When a coach works with their team they don’t just tell them their position and then send them out onto the field. A coach organizes practice sessions, encourages the players, gives them their playbook so they can strategize, watches tape of their performances with them so that they can see where they could have veered left instead of right.
A coach is just as active a member of the team as any player. While they may be standing on their sidelines, their role is to observe and react. To see how the other team, in this case our customers, responds to the plays used and provide the team with the tools needed to find the way through to them.
A coach provides feedback in the moment so that future opportunities are not lost. And then follows up in more detail later during a practice session to ensure that the lesson of the moment isn’t lost.
THIS is your role.
You are the coach of your team. You find the right people and the right positions for them. You train them in your playbook, the knowledge they need to be successful in that role. And then you practice getting ready for the game, where you then observe, recognize, and report on what you see so that you can enhance your player’s abilities and possibilities.
Coaching is finding the opportunities in your player’s game, and leading them towards the most effective outcome for them and the team as a whole.
Coaching in the Moment
Why is timely feedback the most effective?
The easiest reason for why timely feedback is effective is in the name…it’s timely! When something is fresh in your mind it is easy to recall details of the experience, and this is necessary when we are training employees. Not only is it fresh for them, but it is fresh for you so you can specifically point to their exact interaction or action without having to use a generic example.
Plus, if feedback is delivered in the moment, an employee has a chance to modify and practice new behaviors before they learn a bad habit. They say it takes a month to two months to break a bad habit, and another 18 days to develop a new one. Don’t let bad behaviors develop into routines, fix issues in the moment.
That said, in the moment does not mean, in front of the customer. Always take an employee aside for coaching conversations. Keep your frontline solid in front of customers.
What does this look like:
Observation
Possible Coaching
Possible Fixes
Customer tells employee they are really enjoying Fantastic Four’s latest run. You observe your employee responding that the current series is “absolute trash.”
“I know you think that by providing your opinion you are being real with the customer, but by telling the customer you hate the run you have insulted something they said they enjoy and made them uncomfortable.”
“If you’re really digging the new Fantastic Four, you should check out Volume 3. It’s such a cool take on the characters and the art and writing really shine. Let me get you a copy to flip through.”
This coaching opportunity directly addresses the exact behavior the employee demonstrated, offers an alternative way to say what they said, and provides a natural segue to selling an item to the customer…which is what a sales associate should be doing! This is what good coaching should look like!
As managers we have a tendency to think that our management style can be one-size fits all. After all, we’re the boss, right? But the truth of the matter is that a rigid manager can cause their team to fall apart.
When first working with an employee, it is helpful to find out how they like to receive their feedback. Of course, no one really LIKES feedback, but as it is our responsibility to coach our team members, we need to know how to best approach them with that information. In the corporate world, they really love to use personality tests to try to squeeze everyone into a box of different behaviors and emotions, but we can do that in a more natural way just by having conversations with our staff members one on one to find the right balance for them.
If an employee says they learn through comparative behavior, consider finding examples of how someone else on staff handled a situation that was successful. If someone finds themselves pulled down by that type of feedback, maybe don’t point out that they could be better if they emulate someone else’s style.
Some employees may learn through experimentation and doing, oftentimes this is well met with a couple of rounds of role-playing potential situations to allow them to see how things might play out based on their and the customers behaviors.
Others still may prefer to see information in writing, learning through text. For these employees, you may want to have copies of training materials available so that they can refresh themselves on what information is best suited for the conversation.
Generational differences also play a big role in how employees receive their feedback or their level of understanding of different things. For example, it may take a person over the age of 55 longer to understand how to use the computer system to order a comic. You may need to start at the very beginning steps of logging on and be prepared to slowly move through each step of the process. On the flip side, a Gen Z teen will probably find your process tedious if you take too long and may get frustrated feeling like you are speaking down to them, so understanding a person’s learning style, comprehension style, and communication style all become key factors in providing communication to your team.
Giving Feedback
When it comes to the act of actually administering feedback, it can get a little nerve wracking. You don’t want to come off as overbearing or unsupportive, but you want to make sure that your team member knows that the behaviors they are distributing aren’t necessarily the best way to go about assisting customers.
So how do you give them feedback that is both helpful and encouraging?
A good place to start is with these five basic steps to giving feedback:
Ensure that the recipient is ready: When preparing to deliver feedback, it’s helpful to verify that the person is ready for the feedback session. Asking a person, “may I give you some feedback on that transaction,” is a great way to open them up to the fact that you are about to coach them on the situation. Mr. Rogers used to ask his team if he could “elevate their ideas,” which set the stage for the fact that he was going to provide a way to take what they were doing and make it better fit what the expectations were.
Clearly describe the situation: When giving feedback it is important to provide as many details to the event as possible. This not only helps the associate see that you have a full grasp of the situation, but it also may help them see something they missed when they were going through the motions. This is another reason why coaching in the moment is so important. Details remain fresh to both you and the team member, making the conversation more relevant and easier to dissect.
Present your take: Remember when presenting your take to use “I” statements. “I noticed this behavior,” or “I feel like trying this might.” Using I statements helps keep employees from defending their behaviors, while giving you the chance to explain what you saw from the outside and why you feel that something else may be a more beneficial behavior.
Give actionable recommendations: Simply telling a team member that they did something that doesn’t work does not help to improve their future behaviors. It’s important when giving feedback to make sure that you give your employee a behavior or series of behaviors that they can try in the future to see greater success.
Talk with people, not at them: Nothing shuts someone down like feeling like their opinion isn’t valued. Let your employee participate in the conversation. You may come up with an even better way to meet your goals as a team when you talk through it together.
The Importance of Positive Feedback
Many times we become too focused on pointing out behaviors that we would like to see team members change, and we forget to recognize the good, and oftentimes, great behaviors that our associates demonstrate.
Celebrating wins, or positive feedback, is a great way to recognize when someone does something well. Positive feedback can help employees feel more motivated to do their job, but it can also help them and others learn and grow from the simple act of calling out that something is a behavior that helps the store, the team, or the customers.
Tips for giving positive feedback:
Be specific: Focus on the action or behavior that you want to recognize. This can be handled as simply as saying, “You did a great job explaining that book to that customer.”
Be genuine: Make sure your associate knows that you are sincere in your support of their behavior.
Be timely: As with any coaching situation you want to make sure that positive feedback is also given as soon as possible so that your team member can remember the behavior and knows that you are paying attention to the work they are doing.
Use the what and why method: Explain to them what impressed you about what they did and why you found it so effective in the moment.
Recognize the person: People want to know that you care about them as an individual on your team, make sure to tailor your feedback to them specifically, and remind them of their personal strengths when you highlight their performance.
Providing positive feedback helps your team members feel more receptive to feedback while also reinforcing the behaviors and skills you want to see continue.
Receiving Feedback
You are also going to need to receive feedback from your team members at times. We all make mistakes and we all have room to learn and grow, how you handle your team members responding to your feedback and providing their own to you speaks volumes to what kind of leader you are and want to be. It is important to learn to listen not for response but for reception. To see the value in the alternative perspective to what you are doing or providing. And to be prepared to adapt when necessary, just as much as you expect them to.
How do we demonstrate accountability while also building the same expectations in employees?
The word accountability has three major word associations: responsible, answerable, explainable.
It’s important to keep these words in mind when teaching accountability to your team members:
Responsible – who is responsible for ensuring certain actions get done. How can you take responsibility for action items? How do you take responsibility for your actions? Own it and take it!
Answerable – What answers can you provide for the situation? What solutions are available?
Explainable -Do you understand the reality of the situation? Explain the needed behaviors to rectify the situation and improve the behaviors in the future.
When we can learn that all behaviors impact the situation and that we must own our behaviors and actions we can improve our functionality.
The sooner that we acknowledge our role in situations, the sooner we can find an actual solution. Solution-making and implementation should always be the goal so work to move past denial and blaming and work towards getting things done.
Accountability Ladder:
The Accountability Ladder is a helpful tool when discussing accountability with team members. This guide can work to explain the difference in taking ownership of a situation versus creating excuses that do not actualize solutions for our customers or team.
How can you help associates move from stages like denial or excuses to making it happen?
Leadership at all Level
Be willing to learn from any team member – No one can know everything! But all together we can get really close!
Be open to learning from anyone on your team. When Macys was going under it was the employees that came up with the Macy’s Thanksgiving Day parade and saved the company…not to mention made a tradition that survived for generations.
Don’t be afraid to listen to your employees when they have ideas, even if it’s something you’ve always seen as a tried and true method they are questioning. They may find the hole you’ve been needing to patch!
Counseling is the escalated steps you take when the team member does not respond to coaching. While coaching is something that you do in the moment or right after the moment to give the employee the chance to adapt and move in a different direction, counseling is a more serious conversation.
Counseling generally occurs when an employee continuously misses opportunities, when an employee struggles with attendance or attitude towards the job, etc.
Counseling can often feel like the dreaded call to the principal’s office, giving it a negative connotation, but doesn’t have to be a negative experience. This is simply another way to help get your employee back on track.
As a more formal version of coaching, counseling usually consists of a written action plan that will let the employee see that you are aware of the situation, that you are documenting the conversation, and that you expect to see some sort of outcome from the planning session that the two of you are having. This is also something that for human resource purposes can be considered trackable.
What does this look like:
Observation
Counseling Goal
Expectations
Employee is continuously late to their shifts, even after being coached on the importance of arriving on time (Note instances of employee being late and coaching sessions had).
Determine if employee’s tardiness is due to a schedule malfunction or a misunderstanding of the requirements of their position.
Employee must not be late for a shift for the next thirty days to show that they are making efforts to improve. Failure to comply can result in write up or termination.
This counseling opportunity highlights specific times when the situation at hand has been previously addressed with the employee, giving them ample time to correct the behavior. This more formal conversation allows the manager to document that an official conversation has been had and that changes to behavior and follow-up expectations are expected to be met. It also shows that there are repercussions in line if the employee fails to improve upon such behaviors.
Oftentimes counseling sessions are like miniature reviews documenting an employee’s opportunities and the steps you expect them to make to improve upon those. Counseling sessions should include a scheduled follow up to discuss the performance changes (or lack thereof), and should include the employee’s acknowledgement of the expectations and timeframes.
Sample Employee Counseling Form:
Depending on your state laws, you may be required to keep an official record of any counseling sessions, write-ups, or reviews that you administer. It’s important to verify that you have all appropriate paperwork in order when it comes to employee training and development.
Below is a sample counseling form that can be used in case documentation is required or preferred.
EMPLOYEE COUNSELING FORM TEMPLATE:
Team Member Name: ___________________________________ Team Member Role:______________________________
Date of Counseling: __________________________________
Supervisor’s Name: __________________________________ Date of Incident: _________________________________
REASON FOR COUNSELING
Circle One: Tardiness/AbsenceBehavior/TeamworkInappropriate Conduct/DressPoor PerformanceSafety ViolationViolation of Company Policy Other: ____________________________________________________________________________________________________
ACTION TAKEN
Circle One: Verbal Warning Written Warning Suspension Probationary PeriodTermination Other: ____________________________________________________________________________________________________
DESCRIPTION OF INCIDENT(S)
SUMMARY OF CORRECTIVE ACTION(S) TO BE TAKEN
Signature of Employee: _______________________________________________________________________________
Signature of Supervisor Administering Counseling: ________________________________________________
Creating an Action Plan
Once you’ve had the conversation with your team member about the behaviors that you have seen and the corrective actions you would like to see them take to turn their progress around, it is important to give them a clear action plan.
This can be as simple as writing on our Counseling Form the details of the expected actions and the timeframe they should be completed within. Or, for more serious problems, you can create a full action plan for your employees to follow to help them along the way.
Remember to make sure that goals are clear for both the employee and the supervisor’s role in the actions to be taken.
It is also helpful to ask the employee to explain back what the expectations are so that you can ensure that they fully understand what is required of them. This will make sure that there is no confusion in any follow ups on where an employee should be at the time of future conversations.
Below is a Sample Employee Action Form:
EMPLOYEE ACTION FORM TEMPLATE:
Team Member Name: ___________________________________ Team Member Role:______________________________
Date of Counseling: __________________________________
Supervisor’s Name: ______________________________ Date of Expected Improvement: _________________________
AREAS FOR IMPROVEMENT
EXPLAIN IN DETAIL THE AREAS/ACTIONS EMPLOYEE NEEDS TO IMPROVE ON:
SUCCESS LOOKS LIKE
DEFINE WHAT SUCCESS WOULD LOOK LIKE:
INITIATIVES FOR IMPROVEMENT
DEFINE WHAT ACTIONS/BEHAVIORS EMPLOYEE AND MANAGER WILL TAKE TO HELP REACH THAT SUCCESS:
PROGRESS/RESULTS
TRACK EMPLOYEES PROGRESS AND COMPLETION BASED ON EXPECTED DATES:
Signature of Employee: _______________________________________________________________________________
Signature of Supervisor Administering Counseling: _______________________________________________
After you have held a coaching or counseling session, it’s important to continue the conversation in the future. You want your employees to see that you aren’t just showing up and barking orders, but are actively participating in their growth and development. You also want them to understand when a counseling session or warning is given out that you will be monitoring the behavior to see if they improve in the expected timeframes.
Some tips for following up, include:
Be timely and consistent: If you tell your employee that you will follow up with them in a week, do so. As mentioned earlier, it takes time to develop a habit, it also takes accountability. Make sure that you provide that for your employees so that they can develop needed or preferred behaviors as expected. Being consistent shows that you are as committed to their success as you expect them to be.
Be transparent: When addressing the progress you see from a team member, it is important that you are clearly and openly communicating what progress or challenges you are seeing in them. If you need to make an adjustment to the plan to help them stay on track, ensure that they fully understand what is being changed and what is expected of them. Feedback isn’t supposed to be a trick, but a tool. Make sure they have the same access to the toolbox that you do.
Celebrate successes: As they move through the process, take some time to point out when you see them demonstrate behaviors that reflect the changes you are seeking. This will motivate them by showing you see the good work they are doing.
Define final parameters: If an employee has successfully changed the behavior or accomplished missed tasks, let them know that they have done so. Using counseling of behaviors as a fear tactic, discourages employees from feeling like they are valued or part of the team. Take the time to have a follow up session at the end of the period and let employees know that they have accomplished the goal and that you hope it continues moving forward.
Ask for feedback: It’s always important to end your sessions with follow up from your team as well. Is there something else you could be doing to support them? Is there a way to make sure this requirement is better communicated to future team members? Is there something missing in the training? Including your employees in the conversation for further improvement shows that you value leadership at all levels and want to see the team as a whole succeed.
Instructions: Read the following behavioral situations and answer the questions based on how you would provide feedback to the employee in the scenario. Your responses should demonstrate your ability to listen and understand the situation, present and reiterate expectations through either coaching or counseling, and follow-up with your employee.
Scenario 1
Description: An employee is assisting a customer looking for a certain book which you do not have in stock. You witness the following conversation, before the customer leaves the store empty handed.
Customer: “I heard James Gunn said that you should read All-Star Superman in preparation for the new movie, do you have that in stock? I really want to read it.”
Employee: “Oh, yeah, you and everyone else. We’re totally out of stock.”
This is the first time you have seen the employee demonstrate this kind of behavior.
Questions:
List two possible alternative behaviors you would like to see the employee demonstrate next time.
How would you coach the employee in the moment to exhibit those behaviors in the future?
Scenario 2
Description: You have an employee that is consistently late for work. When they arrive for their shift they almost always take ten minutes in the backroom before they hit the floor, making them even later, causing a disruption in scheduling for others.
This is the third time you have had a conversation with them about this behavior.
Questions:
What actions can you take beyond coaching them on the behavior?
How can you explain the behaviors you want to see and outline expectations for the future?
Scenario 3
Description: You have an employee who was on an action plan for the way they handled closing duties. In the past, they have continuously left stacks of go-backs on the counter for the morning person to put away and failed to take out the trash. Over the last few weeks, you have noticed they have become the best at making sure the store is clean and bright.
You aren’t due to have your official follow up to their action plan for another two weeks.
Questions:
How can you show them that you notice their improved behavior?
What actions would you take to ensure that the behavior is maintained going forward?
What follow-up questions might you ask to find out what has made the cleaning process easier for them and how you can get the rest of the team to implement it?
Scenario 4
Description: An employee on your team has noticed that when you come in you seem to be stressed and grumpy. They ask you if they can provide you some feedback, at which point they inform you that it seems to them that you have been exhibiting the behavior on the sales floor towards employees and customers alike.
You have just received feedback from an associate about your behavior that you feel strongly about.
Questions:
How do you approach the fact that your employee is providing you with feedback?
What actions can you take to demonstrate that you value their opinion?
What are ways that you can take action on your own behaviors to showcase that your team that you understand you are also a member of the team that needs to be held accountable?
Feedback is an extremely valuable tool for all team members to give and receive. It is important that as managers/owners, we are prepared to coach our teams in the moment to ensure everyone is getting an equal and tailored chance to develop. It is also important to ensure that when we evaluate behaviors that we are focusing on specific moments, actions, and skills with a positive, growth-centric mindset at the base of all we do.
Expected behaviors and requirements should be outlined in Job Descriptions and Employee Handbooks. For more information on how to do that, see our guides on Creating Job Descriptions and Expectations and Employee Handbooks.
Handselling is a term that originated in the book industry. It refers to the practice of promoting books through personalized recommendation rather than by publisher-sponsored marketing. Handselling comes easier for some folks than for others, but it is a learnable skill. With a little effort and care, everyone can become better at handselling.
The best handsellers share the following traits:
They have genuine enthusiasm for theirs product
They are active listeners
They know how to ask open-ended questions
They have knowledge about their products
When they don’t know something, they understand where to find the information they need
Why Handsell?
Handselling is more fun for everyone involved–as a salesperson, you get to talk about the books you like best, not just the new hot title of the week. Your response to the customer provides a moment of connection, not just a transaction–they will also get to talk about the things they like!
When done right, handselling feels more like an organic interpersonal experience than a high-pressure sales tactic. It works by building connections between the salesperson and the customer. Our shops are part of a greater community, and taking time with each customer helps us better understand the individuals in our community and the community as a whole.
Training Objectives
On the next page is a list of the overview of objectives you will learn throughout this training. Speak with your manager in regards to how they would like you to proceed through this manual.
Objective
Gain a solid foundation regarding what handselling looks like, why we use it, and what the benefits of it are.
Understand the basics of using Product Knowledge to connect with customers and generate sales.
Understand how to use Social Connection to build rapport and create organic selling experiences with customers.
Learn to recognize common Customer Cues to better understand their responses.
Learn how to be an Active Listener when in conversation with the Customer.
PRODUCT STRATEGY
What is “The Product Strategy” of Handselling?
The Product Strategy of handselling is a sales technique built from the salesperson’s knowledge of their product. The Product Strategy is straight-to-the-point and easier to use with customers who are in a hurry or may, initially, seem uninterested in talking (in other words, may not be as open to the Social Strategy of Handselling).
Important Forms of Product Knowledge
Getting to know your product, especially in an expansive field like comics, is a long-term project–and you’ll never know everything. Here are some major “categories” of product you should familiarize yourself with:
New Releases
Many people are coming in for the weekly new releases. Take a moment every week to check on what titles have just been published, and what will be published soon.
Popular Favorites
Familiarize yourself with award-winning books and books that are frequently discussed by comics fans. Pay attention to the broader fan discussions of titles (at cons, online, etc), and also to what is specifically popular with your local community.
Age-Appropriate Titles
Know what books are appropriate for certain age groups and reading levels. Learn how to quickly determine audience and age level even if you are not familiar with the contents.
Product Lines
Familiarize yourself with certain publishers and imprints. For example, Vault Comics focus on horror, sci-fi, and fantasy comics. This can help you identify a book’s content and intended audience even if you are not familiar with the story.
Where Do I Get This Information?
There is simply no way you will be able to read every single book that comes into your store. That’s why it’s important to know where you can find information about books, even if you haven’t read them yet. Here are some sources you should turn to:
Your Fellow Staff. Read any “staff recommendation” cards or posts folks make. If you have more questions, talk with them! Telling a customer, “[Insert name here] has been raving about this book!” still feels like an honest, genuine recommendation.
Solicits. Flip through Previews, other preview catalogs, and marketing emails. These marketing materials will generally provide brief plot synopses and comp titles (see below).
Customers. You can turn a conversation with a customer into a covert fact-finding mission. If someone brings up a book they like, ask what they are enjoying about the book.
Reviews & Discussion. Do you have a favorite reviewer on Tiktok or Youtube? Or do you read a newsletter or a blog that recommends and reviews comics? These kinds of resources can be helpful for expanding your knowledge about books you haven’t been exposed to yet.
Comp Titles
Marketing material for new books will often advertise a new book by including multimedia comp titles (short for “comparative titles”) like: “This book is like X-Men meets TheBreakfast Club!” One of the most common ways you will use product knowledge to handsell books is by taking advantage of comp titles like these.
Comp titles are useful for a lot of reasons:
They help you quickly describe a book without giving away plot spoilers or getting bogged down in details.
They are very adaptable: you can “comp” plot, tone, visual style, or intended audience.
They are an excellent shorthand for figuring out a customer’s specific interests.
They are useful when you don’t have the exact title a customer is looking for, but have another title you think they will like.
Here are some important things to consider when suggesting comp titles for a customer:
What other media is a customer interested in? This is especially valuable if a customer is new to comics! Ask them about their favorite movies, TV shows, video games, novels, etc.
Who is the author or artist of the work a customer mentions? Is there other work available by those creators, or frequent collaborators of those creators?
For example, a customer may say they enjoyed the Locke & Key TV show. Of course you could show the original comic, but you could also show them other works by Joe Hill, like Plunge or Basket Full of Heads. Or, you could show them Rain, an adaptation of a Joe Hill short story. Or, you could show them Gabriel Rodriguez’s Little Nemo:Return to Slumberland.
What does the customer like about the work? Is it the visual style, the writing style, the genre, or the theme? What don’t they like?
For example, a customer says their favorite TV show is Bones. They might like murder mysteries like The Good Asian. They might care more about the found-family aspect, and prefer something like Runaways. Or, they could be interested in stories about autistic characters, and therefore might enjoy a memoir like Invisible Differences. The only way to find out what a customer really wants is to ask!
Not everything will work the first time, and that’s okay! You don’t need to force a connection–and a rejection can also be a useful way to narrow down what the customer wants!
Age-Appropriate Recommendations
A parent comes into your shop one afternoon asking which Deadpool comic is best for their seven-year-old. A nine year old picks up Fungirl because they think it looks funny. What do you do?
The truth is, if you are not an area expert, it can be really tricky to figure out age-appropriate recommendations for kids…and the fact that we’re selling comics makes things extra tricky. There is no standard rating system for comics like there is for video games, TV, and movies. There is also a long-standing cultural bias that associates all superheroes–and to some extent, all comics–as “kids’ stuff.” But we know that’s definitely not true! Luckily, there are few broad guidelines that can help you navigate the world of age-appropriate recommendations! Here are a few steps:
Ask about reading level. You don’t need to understand all the differences between a 4th and a 5th grade reading level. But, you can pay attention to some details. For example, if the text is small, it will be harder for younger and struggling readers to see. How many words are on a page? Very text-heavy pages will be appropriate for older readers, and difficult for younger readers. Take a glance at the length and difficulty of the words, too. Young readers appreciate simpler words and shorter sentences.
Ask the parents what values they have when it comes to content. Some parents care very much about exposure to violence, and some don’t…but do care if there is any sexual content. The same goes for profanity. Be frank and honest about content with parents, and they’ll let you know what their boundaries are.
Check the book! Many graphic novels will have a recommended age range printed on the back or included in the impressum at the front (this may also contain information on the theme and content).
Learn about kid-friendly publishers and imprints. For example, Scholastic and Graphix produce books that are aimed at early readers through middle school. Same with Random House Graphic. First Second ranges from middle readers to young adult books.
For popular categories, like manga and superhero comics, make a short list of titles rated “G” and “PG”. This way, if a third grader wants to read Chainsaw Man, but her dad doesn’t want her reading violent content, you can jump right to your list rather than jumping through a series of comp titles that are still inappropriate.
SOCIAL STRATEGY
Social Strategy is a handselling approach centered around building a relationship with the customer, and creating recommendations based on the information you discover by connecting with the customer as a person. By making the customer feel welcome and seen, you build customer loyalty and encourage word-of-mouth marketing. The Social Strategy works for many types of customers, but is especially effective with folks who aren’t traditional comic book fans.
Creating an Opening
When a customer comes into the store, greet them warmly. Then, create a conversation. Avoid asking questions that produce a simple yes/no answer. Focus on questions that begin with “What,” “Why,” and “How.”
Instead of Asking…
Ask:
Can I help you today?
What brings you into the shop today?
Have you read (XYZ) series?
What kind of stories do you like?
Did you like (XYZ) book?
What did you like about (XYZ)?
Shopping With a Friend
There’s a simple fact in retail: it’s not the product, it’s the people. Customers can go anywhere to buy a book, including making an order from home while they’re still in their pajamas. If we assume the product is the primary focus of a customer’s experience, we make it too easy for them to choose a cheaper or more convenient option. On the other hand, if you make the customer feel like it’s worth getting out of their PJs to come into your shop, they are more likely to visit, browse, and explore–even if you don’t have the exact title they thought they wanted.
A friendly atmosphere, pleasant conversation, and good recommendations–these are the things that create loyal customers that will come back over and over. You are trying to make sure every customer leaves having made a purchase they can feel confident in. You want your customer to feel like they are out shopping with a friend, not being force-fed something they don’t want.
Little Things Can Last Forever
It doesn’t take much to make a customer feel special…it just takes a little effort and a willingness to connect with new people.
Ask your customers’ names…and use them! This little thing makes customers feel less like cookie cutter cash cows and more like part of your community. It’s okay if you mess up, customers will appreciate that you are making the effort.
Remember what a customer reads, and suggest comp titles unprompted. If a customer bought issues of Stray Dogs, greet them by saying, “Hey, I remember you read all of Stray Dogs, did you know there’s a new series by the same team?” or “Hey, this new book came in and I thought of you.” If they are a subscriber, slip a copy in their box and bring it up when they are checking out. Much like remembering someone’s name, remembering what they read makes a customer feel seen and understood.
Learn one interesting fact about your customer each time you speak to them, and try to recall that when it becomes relevant. Like remembering names and what your customer reads, this lets your customer know you see them as a full and complex human, not a cog in your machine. In this case, your facts don’t even have to be about comics! If it helps, keep a post-it note with relevant details in a customer’s box.
You don’t have to be friends with all of your customers. You don’t even have to like them! But, if you want to build a loyal customer base, you’ll make sure everyone–especially the ones who rub you the wrong way–feels welcome and important when they step inside your door.
READING CUSTOMER CUES
Whether you use the “Product Strategy” or “Social Strategy,” one of the key skills of handselling is learning to read customer cues. When showing products to customers, watch and listen to how they respond. What are they saying? What is their body language telling you? This will help you figure out your best next step.
It can be hard to understand a customer’s personality when you have just met them. However, there are social cues and elements of body language that can guide you. For example, a person who is interested in what you are saying may demonstrate behaviors like:
Following you as you walk toward a book’s location
Turning their body or their eyes towards you
Asking follow up questions
Reaching for the product as you hand it to them
A person who is disinterested may demonstrate behaviors such as:
Turning their body or eyes away from you
Looking at their phone
Looking at a different section of the store
Not taking a product you hand them
Making faces that express dissatisfaction or interest
Tick, Tock
Some customers come in to browse leisurely, while others need to get in and get out. Customers who want to browse will get annoyed if they feel rushed, while customers who are in a hurry will be annoyed if you don’t respect their time. Remember that you are not only working to find the right item for the customer, but to make their whole experience a pleasant one. That means you also have to make sure you find the right item in the right amount of time! Watch the customer’s body language and social cues to better understand the customer’s timeframe.
Find the “Yes”
Sometimes, without realizing it, we say “no” for the customer. This is a sure fire way to miss out on a sale. What does saying no for the customer look/sound like?
Closed-ended questions. If you ask a “Yes or No” question, your answer will be a yes or no. “Can I help you find anything” is the single biggest killer in retail sales conversations. We often instinctively say “No,” when asked this question, even if we do need help. Find ways to start open dialogue with your customers.
Tasking not asking. If you are on the sales floor, your first and most important job is helping customers. If you are working on another project, your customers may feel like they are bothering or interrupting you. So, if a customer is in the store, stop what you are doing and help the customer. If they want to continue browsing quietly, be sure to check in and let the customer know they have your full attention.
Mocking customer choices. Customers appreciate honesty and transparency, but when you outright tell a customer you don’t like something, especially if they ask about it, you risk alienating them. Remember that sales is not about you, it’s about the customer. If a customer asks about something you don’t like, find a way to be honest but also explain why other people enjoy the book. For example, “My coworker Sandy has been raving about this book!” Don’t risk making someone feel bad for what they love, just because you didn’t love it.
Stopping too soon. When a customer asks for something, give multiple suggestions! If they ask about a particular genre, don’t just point at the section; take them there and pull out a few favorites. Don’t stop at the first or easiest suggestion. Of course, watch for a customer’s cues to better understand when they are done, but until that point, keep working with the customer!
ACTIVE LISTENING
Hearing the words a customer says is a good step toward excellent customer service, but in order to be a great sales associate, you want to be an expert in active listening. Active listening means you are present in the conversation and responding to it. There are ten thousand things to do all the time, but they all only exist so that we can give our customers the best experience ever, so give your customers the time to actually listen and engage with them. Not only will it mean a lot to the customer, but it will also lead to further sales opportunities.
Eavesdropping is not only allowed in retail, it’s encouraged! Listen to what everyone in the room is saying. Are you standing by a set of customers who are talking about their favorite characters? Ask them if they saw the latest issue featuring that character, or if they are excited about that character’s appearance in a recent movie. If you hear someone say they can’t find something while they are chatting with a friend or on the phone, find the item and take it to them. This kind of close, active listening not only helps you provide better customer service, but it’s also a great loss prevention tool.
PRACTICE & EXERCISE
Instructions: Read the following customer interactions and answer the questions based on the information and social cues provided. Your responses should demonstrate your ability to actively listen, identify key details in the conversation, interpret social cues, and provide suitable recommendations or responses.
Scenario 1
Description: A customer enters the store, looking around nervously and avoiding eye contact. They are holding a list but don’t approach the counter.
Customer: “My niece is 12 years old and loves adventure stories with strong female characters. She also loves to draw. But I don’t know a lot of details. What should I get her?”
Questions:
Using only the description of their behavior, what social cues suggest that the customer might need assistance?
How would you approach this customer to make them feel comfortable and offer help?
What key details did the customer provide about their niece’s preferences once you spoke with them?
List two recommendations that fit the customer’s request and explain why you chose them.
Scenario 2
Description: A regular customer comes in, looking excited and talking rapidly about a new comic book series they heard about. They are smiling and making frequent eye contact.
Customer: “Hey! I’ve been a huge fan of superhero comics for years, but I’m looking to branch out into something different. I’ve read Saga, and loved it. I’m interested in more stories that blend genres and have deep, complex characters. Any suggestions?”
Questions:
Using the description only, what do the customer’s social cues indicate about their emotional state?
What did the customer enjoy about Saga?
How would you respond to this customer’s excitement and ensure they find what they’re looking for?
What follow-up questions might you ask to find out more information?
List two recommendations that fit the customer’s request and explain why you chose them.
Scenario 3
Description: A customer is browsing the shelves with a furrowed brow and sighing occasionally. They pick up a comic book, flip through it quickly, then put it back and move on to the next one.
Customer: “I guess I’m just feeling a bit overwhelmed by the choices. I’ve been really into mystery and detective stories lately. Where should I start?”
Questions:
Using the description only, what do the customer’s social cues indicate about their emotional/mental state?
What actions would you take to assist this customer and alleviate their frustration?
What follow-up questions might you ask to find out more information?
List two recommendations that fit the customer’s request and explain why you chose them.
Scenario 4
Description: A customer approaches the counter with a comic book in hand, but they are avoiding eye contact and speaking in a low, hesitant voice. They ask a few questions about the comic in their hand, but seem unsure.
Customer: “So, I read Watchmen and V for Vendetta this last year, but I haven’t read much else. I’m looking for something unique to read next. I love sci-fi and dystopian themes, and I appreciate when the art style really stands out. But I also want something really thoughtful and smart. Is this book a good choice?
Questions:
Using the description only, what do the customer’s social cues indicate about their emotional/mental state?
What are the customer’s specific interests and past reads?
How would you address the customer’s uncertainty and help them make a confident purchase?
List two recommendations that fit the customer’s request and explain why you chose them.
CONCLUSION
Mastering handselling skills in comics retail is essential for fostering customer loyalty and enhancing a customer’s experience. By actively listening to customers and interpreting their social cues, a comic book retailer can provide personalized recommendations that resonate with each individual’s tastes and preferences. Effective handselling goes beyond merely suggesting popular titles; it involves understanding the unique needs of each customer, whether they are seasoned collectors or newcomers to the world of comics. Building this rapport not only increases sales but also establishes the retailer as a trusted partner in the customer’s journey through the wild world of comics.
Incorporating these handselling techniques into daily interactions will transform you from just another sales associate to a valuable guide in your community. The ability to connect with customers on a deeper level, combined with a thorough knowledge of comic book genres, authors, and artists, will ensure you can make impactful recommendations that can turn casual readers into passionate fans. As you continue to develop and refine these skills, remember that your enthusiasm and expertise are powerful tools that can inspire and cultivate a love for comics in every customer you encounter.
Before you call someone in for an interview, review their application to ensure the candidate fits your needs. Your preparation for every interview should be unique to each candidate’s experience and expertise.
Here are key points to evaluate while you formulate questions prior to the interview:
Past Job Experience. What is the candidate’s relevant experience? Relevant experience may not always be direct experience (i.e. in comics)–for example, a person who has worked in a restaurant may not have experience with retail sales, but will likely have lots of customer service experience that will translate well to your shop.
Time Spans. Don’t overlook the dates of previous employment. Does your candidate have a long list of experience, but did so by working many jobs for short periods of time? Are there any long gaps in their resume? Will this be their first job?
Availability. Before you interview a candidate, you should verify whether they will be able to cover shifts that you need. based on the hours they are interested in working that they can cover the shifts you need them to.
Your Red Flags. Every store has a unique culture and way of doing things. Keep an eye out for things that might be red flags for your store, or the specific position you are hiring for. You will want to follow up on any concerns you have.
Creating Questions for the Interview
Even if you work well “on the fly,” take a few minutes to create interview questions after you review a candidate’s application. You may forget something important during the interview! As a rule of thumb, create 15 questions you can use to get all the information you need. You may not use all 15 in the interview, but having them ready will make the interview run smoothly. Aim for:
Five questions that help determine if the candidate will fit in with your team’s culture
Five questions that determine whether the candidate has the specific to skills needed to complete the job
Five questions that address the unique strengths and weakness you noticed in the candidate’s application
This variety will give you a wide enough window into who they are, what their experience is, how relevant it is, and how they will fit into the existing team structure.
When you are creating interview questions, keep the following notes in mind:
DO ask open-ended questions.
Yes-or-no questions lead to yes-or-no answers, so try to ask questions that give your candidate the chance to expand. Instead of asking “Have you ever done this task?” ask something like, “Tell me about a time where you had to do this task.”
DON’T lead the candidate to the “right” answer.
We can subconsciously lead a candidate to the answers we want to hear. Be mindful of how you word a question to ensure you are getting the candidate’s genuine response. Instead of asking, “Tell me about a time where you did the right thing to fix a difficult situation with a customer,” ask something like, “If you encountered a customer acting like XYZ, how would you respond?”
DO create moments for them to tell you about their experiences
When you ask a question, give the candidate’s answer room to breathe. Let them tell you details about the information on their application in their words. Your questions are important, but so is the way they respond to your questions.
DO make your expectations clear in conversation
When you sit down for your interview, you want to give the candidate a clear view of what the position is and what expectations will be. Use this as a guide for the questions you ask and to help interpret the answers they give.
Legal Protections
The Equal Employment Opportunity Commission has strict protections in place for all interview candidates and incoming associates. It’s important that you, or your hiring manager, comply with these statutes to protect yourself and your candidate at all times. Here are a several things that you should avoid entirely in any interview situation:
Race, Religion, Age, or Ethnicity. Certain personal characteristics that are protected by law, such as race, color, religion, sex, national origin or age should not be brought up directly or indirectly in an interview setting. This includes things like: genealogy, languages spoken at home, churches attended, specifics about professional organizations (sororities, fraternities), etc.
Family Planning. It is unlawful to ask a candidate whether they are pregnant or intend to start a family in the next few years.
Medical Issues. You cannot ask an interview candidate to provide information regarding a disability, even if that disability is seemingly obvious. This extends to family medical history, ongoing treatments and medications, past workers’ compensation claims, etc.
You are allowed to ask an applicant if they would like to voluntarily report a disability for affirmative action purposes.
You are allowed to ask an applicant if they will need reasonable accommodation during the application process or on the job in certain circumstances, if the candidate has disclosed they have a disability. This includes offering to assist or change the application process or work environment/process to allow them reasonable accommodation to perform the job.
Following Up
As your interview continues, pay close attention to a candidate’s answers. Take notes while they speak. Once a candidate has answered a question, you don’t have to move on to the next question. It may be just as valuable to follow up on their answer. Remember, you want to avoid leading questions, so if something stands out to you that your candidate mentions, your best bet is to ask them to explain their answer in more detail, or to expand on their actions or the outcome of a certain situation.
Sample Question List for Associate-Level Interview
Tell me about a time when you were given a goal at work. and how you handled it.
How do you handle customer objections or rejections when you are suggesting titles?
Describe a time when you had to work with a difficult team member. How did you handle it?
How do you stay motivated during slow periods? On the flip side, how do you handle fast-moving situations?
What strategies do you use to build rapport with your customers?
Tell me about a time when you had to handle a high-pressure situation in a customer service setting.
What unique characteristics make you well suited to this position?
Describe how you would sell the same product to two different customers.
What do you think your current supervisor would tell me about you?
Describe a situation where you had to handle multiple projects at once. What was the outcome?
Tell me about a time when you had to work as part of a team. What were your biggest takeaways from that experience?
Tell me about a time when you experienced excellent customer service? What makes that interaction stand out to you?
Tell me about a time when you were unable to answer a customer’s question. How did you handle the situation?
What is one thing you try to accomplish in every customer interaction?
Tell me about a time when you had to learn about a product or service quickly in order to talk to customers about it.
What can you tell me about our brand and the products we offer?
What about our company culture interests you?
Tell me about your experience with POS machines and cash-handling.
Which of your past experiences do you feel most qualifies you for working in this type of environment? Why?
If you had your own comic store and you could only carry seven titles in it, what seven titles would you put on the shelf?
The Product Strategy of handselling is a sales technique built from the salesperson’s knowledge of their product. The Product Strategy is straight-to-the-point and easier to use with customers who are in a hurry or may, initially, seem uninterested in talking (in other words, may not be as open to the Social Strategy of Handselling).
Important Forms of Product Knowledge
Getting to know your product, especially in an expansive field like comics, is a long-term project–and you’ll never know everything. Here are some major “categories” of product you should familiarize yourself with:
New Releases
Many people are coming in for the weekly new releases. Take a moment every week to check on what titles have just been published, and what will be published soon.
Popular Favorites
Familiarize yourself with award-winning books and books that are frequently discussed by comics fans. Pay attention to the broader fan discussions of titles (at cons, online, etc), and also to what is specifically popular with your local community.
Age-Appropriate Titles
Know what books are appropriate for certain age groups and reading levels. Learn how to quickly determine audience and age level even if you are not familiar with the contents.
Product Lines
Familiarize yourself with certain publishers and imprints. For example, Vault Comics focus on horror, sci-fi, and fantasy comics. This can help you identify a book’s content and intended audience even if you are not familiar with the story.
Where Do I Get This Information?
There is simply no way you will be able to read every single book that comes into your store. That’s why it’s important to know where you can find information about books, even if you haven’t read them yet. Here are some sources you should turn to:
Your Fellow Staff. Read any “staff recommendation” cards or posts folks make. If you have more questions, talk with them! Telling a customer, “[Insert name here] has been raving about this book!” still feels like an honest, genuine recommendation.
Solicits. Flip through Previews, other preview catalogs, and marketing emails. These marketing materials will generally provide brief plot synopsis and comp titles (see below).
Customers. You can turn a conversation with a customer into a covert fact-finding mission. If someone brings up a book they like, ask what they are enjoying about the book.
Reviews & Discussion. Do you have a favorite reviewer on Tiktok or Youtube? Or do you read a newsletter or a blog that recommends and reviews comics? These kinds of resources can be helpful for expanding your knowledge about books you haven’t been exposed to yet.
Comp Titles
Marketing material for new books will often advertise a new book by including multimedia comp titles (comparative titles) like: “This book is like X-Men met Breakfast Club!” One of the most common ways you will use product knowledge to handsell books is by taking advantage of comp titles like these. Comp titles are especially useful when a customer wants to read something new, but isn’t sure what to read yet. They are also useful when you don’t have the exact book a customer is looking for but think they might like another similar book.
Here are some important things to consider when suggesting comp titles for a customer:
Never be afraid to ask about other media, especially if a customer is new to comics. If a customer can’t think of a comic they like, ask them about their favorite movies, TV, video games, novels, etc.
Who is the author or artist of the work a customer mentions? Is there other work available by those creators, or frequent collaborators of those creators?
For example, a customer may say they are big fans of Doctor Who. You could let them know that Paul Cornell and Neil Gaiman wrote for Doctor Who and also have written their own comics. Jody Houser and Dan Slott haven’t written for the TV show, but have written many Doctor Who comics, as well as a whole lot more!
What does the customer like about the work they mention? Is it the visual style, the writing style, the genre, or the theme? What don’t they like?
For example, a customer says their favorite TV show is Bones. They might like murder mysteries like The Good Asian. They might care more about the found family aspect, and prefer something like Runaways. Or, they could be interested in stories about autistic characters, and therefore might enjoy a memoir like Invisible Differences. The only way to find out what a customer really wants is to ask!
You’re browsing some books or dreaming about the future and think to yourself: “What if I opened my own comic shop?” At ComicsPRO, we’ve all literally been there! It’s an exciting thought, but it can quickly become overwhelming. This sheet will help you think through a few of the most important questions before you get started.
Preliminary Research
Before really beginning your journey you want to know as much as you can about the area you are planning to put your shop into, and the people who will likely make up your customer base. Consider the following:
Demographics. What is the age distribution of nearby populations? What are the income brackets? What is the employment landscape like? How easy is it to move around the area with or without a car?
Economic & Population Growth. Is the population growing over the years or declining? What does that growth rate look like? Are there a lot of businesses moving to the area, or are more businesses closing than opening?
Safety & Comfort. What is the reputation of your location? Are there (correct or not) perceptions about the area that may deter customers from visiting? Will you need to create specific plans for crime?
Competition. Look at the other stores that you may consider your “competition.” How will your store differ from theirs?
When you have completed this research, you will be able to generate a SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats). Banks, insurance companies, and other lenders usually expect to see a SWOT analysis along with demographic research before providing financial support.
Location
You probably have an idea of what city or area you want to open it in. But narrowing down a specific location is much harder! How do you know what location is right for you?
Destination vs. Shopping Center. There are “pros” and “cons” to being part of a shopping center or being a more independent destination. What is most important to you? What would you rather not have to deal with?
Distance from Competition. There are no hard-and-fast rules regarding how far you should be located from another comic shop. You will want to consider things like:
What is the population density of the area I am looking to open a shop?
What are the commuting patterns of my prospective customers?
How will my stock differ from other nearby shops?
Customer Base
You will always have many types of customers looking for all kinds of books. We all want to make every kind of customer happy, but the truth is we often have to make difficult decisions due to cost, space, and availability of certain product lines. Determining your target customer base will help you prioritize your values and will guide important decisions about inventory, location, staffing, and more. The most common comic shop customers are:
The Collector loves a shop with a ton of backstock that is organized, priced, and always replenishing.
The Reader loves a shop with book clubs, tons of staff recommendations, and staff that’s willing to chat.
The Speculator loves a shop that carries a lot of Big Two books (Marvel and DC) and variant covers in pristine condition.
The Family loves a shop with a robust All-Ages section that is welcoming to even the antsiest kids
The Casual/Newbie loves a shop that doesn’t make them feel judged for their lack of knowledge.
The Manga Fan loves a shop that carries a wide variety of manga, and especially loves seeing early volumes of ongoing series that the big book stores don’t carry anymore.
Next Steps
There’s a whole lot more that goes into opening a comic shop, from thinking about your open hours, to ordering fixtures, to making decisions about staffing. But don’t worry: ComicsPRO has you covered. To find more in-depth resources about opening a comic shop, email Shannon at comicsproedu@gmail.com to set up an appointment.
ComicsPRO is a not-for-profit trade organization dedicated to the progress of direct-market comic book retailers. Our goal is to promote advocacy, education, and opportunity for their members and, in turn, for all storefront comic book retailers. Find out more about us at comicspro.org.
