Get Into a Growth Mindset

Like the muscles in the human body, if your operation isn’t moving toward the next goal, it’s most likely experiencing atrophy. While growth should be a part of every operational strategy, many retailers assume growth has to mean adding more locations or growing in physical size. Fortunately, growth comes in different forms; what’s important is that you employ a growth mindset. 

For Gillman Home Center, which has 16 locations in Indiana and southeastern Ohio, growth has included multiple locations, but the overall strategy is anchored in always looking to growth and continually making what exists even better. 

Curtis Gillman, chief operating officer for Gillman Home Center, says the independent home improvement channel is often guilty of confusing growth with new locations, acquisitions or even sales.  

“All of those ways are great, but they are only a fraction of the metrics that measure growth,” Gillman says. “For some operations, goals may be to grow in how you take care of your team. It can be improving how your company is connected to your community or expanding your marketing strategy, margins, employee education or your company’s sustainability.”

Starting Line for Growth

Gillman suggests beginning your growth mindset by asking yourself what a great company looks like and then doing everything you can to move toward those changes. Be open to pivoting, as your growth plans can change year to year or even month to month. Most importantly, your growth plans have to fit your company’s mission and culture.  

At Gillman Home Center, the focus on growth starts with leadership at the hiring stage. Gillman says for leadership positions, he uses a methodical hiring process, asking well-crafted questions that give the candidate the opportunity to demonstrate not only their technical prowess but also their leadership and willingness to learn.  

“I believe in team interviewing and making group decisions on crucial hires,” Gillman says. 

Open communication is another way Gillman maintains a growth mindset among leadership. He hosts standing meetings with his operations managers every Friday, and they meet no matter how busy everyone is to keep moving in the same direction.  

“Oftentimes this meeting is very operational and focuses on the fires of the day, but more importantly, it is a venue to build each other up and stay connected on our growth plans, not only for the company as a whole, but as individuals,” Gillman says. “We also occasionally read business or leadership books together and discuss the concepts and how they connect to our company.” 

Promoting Progress 

The communication aspect of a growth mindset trickles down to all team members as well, as Gillman says regular contact and accessibility to leadership are key to growth.  

“I have heard the debate before about whether owners should be spending time working in their business or on their business, but I don’t think it is that simple. It requires a balance,” Gillman says. “Your team has to be comfortable with you, and for them to be comfortable, you can’t be some person behind the curtain who sends out directives and admonishments.”

By spending time in his stores and talking to his team, Gillman says he can learn a lot from his team members and he hopes some of them can learn from him as well. He gets to know team members to understand what growth means to them and how the company can help them achieve their growth goals. 

“I have been surprised many times by team members, whether it be their leadership potential, their goals or their hidden talents,” he says. “If they aren’t comfortable enough with communicating and connecting with leadership, then big opportunities can be missed. Frontline team members have a lot of firsthand insight into how to help our company grow.”

Because Gillman Home Center has become spread out geographically, Gillman doesn’t always have the opportunity to personally get to know every team member and spend the necessary time with them. So, he installs leaders at the central office who share the company’s focus on growth and can support the growth strategy across the different locations. 

“No matter which location they work at, I want all of our team members to know they have my ear,” Gillman says. “My cell phone number is published around the stores, it is on my business cards and is in the company newsletter.”

Staying on Track

Gillman admits that growth isn’t easy, and his biggest obstacle to growth is fear. 

“I surround myself with people who are smarter than me and then trust them to do their jobs,” he says. “When I reflect on the team I have around me, the fear subsides.”

As you get your own operation into a growth mindset, Gillman says to reframe your definition of growth.

“Decide what is truly important to your business and grow your strengths to support those goals,” he says. “Find opportunities to serve the community better than you ever have, look for margin growth or grow your customer base. If you don’t want to do any of those things it may be time to look at a career change.”