Weekly Store Staff Meeting Agenda

Cover anything that came down from the District Manager since last meeting — new SOPs, predictive-scheduling notice changes, payroll-cutoff shifts, asset-protection alerts. Keep this to time-sensitive items only; non-urgent corporate updates go in the team huddle, not here.

Open the prior run of this checklist and read each action item with its owner. Mark each as done, in-progress, or blocked. Items that have rolled forward two weeks need an explicit decision: reassign, escalate, or close.

Pull the week's comp sales (same-store year-over-year) from the POS dashboard. Call out which days drove the gap or beat — weather, staffing, traffic, promo lap. Tie back to the prior week's promotional calendar so the team understands the why, not just the number.

Door count, conversion rate, units per transaction, and average transaction value tell a different story than top-line sales. A traffic miss is a marketing problem; a conversion miss is a floor-coverage or selling problem; a UPT miss is a suggestive-sell coaching gap.

Name the lever the team will pull: extra coverage on peak hours, a clienteling push to top-tier loyalty members, an end-cap reset to the best-selling SKU, or a manager-approved markdown on aged inventory. Assign an owner and a check-in date — vague "we'll do better" recovery talks are a known dead end.

Pull the inventory report for the top-20 sellers and any flagged out-of-stocks. Confirm the next inbound PO date for anything below safety stock. Out-of-stocks on advertised items are the single most common driver of customer complaints in the next week.

Identify which days have inbound trucks and who is on the receiving schedule. Receiving SOP — piece count vs. PO before signing the BOL — is where short-shipped vendor adjustments are won or lost. Make sure the receiving lead is named, not assumed.

Read out variances over the threshold (commonly $X or Y%) from the week's cycle counts. Don't just adjust the variance away — name the suspected cause: receiving error, mis-scan, mis-labeled stock, or possible internal/external theft. Trends across weeks point to which one.

Cover any updates to refund authority, cash-drop thresholds, age-verification prompts, or return policy. New rules announced verbally without a documented update tend to get half-applied within a week — confirm the written SOP is also updated in the team binder.

Call out the week's top performers by SPLH, ADS, or loyalty sign-ups — pick the metric the store is currently focused on. Add peer shoutouts collected from the team channel before the meeting.

Walk the LMS dashboard for outstanding modules — age-restricted sale training, harassment prevention, EAS deactivation, new-hire onboarding tracks. Note anyone behind on a state-required certification (alcohol seller, tobacco) so the ASM can schedule completion before the next shift.

Pull the posted schedule for the upcoming week. Verify open/close coverage by skill — every shift needs at least one keyholder with safe-and-alarm clearance. Flag predictive-scheduling notice deadlines if the store operates in NYC, Seattle, SF, Oregon, Philadelphia, or Chicago; last-minute changes inside the notice window owe premium pay.

Pull the week's Google, Yelp, and post-purchase survey responses. Read the verbatim — patterns matter more than scores. Out-of-stocks, fitting-room wait, and checkout speed dominate complaints in most specialty retailers; if your pattern is different, that's the more interesting signal.

Capture any escalations: a customer who left without resolution, a refund dispute, a reported shoplifting incident, an EAS gate confrontation, or any injury or near-miss. Each gets logged with date, associate, and outcome — these are the records that matter when corporate or legal asks two months from now.

For each flagged escalation, name the owner, the recovery action (call-back, store credit, replacement, refund), and the by-when date. Loop in Loss Prevention if the incident involved theft or a use-of-force question — pursuit-past-the-door incidents go to LP and HR, not closed at the store.

Cover the upcoming promo calendar — start dates, signage drop, BOGO or GWP mechanics, loyalty multipliers. Confirm the planogram reset for any new end-cap and assign the visual lead. Drift on resets is the most common reason advertised items can't be found by customers.

Read each new action item back to the room with named owner and due date. "The team will work on it" is not an action item — "Marcus updates the seasonal end-cap by Friday close" is. These roll into next week's review at the top of the agenda.

Upload the typed-up notes or photo of the whiteboard so absent team members and the District Manager can read the recap. Notes should include action items, sales call-outs, and any incidents flagged for service recovery.