Brown)
1. Refuse to accept personal accountability.
2. Fail to develop people.
3. Try to control results instead of influencing thinking.
4. Join the wrong crowd.
5. Manage everyone the same way.
6. Forget the importance of profit.
7. Concentrate on problems rather than objectives.
8. Be a friend, not a boss.
9. Fail to set standards.
10. Fail to train your people.
11. Condone incompetence.
12. Recognize only top performers.
13. Try to manipulate people.

Understanding “Self” Development
(Required Reading)
Knowledge, combined with the willingness to accept and implement change, is vital to our
success.
Regardless of our work history and experience, it is essential that we continue to acquire
additional knowledge and skills to enhance our performance and productivity.
The table below lists books that share Bestway’s philosophies, and provide proven techniques to
assist us in managing our areas of responsibility more efficiently and effectively. Copies of each
book are available for your store.
This is required reading for employees in management positions.
Leaders set high standards…refuse to tolerate mediocrity or poor performance.
Timeline For
Book
Completion
“The One Minute Manager” by Kenneth Blanchard, Weeks 1–3 of Asst

Ph.D. Mgr. Training
“Putting the One Minute Manager to Work”

Weeks 4–6
by Kenneth Blanchard, Ph.D., Robert Lorber,
of Asst Mgr. Training
Ph.D.
“The One Minute Sales Person” by Spencer Weeks 7–9
Johnson of Asst Mgr. Training
Weeks 10–12
“One Minutes Manager Meets the Monkey” by
of Asst Mgr.
Kenneth Blanchard
Training
Weeks 1–3
“13 Fatal Errors Managers Make and How You Can
of Store Mgr.
Avoid Them” by W. Steven Brown
Training
Weeks 4–8
”The one Minute Manager builds high performance
of Store Mgr.
Teams” by Ken Blanchard
Training
During the course of your training, you will be required to write a brief statement at the end of
each chapter to explain what you have learned and how you can use this information to assist
you in your responsibilities as a Bestway manager.

Situational Leadership
This term can be generically applied to a style of leadership but also refers to a recognized and
useful leadership model created to allow persons in leadership roles to properly analyze the
needs of a particular situation and then react to each situation using the most appropriate
leadership style. These principles are essential for Bestway leadership.
This model, created by management gurus Ken Blanchard and Paul Hershey, has proven
popular with managers over the years for two reasons; it is easy to understand, and it works in
most environments for most people.
In simple terms, a situational leader is one who can adopt different leadership styles depending
on each individual situation. Most of us do this as we manage our employees; we are helpful
and patient with a nervous employee on his first day, or maybe we follow up with some
employees more often than others because of their individual organizational abilities or skill level
to ensure their assigned tasks are completed on time.
Leadership Styles
Using this model, a leadership style is defined in terms of the type and amount of direction and
support given to the follower by the leader. This following grid illustrates these leadership
styles:
S=style of the leader.
- Supporting Behavior
SUPPORTING COACHING
(S-3) (S-2)
DELEGATING DIRECTING
(S-4) (S-1)
+
- Directive Behavior +
Directing leaders define the roles and tasks of the “follower” and supervise her closely.
Decisions are made by the leader and announced, so communication is largely one-way.
Coaching leaders still define roles and tasks, but seek ideas and suggestions from the
follower. Decisions are made by the leader, but communication is more open.
Supporting leaders pass day-to-day decisions, such as task assignments and other daily
activities, to the follower. The leader facilitates and takes part in the decisions, but control is
largely given to the follower.
Delegating leaders are still involved in decisions and problem solving, but the follower is
given control. The follower decides how and when the leader will be involved.
Effective leaders are adaptable and can move about the grid according to the situation, so
there is no one “right” style. However, humans tend to have a preferred style, and in applying
situational leadership, you need to understand which of these best describes your
management style.

Levels of Development
Clearly, the most effective leadership style will depend very much on the followers, and our
success will depend on our ability to determine their competence and commitment.
Using this model, there are four levels to consider:
D =Development level of the follower S = Leadership Style
High Competence Experienced and comfortable at performing their job well.

D-4 S-4
High Commitment May even be more skilled than the leader.
High Competence Experienced and capable but may lack the confidence
D-3 S-3
Variable Commitment to go it alone or the motivation to do it well or on time.
Some Competence May have some relevant skills but will not be able to
D-2 S-2
Low Commitment complete the job without help. The task or situation may
be new to them.
Low Competence Generally lacks the specific skills required and

D-1 S-1
Low Commitment lacks the confidence or motivation to tackle it alone.
It is essential that we understand that development levels are also situational; one might
be confident and motivated performing daily tasks but be a level D1 when faced with a new
task. For example, many managers are D4 when dealing with day-to-day operations, but
could move to a D1 or D2 when dealing with a sensitive employee issue.
Applying Situational Leadership
The leader (S1-S4) must correspond to the developmental level of the follower (D1-D4);
it is the leader who must adapt.
For example, you ask an inexperienced employee to deliver a TV to a new customer. The
employee does the best he can but has a hard time setting up the unit in the customer home
and cannot properly explain the product because he is not yet familiar with this model.
Because he is at level D1 while you have adopted S4, everyone loses. The employee is
embarrassed, the customer is frustrated, and we have failed to provide proper customer care
and employee support.
Alternatively, maybe you are going on vacation next week and hand over the store to your most
experienced employee, your “right hand.” You list all the tasks necessary for the coming week
and specific instructions for how each should be completed. This employee is at level D4 while
you have adopted S1, so your employee feels insulted that you appear to have so little
confidence in her abilities. The work will get done but probably not as you expected, and your
employee will likely become less self-reliant in the future; maybe she’ll just wait to be told
exactly what to do and how to do it.
If we swap the situations, things get better. Provide specific instruction to the inexperienced
employee, and he will thank you for it. Leave a few notes and have a quick chat with your
right-hand employee before you leave for vacation, and everything will be fine.
By adopting the style that suits the follower’s development level, work gets done;
relationships are improved; and most importantly, all followers are given the opportunity to
progress to D4, which benefits everyone.

Section Two
Time Management
Put Hours Back in Your Day to Grow
Together everyone achieves more.

A key indicator of a good leader is her ability to get things done through others. Below are
some things to consider that will help you stay on top of your own and your team’s
productivity.
1. Work people, not things. Know your team, and delegate the right task to the right person
at the right time.
2. Have a plan. What tasks need to be done today? Who is responsible for getting them
done? How long should it take to accomplish these tasks?
3. Ensure that the P.U.S.H. is being utilized properly as a communication device to achieve
the best possible use of our time. Do not send two people to do what one person could
accomplish.
4. Inspect what you expect. Are we following up to make sure tasks are performed to
expectations? Review work to ensure proper completeness. Ultimately, it is
management’s responsibility to see that things are done properly.
5. Ask customers if we can do deliveries, service calls, or returns early in the day so that the
5:00 p.m. to 7:00 p.m. time slot is open for late deliveries.
6. Do not allow employees to run accounts only. Include renewal visits (runs) with deliveries
and service calls. Plan the driving routes using the “right turn” philosophy.
7. Get products rent ready prior to going home. Employees work with a sense of purpose
when they are ready to go home as opposed to knowing they have a full day in front of
them. Everyone must do their part to ensure the items being put on the floor are cleaned,
drained, and hooked up with no holes left unfilled.
8. Prepare employees to plan ahead prior to doing a delivery. Ask customers if there are any
special considerations we need to know about. Have extra supplies in the trucks.
9. There should be a place for everything and everything should be in its place (i.e.,
marketing materials, office and cleaning supplies, report binders, and three-ring binders).
10. Try not to touch the same paper twice. Act on it, file it, or throw it away.
11. Have 5–10 minute sales and credit meetings daily.
12. Set aside time for training. Document it on the P.U.S.H. and execute as all other
scheduled tasks.
13. Have paperwork done and filed before 10:00 a.m.

Treat every unexpected event as if it were an indication of a trend.
The way you manage your daily tasks for completion has a direct effect on how much your team
will be able to accomplish. Ways of using our time become habitual, so it is important to develop
and maintain the habits that make us the most productive.
Remember that no task is more important than “getting and keeping” customers.
Although you cannot anticipate when customers will call or come in to the store or how long it
will take to meet their needs, you can manage your time and maintain control of your day. The
following offers some overall suggestions:
Recognize the “flow” of your store to properly utilize your time.

 Own your morning. You arrive before customers begin to come in or call. This is the
time to complete your reports, evaluate your goals, and renew your plan for the day.
 Manage the “slow” times to complete store activities that require more time and
effort (employee training, work sales programs, product refurbishment, new
product merchandising, etc.).
 Although your focus during the “busy” times will be on building customer relationships
and providing quality customer care, plan small tasks to be completed during lulls in the
action (filing, preparing mailers, etc.).
Ensure the entire team understands “a place for everything and everything in its place.”
 All employees must know exactly where to locate every tool (i.e., supplies, equipment,
files, binders, keys) needed to complete every task, and each must be responsible for
the return of these tools to the designated area once each task is completed.
Ensure the entire team practices our “clean as you go” philosophy.
 This includes tasks such as filling the holes in the showroom display at the same time
as rented merchandise is loaded for delivery as well as creating / replacing price tags
and processing service inventory as soon as it is sent to or received from the repair
center.
 It is always best to sacrifice a little time now rather than be forced to sacrifice a lot of
time later.
Have “mini-meetings” throughout the day.

 Ensure that the entire team is focused on and contributing to overall team goals, not just
those for which they are directly responsible.
 Follow up on assigned tasks to ensure that we are on track for accurate, timely
completion. Redirect as needed immediately to avoid wasted time. Identify individual
employee strengths and weaknesses, and address immediately. Redirect, reassign, or
assist as needed.

Recognize Activity vs. Productivity.
Activity = Getting Tasks Completed
Productivity = Achieving Desired Results
 Are we taking too long to complete a task? Are we being productive or just active?
Make time for training.
 As employees become proficient in various areas, the workload can be more evenly
distributed. This is a critical factor to success in any store. We must train and cross-
train all employees daily so that when it is someone’s day off, the store does not miss a
beat, and we accomplish all goals for that day.
Although Bestway offers several tools to help organize and plan your activities (P.U.S.H., sales
minutes, credit minutes, etc.), these are not all inclusive. It is up to you to develop a method
that allows you to efficiently manage all your areas of responsibility.
Planning
Completing a “to do” list is not a plan; it is only part of the process. To formulate an effective
plan, you must do the following:
1. Define the tasks required.
2. Determine when they will need to be completed.
3. Estimate the amount of time necessary to complete it.
4. Prioritize each task in order of importance.
5. Decide whether the task will be delegated, and choose the person to complete it.
Always review your plan to see if there are tasks that can be combined.
 When determining the time frame in which tasks must be completed, it is helpful to
categorize them as follows:
Today’s Tasks—Tasks that must be done today (customer service calls, pick up bank bag, etc.)
Short-Term Tasks—Tasks that are due for completion soon, maybe within the week (order
merchandise, make employee schedule, etc.)
Long-Term Tasks—Tasks that are due for completion, maybe later in the month (do vehicle oil
changes, get store supplies, etc.)
 When estimating how long each task will take, be realistic in your expectations. There are
few things more frustrating than trying to maintain an overly ambitious schedule.
Remember to take into account the amount of time it may take to prepare for the task
(travel time, etc.).
 When prioritizing tasks, use the following three categories:
Type A—Tasks that are important and urgent and most likely need to be done today. For
example, on a daily basis, we need to ensure that we call through the routes twice per day;
when planning the week overall, we need to ensure that inventory audits are completed on
Monday, Wednesday, and Friday.

Type B—Tasks that are important but not urgent. These could include tasks planned for today
that can be rescheduled for tomorrow, at which time they will likely become A-Tasks. For
example, today’s schedule has us assembling a set of new living room tables that are scheduled
for delivery tomorrow; we may have to reschedule it for completion first thing tomorrow morning.
When in doubt about how to categorize a specific task, you need to ask, “What are the
consequences if I wait? What will I gain or lose by waiting?” and then prioritize accordingly.
One all tasks have been identified, categorized, and prioritized, complete you plan as follows:
 Evaluate the staffing for the day; determine who is off today and who can handle what
tasks.
 Consider any previous obligations, such as deliveries and service calls, which always take
priority.
 Review the list of tasks to determine which will be delegated, and decide who will be
assigned to complete them.
 Review the information to determine whether any of the tasks can be combined.
 Consider the flow and workload of your store, and plug in the tasks to be completed. Use
the P.U.S.H. to identify tasks that must be completed at a specific time.
Remember, if a task can be completed by one employee, do not send two.
Delegating
One of the keys to successful time management is the ability to get things done through others.
However, the decision to delegate should not be made based solely on the fact that you cannot
accomplish everything by yourself.
Your goal when delegating a task is to assign the right task to the right person at the right time.
Although the skill and knowledge levels of your employee will certainly be factors in determining
the right person for the task, we must understand that delegation can be a powerful training and
motivational tool. People sometimes need to be challenged; we all enjoy the satisfaction of
having achieved something that is beyond our expectations or experience.
Leaders must also recognize the difference between activity and productivity. Recognize that
some people will allow a task to take as much time as you allow.
We must also recognize that, just like our stores, some employees have a certain flow. Most
of them have periods of increased or decreased energy throughout the day. Recognizing these
patterns will assist you in determining the best time for employees to complete tasks.
Once you have made your decision to delegate, communication is key:
1. Define the task—Verify that the employee knows what is to be done, how it should be done,
and when it should be completed. Ask, “Has this employee done this task before? If so, how
many times?” We need to make sure we have clear expectations.
2. Verify his understanding— Ensure that the employee has a clear understanding of the task
and the time frame in which results are expected. Have the employee repeat their
understanding of the task back to you.
3. Follow up. As the manager, you have the responsibility to see that things are done properly.
Recognize that this process involves more than checking to verify that the task is completed.
We must check regularly throughout the process and provide feedback to ensure that the
task is on track to be completed accurately and in a timely manner. Remember, inspect what

you expect.
Note: You should utilize this entire process the first few times you delegate a new task to an
employee.
The following outlines some general “dos and don’ts” for effective delegation:
Do:
 Create a team culture—distribute tasks evenly and fairly. If you pile all the responsibilities
on your best employee, she will soon feel overworked, and the others will feel they have
little opportunity to develop and grow.
 Maintain high expectations—people will live up to them. Although it is important to be
realistic, continue to “raise the bar.”
 Provide praise as well as constructive criticism—people will want to do more and will do it
better if they know their efforts are appreciated. Take every opportunity to catch
employees doing things right, or almost right!
 Praise in public; criticize in private.
Don’t:
 Delegate just the grunt work—allow employees to feel pride in their accomplishments and
understand that you do not expect them to do things that you would not do yourself.
 Discount the ideas of others—allow yourself to learn from their suggestions and experience.
 Tell employees what to do—ask for a task to be done. For example, do not say, “Hey, Bob,
move the truck from the front of the store.” Instead, say, “Hey, Bob, would you please
move the truck from the front of the store? We need more parking spaces available for our
customers.
Managing Changes
Because of the variables affecting our workday, we must recognize that our plan will always be
evolving and must challenge ourselves to make the necessary adjustments to achieve our goals.
It takes teamwork and determination to find time in a busy schedule to plan how best to fit the
unexpected into our plan.
The following offers some suggestions:
 Prioritize the change (if warranted)—Customer issues will always take precedence.
 Review your plan—Time will usually present itself to allow you to accomplish more activities
than those you have planned; think about how many times a task scheduled for an hour has
taken only 45 minutes to complete. There are probably a couple of 15-minute periods during
your day. Reassign priorities and add tasks today as time permits rather than waiting
because it was not on today’s list!
 Involve your team—Ensure that everyone is aware of changes, and take the opportunity to
ask for their ideas and suggestions. Communicate the reason for the change; employees
are more likely to respond cooperatively once they understand the reason they are required
to contribute additional time and effort.
Employee Scheduling
It is imperative that we have the right persons, in the right place, at the right time to ensure we are
always ready to meet the needs our business. Every employee is essential to our success.
The Bestway work schedule must be completed on a weekly basis, and posted no later than
Thursday, identifying the hours each employee is expected to work the following week.
Schedules must reflect a fair approach to distributing the workload, utilizing all employees to

accomplish overall team goals.
While employees will be scheduled to work during the hours defined by their particular areas of
responsibility, it is crucial to communicate that we are driven by customer service; there will be
times when we will have to adjust our schedules on short notice to meet the needs of our
customers.
Remember:
 Post the work schedule on the bulletin board by Thursday of each week. Employees can
make copies as needed.
Meetings and training sessions
An effective training session or store meeting is best illustrated using the “Four P’s” below:
Preparation
One of the most critical elements is that the leader be adequately prepared. Lack of preparation
appears as either a lack of knowledge or a lack of commitment (or both) to your people. This is
the employee’s time to be trained, to be coached, to be encouraged, to improve the skills
necessary for them to become a more successful part of the team.
When planning for a meeting, set your agenda in writing. Set it far enough ahead that all team
members involved can prepare properly. Anyone who will be presenting part of the session
should turn in his or her outline with enough time to have it reviewed and changed if needed.
Posting the agenda on a flip chart is a great way to notify every one of the next session’s content
and is a great tool for use in all meetings and training sessions to document ideas and feedback.
Practice
Once the agenda has been set and the materials prepared, Presenters must practice their
presentation. We can practice in front of a friend, spouse, employee, or supervisor. Have them
give feedback. You can also videotape your “practice session” and review it to see what others
will see. Also, anticipate any questions that could arise and practice responding to them.
Present the material in an orderly fashion so that it makes sense to the team. Skipping around
can cause you to appear unprepared and could allow the presentation to be sidetracked. Make
sure your presentation fits into the allotted time.
The manager should review and approve all materials and presentations from employees.
Presentation
Start promptly and stay on purpose. Do not get off track or stray from the material. If other
issues arise, acknowledge them, note them, and move on. State that those issues will be
addressed at another time. You must be confident, professional, and interesting.
Make eye contact with the team or individual; use their names as you make points, ask
questions to get feedback and to test their knowledge.
Participation
Involvement is critical. When conducting a store meeting, ensure that the entire team is
involved. Make sure you do not lecture. Ask questions and encourage responses to draw them
into the action. Be polite and courteous to any comments; let people speak, but redirect if they
get off subject. For all sales training sessions, it is imperative that you use role-playing to
practice the art of selling. Everyone must have at least one chance every session to role-play,

with his or her peers giving an evaluation at the end. You can role-play phone sales, in-store
sales, agreement explanation, or any aspect of sales that you feel needs improvement. Make it
fun!
The Monday morning meetings
The Monday morning meetings are a Bestway standard; they are mandatory for all stores,
every Monday morning, with all team members present. The meetings will take a minimum
of one hour to properly complete. The meeting forms must be completed to document the
specifics of the meetings.
During the meetings, you will exchange information regarding sales, revenue, credit and
inventory statistics, and goals; then review your efforts put forth during the previous week and
define your plan for the week to come. The forms provide spaces for documenting these
statistics and goals. Each member should be supplied with a copy and encouraged to take
notes.
Assistant managers should also take this time to communicate any recent information regarding
updates or revisions to their particular areas of responsibility (new policies or procedures;
product/pricing promotions, etc.).
You can choose a specific product to “sell” to the team during the meeting. If you do this, assign
one employee the responsibility of researching the product prior to Monday morning. Have this
person create F&B sheets for each employee using Form D and be the first salesperson during
the role-plays. All employees are expected to demonstrate their ability to sell the product while
being evaluated by other employees (using Form B or C).
These exercises provide an excellent opportunity to ensure that the entire team understands the
features and benefits of our products, creating a more knowledgeable, professional, and
confident team to provide superior service to our customers.
If you do not assign a product, choose any product and focus mainly on the sales process.
Teach how to utilize the Seven Steps to a Rental Sale so you can create sales masters of
each employee. It is very important that every team member do at least one role-play each
week.
Spaces are also provided on the form for documenting the “Top 3” issues to be addressed for the
week. While you may have completed these areas prior to the meeting, be open to the possibility
that discussions during your meeting may identify issues that take priority (training, etc.).
Remember:
 Involve the entire team. Ensure that all team members understand their
responsibilities for addressing the “Top 3” and their specific roles for achieving
overall store goals.
 Completed meeting forms must be posted on the bulletin board for the current week and
then retained on file for the district manager’s review.

Interviewing Toolkit
Bestway understands that the hiring of employees is one of the most important aspects of a store
manager’s job. A critical part of the hiring process is interviewing candidates. At Bestway, we
want to create a workplace that fosters teamwork while surrounding ourselves with people who
have great attitudes and the “will to win.”
As a company, Bestway spends more than 1.5 million dollars a year on marketing and advertising
to build our brand. The way a potential employee is treated is advertising also. Impressions
formed during the interview process can last for the entire length of time that the employee
remains with Bestway.
The interviewing toolkit is a document created to guide the interviewer(s) through the interviewing
process, ensuring Bestway is selecting the best, most qualified candidates for our positions. This
document is to be used for any candidate who interviews with Bestway.
Interview Process:
 Step 1: Review job applications received, selecting the most qualified candidates.
 Step 2: Set up initial interviews with the candidates whose assessment results best
fit the position. Utilize the “First Interview Questions” and fax results to the
DM.
 Step 3: Setup assessment testing with the selected candidates.
 Step 4: DM to set up second interviews with selected candidates who passed the
first interview, utilizing the three-step S-T-A-R process; Situation, Task
(Problem), Action, Result (Outcome). This process will help in evaluating
different candidate’s responses to the same questions. Practice asking
structured questions to get specific answers. Do not accept “Yes” and “No”
answers. Listen and allow the candidate to answer each of the questions
thoroughly. Accurately record the answers and do not elaborate. (See
attached S-T-A-R example.)
 Step 5: Always take time to thank the candidates for their interest in Bestway. Let
them know how much we appreciate the time they gave, and conclude the
interview by answering any questions they may have. However, answer only
the questions applicable to the company (i.e., benefits, salary, work schedules,
rent-to-own industry information, and general company information).
 Step 6: The store manager and DM will collectively review all notes along with the
candidate’s application/resume and assessment results and decide whether
the candidate is a good fit for the position.
 Step 7: Check candidates’ references and note responses on reference sheet.
 Final Step: Order background check and MVR for selected candidates, and send
them for drug screen.

First Interview Questions
1. Tell me about yourself; what do you do in your spare time? (Listen and observe how well
the candidate communicates)
2. What do you find most frustrating at work; what do you enjoy most about work? (Listen to
see whether the candidate is a good fit for Bestway and the position interviewing for.)
3. Tell me what “success” means to you. (Listen to see what challenges, motivates, and drives
the candidate.)
4. Tell me about the last change in your life and how you handled it. (Listen to see how
flexible the candidate is and if she will be productive in our stores.)
5. Describe the best manager you ever had, and the worst. What qualities did each of them
have? (Listen to see how this candidate prefers to be managed.)
The interview is a tool most often used to make hiring decisions. Too often hiring mistakes are
made because the interviewer wrongly trusts her intuition or asks questions that do not help
objectively assess job-related skills and abilities.
The premise behind the S-T-A-R process is that past behavior is the best indicator of future
behavior.
Have the candidate describe a situation and the result or outcome. The three-step S-T-A-R
process is a powerful way for the candidate to frame his experiences and accomplishments during
the interview. For each question, a candidate is asked to describe the following:
 Situation—the context in which the behavior or action took place
 Task—What was their objective or what were they supposed to do
 Action—what the candidate actually did in the situation
 Result/Outcome—the results or outcome of the behavior/action
Example: to assess leadership ability, ask, “Describe a time when you had to persuade
someone to do something that he or she did not want to do. What did you do, and what
was the result?”
If you follow these tips, it is likely that you will hire a G.R.E.A.T. employee. A G.R.E.A.T. employee
is a person who is
 Growing: interested in personal and professional growth; open to feedback.
 Responsible: has a strong sense of commitment to the organization and the job.
 Engaged: displays good alignment between his or her motivators and the position.
 Affiliate: has the ability to work successfully with others and build relationships.
 Thinker: has a sound problem-solving approach and makes strong decisions.
Actively and effectively managing the interview process is vital because candidates use the
experience to form opinions, both positive and negative, of Bestway!

S-T-A-R Interview Sample
The S-T-A-R system will assist the interviewer in evaluating various candidates’ responses to the
same questions. Only the questions from the form are to be asked, following the suggestions
identified in parenthesis to ensure a complete response from the candidate. Some candidates
may be nervous or new to the interview process, so the interviewer may have to coax the
candidate to get more than a “Yes” or “No” answer.
Example: Question/Action: “Tell me about your responsibilities in your previous two jobs.”
“Which did you like most, and why?” “Which did you like the least, and why?” (Listen
for likes and dislikes that may or may not fit the job for which he is interviewing.)
Situation Worked for Orkin Pest Control and Kinko’s
Task Orkin; in the field all of the time servicing commercial customers regularly
Kinko’s; inside all of the time, servicing individual customers.
Action Orkin; have my own route with nobody watching over me; could show up, do my job,
and leave
Kinko’s; everyone inside the store and someone watching every move; had to help
out from start to finish and listen to every issue or problem
Result Liked Orkin because of the freedom and noninterference; set my own pace
Disliked Kinko’s because customers and employees were watching everything, and I
had to work within someone else’s time frames
See blank interview form provided on the following pages

Bestway S-T-A-R Interview
Step 1: Review the application
__________ All blanks completed? __________ Application signed?
Date: ___________ Store Name/# ______________________________________________
Applicant Name: _____________________________________________________________
Step 2: Open the interview
Hello, my name is _____, and I am the __________ (your position). We are glad that you are interested in
this position. The purpose of this interview is to learn more about you and your work experiences. I will be
asking you some questions about your previous experiences, how you approach certain things, and so
forth. You will see me writing down some notes that I will be able to refer back to after our interview has
concluded. There are no correct or incorrect answers. We just want to learn more about you. I will allow
some time at the end to answer any questions that was not answered during the interview. If you are ready,
we can begin.
Step 3: Start the interview questions
Use the S-T-A-R system to record the candidate’s responses to the questions in the format below. This will
help in evaluating the candidates on their responses to the same questions.

Learning Index
1. Describe a situation in which you had to learn a new skill that was difficult. (Listen to see how the
candidate is able to receive and handle new information.)
Situation:
Task:
Action:
Result:
2. Tell me about a situation in which you had to solve a difficult problem. What did you do? What was
your thought process? What was the outcome? What do you wish you had done differently?
(Listen to see if the candidate has the ability and willingness to problem solve and work through
difficult situations on the job.)
Situation:
Task:
Action:
Result:

Energy Level
1. Give me an example of any specific time in which you had to give long hours to the job and how it
affected your ability to perform. (Listen to see that this job is sufficiently challenging to maintain
the candidate’s interest but not so demanding that the candidate will not be able to endure the
demands of the position.)
Situation:
Task:
Action:
Result:
2. We all have to make decisions on the job about the delicate balance between personal and work
demands. Give an example of when you had to make a personal sacrifice to get the job done.
(Listen to see if the candidate is willing to provide the effort and energy necessary to perform this
job.)
Situation:
Task:
Action:
Result:

Assertiveness
1. Describe a situation in which you did not receive what you thought you should have received
(customer service, promotion, raise etc.), and tell me how you handled it. (Listen to see if the
candidate is able to professionally take charge of a situation and speak up when necessary
without being overly aggressive or threatening.)
Situation:
Task:
Action:
Result:
2. Give an example of a time when you had to get your point across to someone and what the
outcome was. (Listen for professionalism, tact, patience; that the candidate is able to
communicate effectively without anger or aggression.)
Situation:
Task:
Action:
Result:

Sociability
1. Give me an example of a time when you felt it was useful to conduct small talk with customers or
employees. (Listen to see that the candidate is willing and able to work in an environment where
constant contact and communication with customers and employees is essential.)
Situation:
Task:
Action:
Result:
2. Tell me about a time when you had to work alone or independently and how you felt about it.
(Listen to see whether the candidate is flexible enough to work either independently or as a team,
whatever the position demands.)
Situation:
Task:
Action:
Result:

Manageability
1. Tell me about a time when a supervisor instructed you to do something you knew was completely
wrong and what you did. If you never experienced that, what would you do? (Listen to determine
whether the candidate is willing to follow company policy and work within the rules.)
Situation:
Task:
Action:
Result:
2. Tell me about a time you worked for someone, you did not like and how you handled it. If you
have not experienced this, how would you handle working for someone you do not like? (Listen to
see if the candidate is willing to accept external controls and supervision despite any differences
there may be with management.)
Situation:
Task:
Action:
Result:

Attitude
1. Tell me about a goal that you set for yourself but did not reach, the steps you took to try to reach
the goal, the obstacles you encountered, and how you felt in the end. (Listen and evaluate the
candidate’s attitude toward unfavorable outcomes and challenges.)
Situation:
Task:
Action:
Result:
2. Tell me about a goal that you set for yourself and accomplished. What steps did you take to get
there, what obstacles did you encounter, and how did you feel in the end? (Listen to see how the
candidate feels about setting goals and the willingness to do what it takes to meet set goals.)
Situation:
Task:
Action:
Result:

Decisiveness
1. Tell me about a difficult decision you had to make in the past year and what the outcome was.
(Listen to see whether the candidate is capable of making timely and sound decisions regardless
of the level of difficulty.)
Situation:
Task:
Action:
Result:
2. Explain how you go about making difficult decisions on the job, and give me a recent example of
when you had to do so. (Listen to see if the candidate acts with a sense of urgency but ensures a
thorough understanding of a situation before making a decision.)
Situation:
Task:
Action:
Result:

Accommodating
1. Tell me about a time when a customer or employee really tried your patience to the point that you
became angry or frustrated and how you handled the situation. (Listen to see if the candidate is
capable of professionally handling the demands of working with our customers and employees.)
Situation:
Task:
Action:
Result:
2. Give an example of when you had to make a personal sacrifice (i.e., worked overtime, took on
additional work etc.), to help your team meet a specific work goal and how you felt afterward.
(Listen to see if the candidate exhibits a cooperative, agreeable, team-first attitude.)
Situation:
Task:
Action:
Result:

Independence
1. Tell me about a time when you had to work closely with other people to accomplish a goal or
project at work. How did you feel about the experience? (Listen to see how comfortable and
productive the candidate may be working under close supervision and guidance.)
Situation:
Task:
Action:
Result:
2. Tell me about a time when you felt over managed and how you handled it. If never, how do you
think you would handle it? (Listen to see if the candidate is capable of working in an environment
where close supervision and constant follow-up are required norms.)
Situation:
Task:
Action:
Result:

Objective Judgment
1. Tell me about any of your most recent new ideas or suggestions made to your supervisor and what
happened. (Listen for how well the candidate is able to express and communicate ideas.)
Situation:
Task:
Action:
Result:
2. Describe to me the approach you use when making difficult decisions. Give a specific example of
a time when you used that approach and what the outcome was. (Listen to see if the candidate is
able to think clearly and objectively when making difficult decisions.)
Situation:
Task:
Action:
Result:

Step 4: Conclude the Interview
Those are all of the questions I have for you today. I appreciate the time you have given me. Are there any
final questions you have to ask? Answer only questions applicable to the company (i.e., benefits, work
schedules, rent-to-own industry information, and general company information).
Step 5: Make a Decision and Move Forward
The store manager and DM will review and discuss all notes, applications/resumes, and assessment
reports. Decide which candidates are the best fit for the position; perform reference checks and document
the responses; order background checks and MVRs; send candidates for drug screens.
The DM and store manager will collectively decide which candidate is the best fit for the position based on
(1) the interviews, (2) the assessment, and (3) the background/MVR tests and reference checks.

Interviewing Toolkit
Reference Sheet
Reference 1:
Who: _________________________________________Position:________________________
Comments: ___________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
Reference 2:
Who: _________________________________________Position:________________________
Comments: ___________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
Reference 3:
Who: _________________________________________Position:________________________
Comments: ___________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
 Document all pertinent information (good and bad) communicated from each reference in the
spaces provided above.

Section Three
The Hiring Process
Of all the decisions you make as a store manager, hiring employees is one of the most aspects
lf you job description. Because our desire is to promote from within the company, it is important
to always “be on the lookout” for candidates to fill our sales representative and assistant
manager positions.
To seek candidates for these positions, review the employment applications on file and solicit
referrals from existing employees and contacts in the community. Try offering an interview to a
service professional that has impressed you (e.g., excellent wait-staff, or a friendly, efficient
counter person).
You must consult with your district manager to discuss placement of approved, classified ads in
your local newspaper(s) for recruiting sales reps, or to discuss the use of Internet career sites for
sales rep or assistant manager recruiting. Refer to Best Foot Forward, page 99 for ideal staffing
levels.
Always be receptive to persons expressing an interest in joining our team, and understand
that impressions formed by the candidate of the prospective employer during the initial
contact can affect how long a potential employee remains with a company. Take a few
minutes now to talk with someone coming into the store to drop off her resume or ask for an
employment application, establish whether she meets the basic requirements of our job
descriptions, an d then determine how to proceed. Don’t give her the “brush off.” If you
happen to be busy, tell her you would like to speak with her, offer a drink, and ask her to wait.
As an employer, we want to create a workplace that fosters teamwork and surround ourselves
with GREAT employees who have the will to win. A GREAT employee is a person who is
 G—Growing: interested in personal and professional growth; open to feedback
 R—Responsible: has a strong sense of accountability to the organization and the job.
 E—Engaged: committed to meeting the demands of the business and exceeding
standards.
 A—Affiliated: works successfully with others to build relationships.
 T—Thinker: has a sound problem-solving approach and makes strong decisions.
The Employment Application
1) Resumes are welcomed; however, all candidates considered for employment must complete an
employment application. Resumes received must be attached to the completed application.
2) Review the application, and resume if applicable. Ensure that all spaces are completed and
that the application is signed.
3) Pre-screen the applicant. Refer to the job description to determine whether the applicant is
suited for the position.
4) If the applicant meets the basic requirements for the position, ask if he has time to complete
our pre-employment testing process. Schedule a test for the future, if necessary.
5) Be prepared for the first interview at the prearranged time.

Remember:
 Resist the temptation to test someone just because you need to fill the position. Test
only the applicants we are interested in and who have an interest in Bestway. Do not
waste your time or theirs.
 All employment applications received must be secured, kept confidential, and retained on
file for one year.
 Blank employment applications must be kept on file at the store. Contact the forms
supplier to reorder.
Pre-Employment Testing
Bestway utilizes a standardized test to help evaluate each candidate for employment.
Profiles International Assessment
A unique desktop shortcut has been created for each store. Assessments will be scheduled using
this shortcut. Candidates can take an assessment in the store, or the document can be emailed to
the candidate’s email address for remote administration. The following steps below describe the
process in full. A more detailed explanation can be found on the training website:
 Each store will receive an email from the training department with an assessment link
attached along with instructions for adding the link to the store’s computer desktop as a
shortcut.
 Candidates can either take an assessment in the store or the email containing the
assessment link can be sent to the candidate’s email address for off-site testing.
o Please note that candidates taking the assessment off-site will have ten (10) days to
complete it before it expires.
 To begin the assessment, simply click on the link and a self-registration window will open.
 The candidate will fill in the required fields and then click “Continue” to begin the
assessment.
 When the assessment is finished, a notification of completion is automatically sent to the
store, and assessment reports are sent to the DM.
o The reports received by the DM include the following:
 Summary Graph—a one-page report to show the candidate’s match to the
performance model.
 Interview Guide—provides interview questions to explore areas where the
candidate is outside the performance model.
 Performance Model Comparison—provides a preview of development work
that would be needed to help the candidate be successful in the job, if hired.
 Once the notifications and reports are received, the DM and store manager will discuss the
results of the assessment and whether to move forward with the candidate.
 If moving forward, the DM will need to forward the interview guide to the store manager for
follow-up interviews.
Note: As a backup, home office has access to the assessment reports and
assessment links.

All results will be provided via email to your district manager. Contact her for this
information. Remember:
 Candidates are not notified of test results. Notify the candidates not being
considered after testing, that we will be bringing back the candidates that most
closely fit our needs for an interview. Let them know that if they do not hear from
us in a couple of days, they can assume we have chosen to move forward with
other candidates. No additional explanation is necessary.
 Continue with the qualified candidates to the next phases of the hiring process in
the appropriate order (interview, reference check, background check / MVR, drug
screen, second interview).
Moving forward
After testing, if the decision is made to move forward with the candidate, contact him to
schedule an interview as soon as possible.
 Be prepared to interview the applicant at the prearranged time, and always be friendly and
professional.
Remember:
 The interviewing toolkit, kept on file at the store and re-ordered from the human resource
department, contains the forms required to document the interview process, as well as a
checklist for you to complete to ensure all areas of the hiring process are completed.
 In addition to how well they fit the demands of the job, it is very important that the
candidate’s personality be a match for our customers and our employees. Have the
candidate meet employees, and get their feedback prior to making the decision.
Make the decision to move forward
Review notes, the application, and the resume (if applicable). If the candidate seems a good fit,
proceed to the next step.
 If considering a candidate as a sales rep or assistant manager position, fax the interview
questions to your district manager.
 If considering a candidate for a store manager position, fax the interview questions to your
RVP.
Reference Check
Once you have identified the candidate(s) you will be moving forward with, contact the
previous employers listed on the employment application. Verify the following:
1) Dates of employment
2) Position held
3) Salary history
4) If eligible for re-hire
When hiring for a management position, you will also need to obtain the following information from
the candidate:
 Names of two former supervisors
 Names of two former employees
Contact these references to ask if there is any information, they can share with you
concerning the applicant’s ability to manage responsibilities and lead others.
 Document the results on the reference sheet, which is located in the interviewing toolkit.

Remember:
 Never make notes on the employment application or resume.
Once you have received satisfactory results from your reference checks, proceed to the next step:
Background Check / MVR
Because Bestway is committed to, employing individuals of character and integrity, all candidates
must agree to background or investigative inquires releasing information regarding personal and
professional ethics prior to employment. This includes information concerning general reputation
and mode of living; educational history; past employment; driving records; civil and criminal
activities; and consumer credit reports. Additional inquires may be made at any time for the
duration of employment.
Two forms are required for this process: the pre-employment inquiry release and the background
request form. Both forms can be found in the pre-employment packet. These should be
completed after successful completion of pre-employment testing and the interview process.
1) Have the candidate review and complete the pre-employment inquiry release.
2) Use this information to complete the background request form. (Remember to include your
store number—failure to do so may delay results.)
3) Ensure the candidate completes all applicable spaces and signs prior to submitting the forms.
4) Fax the background request form to the security company, using the number identified on the
form, to begin this process.
The security company will notify the human resource department of the results, usually in 2–6
days. Human resources will then inform the district manager, who will communicate this
information to the store manager.
You must receive acceptable MVR and background check results before continuing to the next
phase.
Second Interview
A second interview to further screen career candidates is recommended. This may be done by
another management team member or the district manager.
The following lists some suggested questions and what they are designed to discover. Use the
STAR system as previously discussed to record the candidate’s answers. Choose some or all of
these questions, but ask each candidate the same questions to further assess characteristics,
behaviors, and traits essential to becoming a successful Bestway employee. You can simply write
the questions on a legal pad and use that for your documentation.
Integrity
 “Tell me about some specific things that you have done in the past to demonstrate that
you are a person of integrity.”
 “None of us are perfect. Share with me a specific instance in your past when you did not
maintain your integrity.”
 “Tell me about a specific time in your past when not living up to your integrity would have
been the easy thing to do to avoid punishment or achieve reward, but you opted to do
what was right instead.”

Oral communication
 These skills will be observed for how well the candidate responds to and answers your
questions.
Initiative
 “Tell me about any new ideas or suggestions you have made to your supervisor in the last
year.” (If the candidate gives you more than one, pick the one most closely associated with
our position and explore it in depth.)
Assertiveness
“Describe a situation that occurred in which you did not receive what you should have received,
and tell me how you handled it. This can be a service situation, a loan, promotion, and so forth,”
Resilience
 “Disappointments happen to all of us. Tell me about a time you were disappointed and how
you handled it.”
Willingness / ability to follow policy and procedures
 “Give me an example of an occasion when a company policy or procedure did not seem
the appropriate action to follow, but you followed it anyway.”
 “Tell me about a time when you did not follow company policy or procedure to achieve a goal
or to serve a customer.”
Organization
 “Tell me how you organize your schedule each week.”
 “Tell me about any project you’ve worked on and how you accomplished it.”
Adaptability
 “Describe a situation to me in which the working conditions were almost intolerable, or
something similar to that, but you still accomplished your mission.”
 “Tell me about a time when you thought you had the best plan, and then something changed
drastically and you had to alter your process, and how you handled that.”
Ability to learn
 “Describe a situation to me when you had to learn a new skill and had difficulty doing so.”
Team player
 “Tell me about a time when you had to work with other people to accomplish a goal or project
at work.”
Drug Screening
The next step for candidates considered for employment after completion of pre-employment
testing, the interview process, the reference check, and background/MVR screening the drug
screening process.
Bestway is committed to a drug-free workplace. All candidates are required to submit to testing
prior to employment. In addition, candidates must also agree to random and “reasonable
suspicion” testing for the duration of employment.
Two forms are required for this process; the Drug Test Consent Form and the Chain of Custody
Form; these are located within the Pre-Employment Packet.
1) Have the candidate review and complete the Drug Test Consent Form. Once completed,
keep this with the other paperwork for this candidate.
2) Supply the candidate with a copy of the Chain of Custody Form and directions to the testing
facility. The candidate must present this form before testing.

3) The testing facility will notify the human resource department of the results, usually in 2–4 days.
H.R. will then inform the district manager, who will communicate this information to the store
manager. Only then can you proceed with the next step.
Remember:
 Candidates CANNOT be employed prior to verification from the district manager that the
pre-employment test, the background/MVR check, and drug screening have been
successfully completed.
 To ensure that we have the proper authorization and documentation to proceed with
our screening process, have the candidate sign all forms prior to submitting to
procedures.
The Pre-Employment Packet
Once the acceptable results of the above testing and screening have been verified, a decision can
be made to offer employment to the candidate.
Once the hiring decision is made, the next step is to complete the remainder of the forms from
the pre-employment packet.
 Discuss each document with the employee to ensure his understanding. The following
pages offer an overview to assist you in that process.
 The contents of this packet must be faxed, along with the contents of the
employment packet, to the human resource department no later than the day
following the date of hire.
Remember:
 Copies of the pre-employment packet, which contains the forms outlined below, must be
kept on file at the store. Contact the forms supplier to reorder.
The following offers an overview of the forms enclosed, which are required for completion.
Keep in mind that these forms must be completed for each employee, and faxed to the human
resource department, no later than the day following the date of hire.
 With the exception of the Background Request Form, do not fax information to the human
resource department if the candidate is not hired.
Offer Letter
The Offer Letter of Employment is completed to document the position offered, bi-weekly salary,
and date the candidate is expected to begin work. This document also explains our “employment
at will” policy.
1) Contact the candidate and have him come to the store to be offered the position.
2) Have the candidate review the Offer Letter of Employment. If he accepts, have him sign the
form and complete the pre-employment process.
3) Welcome the candidate, and congratulate him on his decision to join Bestway; agree on a
start date.
Arbitration Agreement
This five-page document explains the process for resolving any disputes that may arise during the
course of employment.

 Discuss with the candidate to ensure his understanding. Answer any questions, and have
him sign and initial all spaces on all pages as indicated.
Job Description
This document provides an overview of individual job responsibilities specific to each Bestway
position.
 Discuss with the candidate to ensure his understanding. Answer any questions and have
him sign in the appropriate space.
Remember:
 Copies of job descriptions for each position must be kept on file at the store. Contact the
human resource department to reorder.
It is now time to complete the forms contained within the employment packet to ensure we have
the correct information to officially enter our new employee to the payroll system.
The Employment Packet
Once the pre-employment forms are completed, you must complete the forms contained within
the employment packet. Although there is no particular order required for the completion of these
forms, they must be completed immediately upon the employee’s arrival, on the first day of
employment.
 Another element critical to day one is quiet space where the new team member can read
the employee Handbook. Once the new employee understands the contents, she must
sign the acknowledgement form on the back page. This page is removed and included
with the other documents to complete the employment packet.
 Also during that first day, all new employees must be given a New Hire Career Builder
workbook. Follow the process utilizing the Checkpoint For Success.
The following outlines the process for properly completing the employment
packet.
 Complete the contents page to use as a checklist to ensure that you have all documents
required, (including all pre-employment documents) and as a cover sheet when faxing to
the human resource department. Ensure this page is signed by both the employee and
the store manager.
 Before sending to the human resource department, check to ensure that all forms are
properly completed to include the employee’s initials or signature where applicable.
 Fax the completed contents of the employment packet (including the signed
acknowledgment from the employee Handbook), along with the contents of the pre-
employment packet, to the human resource department no later than the day following
the date of hire. Follow up to ensure that the information is received.
 Create an employee file and retain all original documents. Place in a
locked drawer.
Once the information is received, the human resource department will add this employee to the
High Touch system for payroll purposes. This may take a day or two.
 In the interim, have the employee document hours worked on a manual timesheet. Once
the employee is in the system, transfer the information.

Remember:
 Copies of the employment packet must be kept on file at the store. Contact the
forms supplier to reorder.
 Copies of the employee Handbook must also be kept on file. Contact the
human resource department to reorder.
 All documents must be discussed with the employee to ensure her
understanding.
The following offers an overview of each form to assist you explaining the forms from the
employment packet.
New Coworker Data Card
Required to supply personal information necessary for participation in our benefits program,
and identifies the employees “in case of emergency” information.
W-4 Form
Required to ensure that correct federal withholding tax is withheld from each paycheck, and
includes a worksheet and instructions for the employee to determine her personal allowances.
 Employees may change their withholding allowance at any time by completing a new W-4
form (specific to calendar year), which must be forwarded to the human resource
department. Contact this department to request additional forms.
State Tax Form
Required to ensure the correct state tax is (if applicable) is withheld from each paycheck. Contact
the human resource department to request forms.
Authorization for Direct Deposit
Required to authorize direct deposits to a checking or savings account. Best defined as a
benefit, allowing the employee immediate access to earnings on the pay date, eliminating the
need to rely on the mail.
1. May take up to two pay periods to process. Paychecks issued before the process is
completed will be received via mail.
2. Must include a “voided” check from the account to which direct deposit will be made (tape it
to the bottom of the form or a separate piece of paper).
Employee Recording Acknowledgement Form

Required to verify that the employee understands and agrees to participate in our “phone shop”
program.
Document Retention Policy Acknowledgement Form
Required to verify that the employee understands document destruction and retention policies.
Company IT Policy
Required to verify that the employee understands the IT security policies.
Company Vehicle Policy
Required from all employees, regardless of job description, to document their understanding of
Bestway’s vehicle policy.

Code of Ethics
This is an eight-page document required to verify that the employee understands our ethics
policies. The employee must initial each page, then sign and complete the information on page
8.
Children’s Health Insurance Program
This is an acknowledgement that Medicaid and CHIP are available to those who need assistance
in paying their health premiums.
Company Policy Acknowledgement
The back page of the employee Handbook; required to verify that the employee understands
company policies.
I-9 Verification of Identification

Consists of four pages, including the required I-9 form, two pages of instructions for completing
the form, and a list of acceptable documents.
1. When completing the form, you must review original documents; simply “asking for the
number” is unacceptable and illegal. Two documents from the lists are required: one from List A
or List B and one from List C. No substitutions.
2. Copy these documents, and include in the employment packet and employee file. Ensure the
original documents are returned to the employee.
Training Registration Form
This training registration form is required to be sent in with all new hire paperwork.
Section Four
Coaching for Improved Performance
Questions leaders should ask about a n em p l oye e performance problem:
Remember, if you help people get where they want to be, you’re more likely to get where you want to be
 Does the employee have a clear understanding of his job?

 Have performance standards been established and communicated to the employee?
 Has the employee previously performed at or above standard?
 Are there external factors that may be affecting the employee’s performance?
 Have there been changes to the job itself since the employee last performed it?
 Does the employee want to do a good job?
 Does the employee have the necessary tools to perform the job?
 Does the employee have the ability to perform the job?
 Does the employee know that she is not meeting the expectations?
 Are you, as the leader, in any way contributing to the problem?

It is essential that we ask these questions every time we are faced with a performance problem
to ensure we understand any underlying reasons that may have contributed to unsatisfactory
results.
Understanding “the why” helps us to get to the root of the problem, which enables us to prevent
its recurrence. If we simply accept “I forgot” or “I didn’t have time,” we could be allowing
underlying issues to remain unresolved, and we will likely encounter a similar problem in the
future.
Communicate with the employee until you understand exactly why he fell short of expectations.
Often his first response to the problem will be only a symptom; the true issue may lie deeper.
Your goal is to continue to ask questions that will uncover the real reason the desired
results were not achieved.
In most cases, we find it is simply a matter of training that we can easily resolve.
Dos and Don’ts for Counseling
 Do ensure that you have accurate information.
 Do conduct the counseling session in a timely manner, as soon after the incident
as possible.
 Do make sure you are calm before you begin your discussion.
 Do conduct the counseling session privately.
 Do focus on specific behavior, not on generalities. Cite specific incidences.
 Do get to the “root” of the problem.
 Do provide the tools and information necessary to assist the employee in correcting the
problem.
 Do provide encouragement.
 Do close by making sure both parties have a clear understanding of the situation and
how to move forward.
 Don’t continue to bring up the issue. Close the book on it.
 Don’t discriminate or act unfairly.

Progressive Discipline
While some employees may perceive the documentation of all issues as sometimes “making a
big deal out of a small thing,” it is our responsibility as leaders to recognize and communicate
this process as an opportunity to exchange information to clarify our expectations and develop a
plan for their success.
To do this effectively, we must use the progressive discipline process to document the
discussion of all behavior and performance issues. A copy is provided on the following page.
The purpose of progressive discipline is not to “write up” an employee for something he did wrong.
Its purpose is to define opportunities for improvement and outline a mutual plan for the employee’s
continued development. In addition, it is our duty to give employees an opportunity to correct any
issues and to know what to expect if they can't or don’t do so. This method features increasingly
formal efforts to provide the proper feedback to lead the employee in correcting the problem.
Typical steps for progressive discipline may include the following:
1. Verbal warning—counseling about the issue to ascertain their understanding of the
requirements. Might require a “10 Steps” for clarity. Ask questions to determine if there
are other contributing issues; then address those issues with training and development.
2. Employee opportunity plan—This is a written copy of the expectations signed by employee
3. Critical Incident Form—this is a written and final warning.
4. UCAC Form—ending the employment of employees who are ineffective and unwilling or
unable to improve.
When we put the plan in writing, we give it “weight” by communicating the importance of the issue
and creating a foundation for the appropriate discussion necessary to resolve that issue. Before
documenting and discussing any issue, refer to the employee Handbook and BFF to
ensure your information is accurate and concise. Our goal is to prevent future behavioral or
performance issues instead of correcting them after the fact.
Ensure the employee understands it is not personal, and make sure it is not! As a leader, you
are accountable to the company to grow and protect the company’s assets. Our employees
and customers are our greatest assets; therefore, we must take seriously any deficiency in the
care and handling of either.
The instant an issue is identified, meet with the employee to set the plan for improvement.
Complete the appropriate form with all the necessary information to document your
discussion. Some examples are the following:
 The specifics of the issue.
 How the issue affects store operations.
 The expectations for improvement; state the specific actions required.
 The date when you will follow up on the issue.
 The consequence(s) if the issue is not corrected.
 The employee’s comments concerning the issue. Use the reverse side if necessary.
 The employee’s plan for improvement. Again, use the reverse side if necessary.
 Signatures of the manager and the employee to verify understanding of an agreement to
the plan.
 The date that follow-up was completed, any notes from the manager or employee at
that time, and the signatures of each to verify that the appropriate follow up was
completed.

To complete the plan’s execution, do the following:
 Review daily to ensure that expectations are being met and the plan is on track for
successful completion.
 Hold the employee accountable to the specifics of the plan, including the period in which
the issue expects to be corrected.
 Follow through on the planned consequence if the employee fails to meet the objective.
 Have a reward/recognition ready for when he accomplishes the goal.
Remember:
 Ask yourself the “Questions Leaders Should Ask about an Employee Performance
Problem” and ensure you get these answered prior to setting the plan.
 Scan and email a copy of the plan to the Human Resource Department immediately
upon completion.
 Provide a copy to the employee.
 Keep the original document in the employee’s file under lock and key.

Opportunity Plan

Critical Incident Form

Managing Employees
The following offers an example concerning a performance issue and how it might be addressed
so that it can be resolved quickly. The sooner we address these issues, the easier they will be to
correct.
Practice these five steps for an effective counseling session:
1. Make sure you have all the facts—“seek first to understand, then to be understood.”
2. Make the decision—is this the first time this issue has been addressed? What is your plan
for addressing this issue?
3. Document the issue—complete the employee opportunity plan with the specifics of the
information to be discussed.
4. Discuss the issue—Ensure the employee understands the specifics of the problem. Ask the
appropriate questions to identify any underlying issues.
5. Document the plan—Have the employee document her comments and the plan for
improvement.
6. Follow up—this step is critical in ensuring the proper support and in demonstrating our
commitment to resolving the issue as defined in the plan.
Incident: Wednesday deliveries have been very low for two weeks. Wednesday is your day off,
and a time for your sales manager to show what she can do. Since this seems to be starting a
trend, you decide to investigate a little further.
Upon closer inspection of the sales program, you find about 70% compliance on those two
Wednesdays. Although the sales minutes appear complete, no new sales leads are identified on
those days, and existing leads do not appear to have been worked. It appears as though Julie is
not working the programs properly on Wednesdays.
Make the decision
Julie has been a good performer for you; this has happened only in the last two weeks. You
decide to complete a “10 Steps” with Julie to express your concerns, identify any contributing
factors, and formulate a plan to correct the problem.
Remember, all counseling sessions must be completed professionally and discreetly, involving
only the employee responsible for the issue and utilizing the Four Key Principles (in Section 1 of
BFF “Credit”).
Document the issue

Prior to Julie’s arrival, complete the employee opportunity plan, documenting the issues to be
discussed.
1. State the specifics
Example: Low deliveries for the past two weeks on Wednesday (manager’s day off). One
delivery on 7/29/12 and two deliveries on 8/5/12, compared to an average of four deliveries
per Wednesday for the six previous weeks. Sales minutes on 7/29/12 and 8/5/12 are only
about 70% completed. No new sales leads are identified on those dates; existing leads do
not appear worked.
2. State how the issue affects store operations
Example: An average of four deliveries per Wednesday is essential to achieving the
company standard of 30 deliveries per week, achieving store growth goals, and for personal
and team advancement opportunities.
3. State the specific actions required to correct the issue
Example: Must work sales programs as defined, every day, including completion of the
sales program, sales minutes, and sales lead sheets.
4. Identify the date when you will follow up on the issue

After discussion and planning, follow-up dates will be set and documented on the form.
5. State the consequence(s) if the issue is not corrected
Example: “Failure to correct the issue will result in further disciplinary measures.
Once Julie arrives on Thursday:
Discuss the issue
You: “Good morning Julie. As soon as you get settled, let’s get together in my office, and discuss
sales.” Once Julie enters, ask her to have a seat and begin discussing the issues you have
outlined:
“Julie, you are a key member of the team with a bright future at Bestway, but I am concerned about
the sales efforts during the past two Wednesdays. Normally, we average four deliveries per
Wednesday. However, last week we had only one delivery, and yesterday we had only two.
When reviewing the sales program and the sales minutes for those days, I noticed that they are
not 100% completed. When reviewing the sales leads I noticed that no new leads were added on
those days, and the existing leads do not appear to have been worked. You have proven over a
long period that you can perform your job at a high level, so I’m a bit puzzled by these results and
I’m hoping you can clarify things for me.”
Julie: “I’ve had a hard time keeping up with the workload during the past couple of weeks.
Although we are always two persons short on Wednesdays because both you and Eric are off on
those days, the past two weeks have been especially busy. Since last Wednesday was near the
end of the month and yesterday was so close to the beginning of the month, store activities
increased, and I have been unable to get everything done. Because these weeks are so critical to
achieving credit goals, I didn’t want to pull Fred from his credit responsibilities, and I tried to handle
everything myself.”
You: “Julie, I agree that this month is a bit different. Tell me about how you have been organizing
your schedule to plan the tasks required for completion on these days.”
Julie: “I begin by auditing the day’s reports and going to the bank before the store opens for
business. Then, at 10:00 a.m., customers start coming in to make payments and I take care of
customers and answer the phone by myself until Jim arrives at noon, so for the first couple of
hours, Fred and I are here alone, and I don’t have time to work on sales.”
You: “So knowing that at 10:00 a.m. we are going to start seeing customers, what do you think we
can do differently?”
Julie: “I’m not sure, Fred needs to be calling past-due customers, and I need to be taking care of
the customers who come into the store or call on the phone. I suppose I could get Fred to go to
the bank and pick up the bank deposit. That would help a little.”
You: “And, what else?”
Julie: “Well, I suppose I can ask Fred to help me with taking payments and answering the phone.”
You: “Good plan, Julie; that’s exactly what I would do. So, how do you think you should get that
going?”
Julie: “I don’t know; it may take me a little while to decide how to approach the subject, Fred is
adamant that he get right to his calls.”
You: “I appreciate Fred’s desire to do his job to perfection, but after all, we are a team aren’t we?”
Julie: “Yes.”
You: “And when I’m not around, you are the one in charge, correct?”
Julie: “Yes.”
You: “Julie, I hired you last year for many reasons, one of which was your management
experience. In order for you to attain your goal of becoming a store manager and beyond with
Bestway, you are going to have to manage all sorts of employees along the way. Getting back to
acceptable deliveries on Wednesdays is vital to the team’s success. Just as important is your
continued development so that you can achieve your goals. No one will reach their goals if we do

not take care of the customer first. That is really the deal. So we must find ways to engage the
entire team in taking care of our customers and growing our business, regardless of the situation.”
Julie: “I understand.”
You: “Great. So, let’s set a real course of action to get this issue handled. The resources are
there for you, but I don’t believe you are using them to the fullest. I need you to think about your
plan for improvement, and we need to get it documented in writing. How do we start?”
Julie: “I need to speak with Fred first.”
You: “Let’s not confuse the issue with the solution. If Fred has an issue with your authority, we’ll
deal with that later. This is about you controlling our operations on Wednesdays to ensure that we
take care of our customers and achieve our goals for that day, right?”
Julie: “Yes, it is.”
You: “OK then; how do we proceed?”
Julie: “Can I have ten minutes at this Monday’s meeting?”
You: “Absolutely. What do you have in mind?”
Julie: “I realize that you are right; this is about what I can do, not what I can’t do. So I need to
develop a plan for manpower and the organization of tasks that will allow us to succeed on
Wednesdays every week. I want to present this plan at the next Monday meeting to get all team
members on board with it. I’ll ask for their input on solutions, but I understand that the final
decision regarding how we are going to accomplish this is mine to make. We’ll discuss the fact
that no matter what the situation, we all have to contribute to serving our customers and growing
our business, and I’ll define exactly how we are going to do that.”
You: “Great! Take this copy of Ten Solutions for Corrective Actions and an Action Planning
Worksheet to assist you in organizing your presentation. When can I expect a rough draft?”
Julie: “I’ll have it to you first thing in the morning, and we can finalize it before we leave on
Saturday, if that’s OK.”
You: “Sounds good to me. Julie, you have tremendous ability and character, and I know you can
make your plan successful. Remember that I am always here to help you in any way I can;
however, there will be times when you will have to make important decisions on your own. If you
always have the best interests of the customer and the needs of the business in mind, the decision
will probably be the right one. And also remember that teamwork means doing whatever it takes to
get the job done, even if it means doing someone else’s job. You can use that on Monday if you
want.”
Julie: “I sure will. Thank you so much for your guidance and understanding. I will not let our team
or our customers down again.”
You: “I believe you, Julie, and look forward to your plan…and some big gains on Wednesdays.
After your discussion, the first step is to have Julie document her comments on the form.
Julie writes: I understand that I am responsible for store operations on Wednesday and will
develop a plan for increasing deliveries and completing all required tasks to involve the entire
team. You will then complete the form to include the date for follow-up. For this example you
write, Weekly; every Thursday beginning 8/13/12.”
Document the plan
Because Julie has yet to develop her plan, she writes, Plan to be developed and reviewed with
store manager prior to close of business on 8/8/12 and presented at meeting on 8/10/12.
Once Julie’s plan has been approved for the Monday meeting, attach a copy to the employee
opportunity plan.
Follow-up
Julie’s plan was well presented and well received by the team on Monday morning. You
congratulate Julie on her successful presentation and thank your team for their commitment to
improving Wednesday deliveries.
The following Thursday, you check the deliveries for the previous day and discover an increase;

there were five! Within the three weeks following Julie’s presentation, your delivery average is
again four per Wednesday and is maintained in the subsequent weeks. Make it a point to
congratulate Julie and the team first thing every Thursday on their continued success, and
remember to document this information on Julie’s employee opportunity plan.
Not all situations will be resolved as easily as that performance issue with Julie. Although the
severity of the issue will certainly dictate the manner in which it must be addressed, we must
ensure that we have appropriately examined each issue and have provided the proper support to
offer the employee the opportunity to be successful. Progressive discipline is the preferred
method.
The following provides examples to demonstrate the use of the employee opportunity plan and
progressive discipline to address a behavioral issue. These events and discussions are intended
only to illustrate the topics and should not be taken as a literal “how to.”
Incident: Joe, your Credit Manager, arrived 20 minutes late for work today; he did not call to
report that he would not be at work when scheduled; he has never been late before.
Make the decision
Verbal counseling—We value Joe’s contribution to the team, recognize that this is the first such
incident, and elect to provide him the opportunity to explain the behavior and develop a plan of
action to correct. Although he has never been late before, it is important to properly address the
issue now to ensure that Joe understands the importance of arriving on time and of calling the
store to report if he will be unable to arrive as scheduled. You must remember, if Joe comes in late
without consequence, there is no reason for him or the rest of the team to feel that arriving late is a
problem.
Document the issue
Complete the form prior to Joe’s arrival:
1. State the specifics of the issue; do not be vague or subjective.

Example: Do not state tardiness.
Instead, state: Failed to report to work as scheduled on 7/12/05 at 10:00 a.m. Arrived at
10:20, 20 minutes late; failed to notify supervisor prior to scheduled start time. (See
Handbook Page 12: #2 and #3)
2. State how the issue affects store operations.
Example: Employee’s absence could adversely affect customer care; requires other team
members to assume additional responsibilities.
3. State the specific action(s) required to correct the issue.
Example: Must arrive as scheduled; give notice to supervisor prior to start time, each day, if
unable to report to work as scheduled.
4. Identify the date when you will follow up on the issue. For this example, Daily. This is a
behavioral issue that must be corrected immediately.
5. State the consequence(s) if the issue is not corrected:
Example: Failure to correct the issue will result in further disciplinary measures.
6. If this is a violation of policy or procedure, print a copy of the policy or procedure not
followed and have the employee sign for clarification.

Employee Termination
For various reasons, not all employees will be successful at Bestway. By actively recruiting, even
when we have a full staff, we can control the impact of an employee’s departure, regardless of the
reason.
While we must recognize how the loss of the employee affects the team, we must also recognize
that if an employee with performance or behavioral issues who has been properly trained,
coached, and counseled does not show improvement per the written plan, we must accept the loss
of the employee. Allowing this person to remain simply to have a full staff will likely have an
adverse effect on the rest of the team. We must assert our leadership and demonstrate our
commitment to excellence consistently and fairly, offering equal opportunities for success and
uniformly enforcing the consequences for failure.
With progressive discipline, we have clearly defined our expectations and offered guidance to
provide our employees with the opportunity to be successful. It is inevitable that some will not. In
these instances, termination is simply a formality; this has already been discussed as a
consequence for failure to improve. In other instances—for example, an employee using drugs or
alcohol while on duty—the decision to terminate may be more immediate.
In both cases, it is the employee who determines their own fate; the employee using drugs or
alcohol read the policy on day 1 and knows it is prohibited; they must be terminated. With
performance issues, the counseled employee either can’t or won’t implement the plan that was
developed must be terminated as well.
Although terminating an employee is a responsibility that shouldn’t be taken lightly, we must

remember that this is simply business; it is not personal. Don’t waste your time and jeopardize
your relationship with other employees because of what you perceive as the employee’s potential
or what “might have been.”
It is not your job to ensure that employees reach their potential; only that they’re given the
appropriate opportunity to do so. Potential is “unused ability.” You cannot force them to use their
ability. There is nothing you can do to change them if they do not wish to change.
Remember:
 Store managers must discuss ALL changes in personnel (new hire, promotion, demotion,
transfer, termination, etc.) with the district manager prior to discussion with the employee.
Once the decision is made, your role is to simply deliver the message that continued employment
with Bestway is not possible. Do this as soon as the decision is made; don’t delay the inevitable
just because the timing is inconvenient.
Maintain your integrity and treat the employee with respect; if you make the decision to terminate
this morning, don’t wait until this evening just because you need the help today. Keep this in mind;
“It is not the employees you terminate who hurt the store; it is the ones you should, but do not.”
UCAC Termination Report
The following outlines the steps for proper completion of the UCAC Termination Report:
 Complete the report to document the specifics of every termination on the
employee’s LAST DAY OF EMPLOYMENT.

 Complete all applicable spaces on the form prior to discussion with the employee. State the
facts and be specific; refer to the employee Handbook to ensure that your information is
accurate and concise.
 Fax a copy of the notice to the human resource department immediately upon completion.
Keep the original document in the employee file. If requested, provide a copy to the
employee.
Remember:
 Prior to any termination, a second level of management approval is required. (Store
manager discusses termination of store personnel with district manager; district manager
discusses termination of store manager with vice president, etc.)
Termination “face-to-face”
Remember, this is not a conversation; the issue is not open to discussion or debate. State only the
facts, be specific, be professional, and keep it brief. If the employee would like to discuss his or
her termination with higher management, direct him or her to the District Manager and/or Human
Resources Department.
Some instances of misconduct and/or violations of company policy (i.e. theft, manipulation of
company records, violations of company anti-discrimination rules, etc.) will lead to immediate
termination without prior warnings. However, in many instances of poor performance, we will have
already met with the coworker to address the performance issues. If we have properly counseled
the employee, the termination should not come as a surprise.
In some instances, it may be appropriate to have another employee present at the time of
termination as a witness to the meeting. Their role is simply to witness the incident; they must
never make any statements or be asked to otherwise contribute to the process in any way.
After completing an employee opportunity plan on two separate occasions to attempt to

resolve Joe’s problem with arriving to work as scheduled, Joe is late for work a third time.
You complete the paperwork necessary to terminate Joe’s employment. Once Joe arrives:
You: “Joe, I need to speak with you in my office.” To your sales manager, you say: “Lisa would
you
join us please?”
Joe: “I know we’ve talked about this before, but if you give me one more chance, I promise it won’t
happen again.”
You: “The last time we talked about this, I told you that if you failed to arrive on time again, we
would no longer be able to work together…”
Joe: “But…”
You Interrupt: “Discussing this issue and developing a plan to resolve it has been unsuccessful.
Prior to your arrival, I completed the necessary paperwork to terminate your employment with
Bestway due to failure to arrive for work as scheduled. I can provide you with a copy of this report
if you’d like.”
Joe: “Is there anything I can say or do to change your mind?”
You: “No”
You stand to indicate that this meeting is over, extending your hand to Joe.
You: “Good luck, Joe.”

Daily Store Manager Routines
Inventory can be managed; people must be led…by example.

It is the responsibility of the person in charge of managing the store each day to ensure that all
daily routines are properly completed.
When you arrive:
1. Be aware of your surroundings and any suspicious persons or activities. Unlock and
re-lock the front door after you enter. Immediately disarm the security system and log onto
the High Touch system to begin your daily timecard.
2. Print the remaining reports from the print manager.
3. Periodically, the High Touch system will prompt you to perform the preventative
maintenance routine. Using the store’s computer cleaning kit, ensure that both the
disc and diskette drives are properly cleaned. Complete this routine at every prompt.
 We must keep all equipment clean and maintained. This prompt must also act as our
reminder to inspect all office equipment (monitors, modems, printers, fax machines, etc.)
to ensure that all are clean, 100% operational, and free from dust and debris.
4. Perform a brief vehicle inspection prior to going into the store for the day:
 Inspect for damage. Respond immediately.
 Vehicles are locked.
 Vehicles are clean; no accessories or paperwork inside.
 No merchandise left in vehicles.
 Never back vehicles up where they may touch each other, a building, or a pole. It will
bend the arms of the tommy lift making it not work properly.
Before employees arrive:
1. Perform a brief store inspection (showroom appearance, packaging, pricing, and point-
of-sale materials, counter and office areas, stockroom, bathrooms, etc.). Make a list of
any issues identified.
 This list should include any areas deficient (less than a WOW showroom appearance,
lack of pricing or point-of-sale materials, messy offices, etc.) as well as areas in which
you have found that your team has excelled (great merchandising, great stockroom
organization after receiving a large inventory order, etc.).
 Using “Situational Leadership,” formulate a plan for addressing deficient areas with the
appropriate employee(s) immediately once they arrive for work.
o Have you identified a new employee who needs additional training?
o Do you have an experienced employee with a time management issue?
 It is critical that you communicate with the employee in a manner that lets him know
that your goal is to maintain a culture of excellence that benefits him as well as the
business. In addition to communicating that you expect immediate improvement, you
must also demonstrate your commitment to helping him be successful.
2. Review and document the previous day’s paperwork.
 Verify the beginning cash drawer balance is at $200. Determine whether change is
needed from the bank.
 Thoroughly review receipt audit trails, transaction audit trails, and daily reports, looking
for opportunities to train and develop your team as well to ensure integrity in all
transactions.
 Obtain the previous day’s verified deposit receipts and any change needed from the
bank.

Review customer files. Place in appropriate wall bin.
Review and notate all High Touch reports. Compare receipts to totals to ensure match
(hand receipts, petty cash, product returns/deliveries, bank deposit, cash/ credit card
transactions, etc.) and file appropriately.
 Complete the Profit Log and Key Indicator Report.
3. Review “to do” lists from the previous day (P.U.S.H., credit minutes, sales minutes).
 Confirm that all essential tasks were completed. Transfer any uncompleted tasks to
today’s lists.
 Review the previous day’s activities. Why were tasks not completed as scheduled? Did
we manage to complete all our required tasks in spite of an unusually busy day?
 Add this information to your list that will be discussed with specific employees as they
arrive.
4. Begin today’s “to do” lists.
 Ensure that today’s lists identify everything that needs to be completed, even things
that may not be completed today. This will allow you to easily identify future tasks that
can be completed as time or opportunity allow.
Remember:
 Monday morning meetings are mandatory and must include all employees.
 The store manager must personally complete a full inventory audit every Friday before
11:00 a.m. Inventory audits are also required on Monday and Wednesday by 11:00
a.m., but can be completed by an assistant.
As employees arrive, help them own their responsibilities!
Ask your assistant managers to walk/review their own areas and identify opportunities where we
can improve.
1. Have a brief meeting with each employee.

 Review yesterday’s results versus goals. Remember, praise those who have
performed well; coach those who did not.
 Set goals for the day.
 Review today’s overall plan and their specific role in accomplishing store goals.
2. Meet with assistant managers for sales and credit meetings. This is a critical time for
leadership; managers must (1) direct (2) inspect (3) re-direct where needed.
Delegate tasks and organize the appropriate lists (P.U.S.H., credit minutes, and
sales minutes).
 Set clear expectations.
 Shoot for the stars.
o Beat credit standards by a day.
o Average six deliveries per day – two by 12:00pm and three by 3:00pm equals a
fast start.
o Develop believers.
 Store opening routines must be completed by 11:00 a.m. Monday–Friday and by 10:00
a.m. on Saturday.
o Ensure entrance doors are clean and traffic areas vacuumed.
o Ensure all showroom electronics are hooked up and operational; TVs on
same channel, volume muted; appropriate music on stereos at appropriate
sound level.
o Turn on everything to let our customers know the store is open for business.

o Ensure entrance doors are unlocked and all employees are ready to
enthusiastically welcome our customers.
3. Manage the P.U.S.H.

 Confirm today’s deliveries
 Ensure that all products, paperwork, and accessories are prepared in “staging area” for
deliveries.
Once we have opened for business, our primary focus must be servicing our customers. We
cannot allow the processing of daily paperwork, errands, or “to do" lists to prevent us from
providing superior customer service. That is why these tasks are completed prior to opening the
store.
As your team members begin their assigned tasks:
 Reiterate proper communication. Remind employees that they must not wait until the
end of the day to inform you they are having problems with an assigned task.
Provide consistent support and follow-up throughout the day.
 Work the day’s “must do” on your “to do” lists first, adding other tasks as time and
opportunity allow.
First follow-up: (Refer to sales / credit minute meeting outline)
1. Meet with your credit manager after the first call-through and again as needed based on the
credit managers proficiency. Immediately address any issues with their execution of the
credit program. Don’t allow them to call all day and then tell them they did it wrong.
 Review the route book; discuss current credit stats versus the daily goal.
 Review credit minutes to ensure that tasks are on track for completion.
2. Meet with the sales manager and immediately address any issues with her execution of
the sales program. Don’t allow her to work it all day and then tell her she did it wrong.
 Review the sales binder and discuss current sales stats versus the daily goal.
 Review sales minutes to ensure that tasks are on track for completion.
As your team continues their assigned tasks:

 Ensure each employee is productive. Provide the proper follow-up and support to
ensure that the task is properly completed. Remember; some employees are more
proficient and will require very little from you, while others will need more direction and
follow-up; sometimes several times per hour.
 Keep the team informed as to the status of the day’s goals.
 Work your “to do” lists, adding tasks as needed. Delegate responsibilities as necessary.
 Ensure that all employees remain efficient, beginning new tasks as soon as others are
completed.
 Monitor sales minutes, credit minutes, and P.U.S.H.; ensure that tasks are on track for
completion and results.
Midday follow up
1. Meet with the credit manager.

 Review the route book to determine whether efforts are producing results. Redirect as
necessary. Discuss current credit stats versus the daily goal. Review credit minutes to
ensure that tasks are on track for completion. If we are not at standards, determine
when and how we will be there.

2. Meet with the sales manager.
 Review sales binder to determine if efforts are producing results. Redirect as
necessary. Discuss current sales stats versus the daily goal. Review sales minutes to
ensure that tasks are on track for completion. Getting an extra delivery on saving a
return. Sales managers accept responsibility for growing their store.
3. Review “to do” lists
 Create a sense of urgency.
 Be proactive.
Ending the day
 Ensure complete execution of the sales and credit programs. Even if scheduled to
leave earlier, employees responsible for executing these programs must stay until all
areas are properly completed.
 Ensure that the front counter is cleared and that all of today’s business has been
processed. Clear your desk of today’s business.
 Recap your day and set the plan for tomorrow.
 Ensure that all closing procedures are properly completed.
Timecard procedures
All timecard operations begin from the Ceridian Time Professional Web Clock.
How to clock in/out for lunch and the day:
 For “Username,” input 5 digit id

 For “Password,” input password
 For “Company ID,” use “brv”
All timecards must be signed by each employee every week by close of hours Saturday.
How to sign a timecard from My Timecard:
 Click “Current Timecard”

 From “Operations,” type in your password
 Select “Sign”
 Click “Ok” if all time information is accurate
All timecards must be approved each week on Saturday.
How to approve timecards from Timecard Summary List:
 Click the check box for all timecards to approve, after all errors have been corrected
 Click “Submit”
Generate a History Scan Report each week, and have all hours signed off by every employee.
This signed report should to be sent in with monthly packet to home office.
How to generate a history scan report:
 Click “Reports”
 Click “Administrator”
 Selection criteria will automatically default

 Input date range (mm/dd/yyyy)
 For display options, select “All Assigned Summary by employee”; both “Employee Status”
and “Output Type” will automatically default
 Select “Schedule”
 From the Reports Schedule Form page, click “Submit”
 From History Scan Report Criteria Page, click the yellow “Requested Reports”
 Look for the report, if not yet available, click “Refresh” until it is.
 Click “Download”
 Open in .pdf format and print
The company does not allow or condone employee work off the clock. This is a violation of
company policy.
It is also a violation of company policy to have anyone record time for another employee. If any
employee is asked by anyone to work any hours and sign or initial a time record that fails to report
their proper hours, the employee is directed to notify the human resources department immediately
at 1-800-530-1107, or utilize The Network at 1-800-241-5689, as this will not be tolerated.
Setting and achieving goals in management
Purpose: To develop a systematic approach, involving the team as a whole, to achieve

desired results.
1. Planning: Deciding what is to be done to accomplish measurable objectives.
a. 20 minutes at the beginning of each day to meet with the credit manager and
sales manager (10 min. each).
b. 15 minutes at the end of the day for follow-up of the day’s activities and to set
the plan for tomorrow.
c. Usage and completion of “to-do” lists (sales minutes, credit minutes and
P.U.S.H.).
2. Organizing: The arranging and balancing of activities; determining who is to do
what; and assigning authority and responsibility so that activities planned will be
accomplished in a timely manner.
a. Communication with the entire team is essential.
3. Initiative: The ability to execute independent action; prioritizing actions to
accomplish both short- and long-term goals.
a. Develop and encourage “self-starters.”
4. Delegating: Assigning tasks, explaining to employees what to do in order to
accomplish the objective.
a. Provides on-the-job training.
b. Clarify how long each task should take.
5. Supervising: Checking work progress against plans and standard to determine
whether goals are being achieved. Redirect in light of new developments or
unforeseen circumstances.
a. Inspect what you expect—provide feedback as the task is in progress.
b. Follow up and review—check progress throughout the day and ensure

completion of the sales minutes and credit minutes.
6. Appraising: Evaluation of employees on a consistent basis, realizing their growth
potential. Develop an accurate understanding of the qualifications of the employee to
meet the company standards.
a. Acknowledge achievements— Offer a handshake or “pat on the back” for a job
well done. Recognize the employee’s accomplishments in the presence of others.
b. Address lack of progress in private—complete the employee opportunity
plan consistently: every issue, every employee, and every time.
7. Leadership: Strong leaders have the ability to influence others’ perception and
behavior. A great leader has the ability to get cooperative participation from her people
in order to achieve goals.
a. Recognize and develop this quality to “build the bench” for the Bestway
leaders of tomorrow.
Success does not happen by accident; it requires deliberate decisions, conscious efforts, and
unfailing commitment. The only person who can cheat you out of success is you.
However, a person who does not have clear goals will likely be controlled by someone who
does. It is up to you to take control of your success by setting specific goals—knowing what
you want to accomplish, when you want to accomplish it, and what it will take to get you there.
SMART goals
Always start with clear expectations. Ask open-ended questions to ensure understanding.
Any successful plan for performance and productivity requires that you set SMART goals.
Examine your goals to ensure they meet the components of a SMART goal. Are they:
Specific and measurable—is the goal well defined; have you qualified and quantified the goal so
that there is no room for misunderstanding?
Motivating—what is your motivation for accomplishing the goal? How can you motivate those
who will assist you in accomplishing your goal?
Attainable—is this a reasonable expectation? Consider your own past performances, that of
your employees, and the performance history of the store in general.
Relevant—is this goal necessary in your overall plan? Can another method or action produce a
better result?
Trackable—how will you monitor the goal to ensure progress? What is the timetable for
completion? Understand that daily (sometimes hourly) follow-up is required.
Planning takes time, and we must consider this time as an investment in our success. Rather
than focusing on how much time it takes us to set our goals, we must think about how much
time it will take to correct mistakes caused by the lack of planning. If we allow ourselves to “fly
by the seat of our pants,” we leave our success to chance. Invest your time; don’t spend it.

Stretch goals
True leaders are never satisfied with the status quo; they challenge themselves to set “stretch”
goals to achieve a higher level of success. Setting a “stretch goal” means that we set a goal
that is higher than the standard, to challenge us to achieve more than what is expected.
For example, the standard for weekly deliveries is 30. If we set a “stretch goal” for 35, we
challenge our team to achieve more than what is expected, create an urgency in facilitating
the growth of our stores, and provide a safety net to help us meet standards in the event of
returns or payouts that were not anticipated.
Attaining “stretch goals” is truly possible if the team sets and follows their plan to near perfection
with unwavering commitment. However, it will require a higher level of planning, teamwork,
commitment, and follow-up; and we must provide the proper motivation and support to lead our
team in these challenges.
Don’t be discouraged if these stretch goals are not achieved exactly as we planned. Even if we
come up a little short on a stretch goal, we will often achieve more than what we originally
believed possible.
Using “10 steps” to achieve your goals
Plan the work—work the plan.
10 solutions to maximize opportunity
 Use this form for developing a plan of action for targeted opportunities that you can affect
within a reasonably short period (i.e., missing a Saturday card close, less than 5
deliveries per day). This tool is normally used in the training and development of an
individual.
 Complete the date and store information.
 Identify the opportunity.
 Document the current result.
 Meet with employees to “brainstorm” and identify 10 things you can do to resolve the issue.
List these on the form.
 Document the planned result. This should identify short-term expectations for improvement
and show a progression toward the planned result.
 Set the goal and identify the planned result.
 Sign the plan to document the commitment of both the manager and the employee(s) to
achieving the plan.
 Check periodically to ensure the plan is “on track.” As with any plan, follow-up is key.
 When properly executed, no problem can withstand the assault of “10 solutions.”
(See sample form on the following page)

10 SOLUTIONS TO MAXIMIZE OPPORTUNITY
DATE: 2/1 STORE / LOCATION #: Gain-more / #000
OPPORTUNITY IDENTIFIED: Low Deliveries
CURRENT RESULT: Average of 24 Deliveries per Week for the Past 4 Weeks
SOLUTIONS TO BE IMPLEMENTED:
1. Daily execution of sales program and sales minutes.

2. Call store with the most sales this past week and ask for tips.
3. Find the correct merchandise and incentive to turn all hot leads into deliveries.
4. Work other active sales leads until exhausted.
5. Reiterate the referral program to all current customers and ask for new leads.
6. Increase telemarketing to 15 contacts per day.
7. Breakfast blitz on Tuesday; target large area of apartment complexes on Elm St.
8. Increase “5 up and 5 down” to “7 up and 7 down.”
9. Work all single BOR and EPO customers NOW; don’t wait until later in the month.
10. Merchandising—Ensure areas near front windows feature “WOW” merchandise to encourage
walk-in traffic. “Freshen up” the showroom; add different merchandise; create different
packages.
PLANNED RESULTS:
DATE: 2/8 RESULT: Increase to 28 Deliveries
DATE: 2/15 RESULT: Increase to 30 Deliveries
FINAL PLANNED RESULT: Average 30 Deliveries per Week DATE: 2/15 and Ongoing
SUPERVISOR SIGNATURE: Supervisor
EMPLOYEE SIGNATURE: Employee

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Bestway Rental, Inc.

Best Foot Forward

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 0 of 67

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 1 of 67

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 2 of 67

CREW - Team Development

Dedicate yourself to continuous personal improvement…you are your most precious

1. Seek first to understand and then to be understood.

1. Self-Development—accept ownership for a complete and thorough understanding of your

 Provide a clean, well-organized, and safe working environment for all.

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 3 of 67

Ensure that at least 25% of your team is promotable.

Be a Bestway Brand Ambassador

Suggestions on how to create excitement about Bestway rent-to-own:

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 4 of 67

S.E.D.O.C.E.—the Bestway Training Program

Training and development is not designed to be accidental; it is designed to be done by “masters”

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 5 of 67

2. Explanation—To make plain; to offer reason for

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 6 of 67

The following outlines the Bestway Training Process.

Training Requirement / Due Date

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Be Engaged in Your Development

 Developing—you build the foundation for leadership.

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 8 of 67

Set your standards high!

Continually seek ways to increase productivity, performance, and output.

 Positive Attitude—Bring an upbeat positive energy to the company

 Skill—Be able to perform tasks per Best Foot Forward (BFF)

 Knowledge—Know the training material

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 9 of 67

 Create a culture of credibility, integrity, and trust

Self—What I do for/by myself:

 I will have integrity in everything I do.

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 10 of 67

Lead by example—demonstrate the attitude, behavior, and level of performance that we

Address issues immediately—silence is acceptance. What you permit, you promote.

Utilize the progressive discipline—Document every session, verbal counseling, or written

Follow-up and follow-through—inspect what you expect.

1. Refuse to accept personal accountability.

2. Fail to develop people.

3. Try to control results instead of influencing thinking.

4. Join the wrong crowd.

5. Manage everyone the same way.

6. Forget the importance of profit.

7. Concentrate on problems rather than objectives.

8. Be a friend, not a boss.

9. Fail to set standards.

10. Fail to train your people.

11. Condone incompetence.

12. Recognize only top performers.

13. Try to manipulate people.

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 12 of 67

This is required reading for employees in management positions.

Leaders set high standards…refuse to tolerate mediocrity or poor performance.

“The One Minute Manager” by Kenneth Blanchard, Weeks 1–3 of Asst

“Putting the One Minute Manager to Work”

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 13 of 67

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High Competence Experienced and comfortable at performing their job well.

Low Competence Generally lacks the specific skills required and

Applying Situational Leadership

All blanks completed? Application signed?

Date: _ Store Name/# ____________________________________