From the Industry: When the Whirlwind Takes Over

By Curtis Gillman

Sometimes the real problem isn’t ignorance, it’s exhaustion. Day-to-day operations can consume so much time and attention that meaningful improvements feel impossible. Leadership teams become trapped in what Chris McChesney, Sean Covey and Jim Huling describe in their book, “The Four Disciplines of Execution,” as “the whirlwind”—the constant stream of tasks, interruptions and urgent issues required simply to keep the doors open.

In that environment, even obvious improvements can feel overwhelming. But ignoring operational weaknesses doesn’t make them disappear. It only ensures they will grow quietly in the background. The whirlwind is inevitable. The real question is: What are you doing to manage it? The grass still needs to be mowed.

Inventory still needs to be stocked. Customers still need to be served. There is no one-size-fits-all solution, but in many cases the answer comes down to better cross-training, division of labor and intentional delegation.

There is no one-size-fits-all solution, but in many cases the answer comes down to better division of labor, cross-training and intentional delegation.

Too often, retailers rely on their most experienced and highest-paid employees to handle tasks that should be owned by entry-level team members. Your store manager may be the best person in the building at cutting keys or repairing screens, but those are not the best uses of their time.

In “The Four Disciplines of Execution,” the authors introduce the concept of “Wildly Important Goals” (WIGs): the few critical objectives that must be achieved to drive meaningful progress. The challenge for independent retailers is creating an environment where the frontline team can confidently manage the whirlwind, allowing leadership to focus on those WIGs.

When that shift happens, something important follows: With repetition and ownership, frontline employees don’t just maintain the operation, they improve it. Over time, they become faster, more capable and more consistent, often exceeding the proficiency of the leaders who once handled those same tasks.

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About Curtis

Curtis is a retail consultant and owner-operator with over 20 years of experience in the independent hardware and home improvement channel. He is the founder of Legacy Retail Advisors, where he works with independent retailers to improve operational performance, strengthen teams and plan for succession.

His approach focuses on disciplined execution, KPI-driven management and intentional leadership development.