Pollock Area Private Meeting Prep

Inbox thoughts37

AI evidence candidates4

Draft agenda items0

Draft minutes0

Meeting Setup

Quick Capture

You can also tell any June-connected AI: “Add to the next GM meeting…” or explicitly say “Meeting thought…” in a June Watch capture.

AI Review Lens

Results and controllability

Look for the metrics most below goal, common root causes, emerging exceptions, and decisions the area can influence.

Engagement and buy-in

Balance recognition, peer teaching, discussion, and decisions. Rotate presenters and pair high-performing GMs with opportunity stores.

Collaboration

Prefer topics that help several stores, require a shared standard, or allow GMs to solve a problem together.

Privacy filter

Keep private coaching, sensitive associate information, and store-only matters out of the Teams-ready agenda.

Private Inbox

Reporting private Area

Introduce Alex’s new reporting dashboard and the related follow-up reports; demonstrate how GMs access, interpret, and use them, and explain the response expectations.

Captured 2026-08-28 via alex-request

Compliance private Area

Address tobacco audit failures, including root causes, immediate corrective actions, and the accountability and verification process going forward.

Captured 2026-08-28 via alex-request

Customer Experience private Area

Review friendliness misses, reinforce the expected customer-interaction behaviors, and discuss how GMs will coach and verify improvement.

Captured 2026-08-28 via alex-request

Customer Experience private Area

Review accuracy misses across the area, identify the most common failure points, and clarify the follow-up expected from each GM.

Captured 2026-08-28 via alex-request

Idea private Area

Close by asking each GM to identify the specific customer metric most at risk in their store and the behavior they will coach and verify immediately.

Captured 2026-08-28 via wiki

Idea private Area

GMs must educate their teams on the new metrics and show how individual behaviors directly affect VOTC and the ability to achieve Green or GOLD.

Captured 2026-08-28 via wiki

Idea private Area

Resetting expectations and following up frequently are what turn standards into consistent behaviors.

Captured 2026-08-28 via wiki

Idea private Area

Each management team should expect CSAs and SLSs to go above and beyond, distribute feedback slips, and create experiences that lead to positive name mentions.

Captured 2026-08-28 via wiki

Idea private Area

Friendliness and engagement are responsibilities of all leaders and CSAs; every interaction matters, not only interactions with regular customers.

Captured 2026-08-28 via wiki

Idea private Area

Customer experience starts with each leader personally modeling the behavior.

Captured 2026-08-28 via wiki

Idea private Area

*Leadership discussion and expectations**

Captured 2026-08-28 via wiki

Idea private Area

With perfect Mystery Shops for the month, at least 76% VOTC is needed for GOLD.

Captured 2026-08-28 via wiki

Idea private Area

Missing one item during the period on Mystery Shop requires approximately 90% VOTC to reach Green and makes GOLD unattainable.

Captured 2026-08-28 via wiki

Idea private Area

*TTRO**

Captured 2026-08-28 via wiki

Idea private Area

With perfect Mystery Shops for the month, at least 72% VOTC is needed for GOLD.

Captured 2026-08-28 via wiki

Idea private Area

At that level, the store needs about 71% VOTC for Green or 94% for GOLD.

Captured 2026-08-28 via wiki

Idea private Area

Two cleanliness opportunities during the month result in approximately a 92.8% Mystery Shop score.

Captured 2026-08-28 via wiki

Idea private Area

Seven clean areas are measured.

Captured 2026-08-28 via wiki

Idea private Area

*Cleanliness**

Captured 2026-08-28 via wiki

Idea private Area

With perfect Mystery Shops for the month, a store needs at least 84% VOTC for Green and 92% for GOLD.

Captured 2026-08-28 via wiki

Idea private Area

Missing one item once during the month on Mystery Shop means the store cannot achieve Green for the period.

Captured 2026-08-28 via wiki

Idea private Area

*Accuracy**

Captured 2026-08-28 via wiki

Idea private Area

With perfect Mystery Shops for the month, a store needs at least 76% VOTC for GOLD.

Captured 2026-08-28 via wiki

Idea private Area

Missing the engagement behavior once during the period, even if everything else is perfect on Mystery Shop, requires approximately 86% VOTC to reach Green and makes GOLD unattainable.

Captured 2026-08-28 via wiki

Idea private Area

Assumes the 5-foot customer-engagement behavior is observed during each shop, with four shops per month.

Captured 2026-08-28 via wiki

Idea private Area

*Friendliness**

Captured 2026-08-28 via wiki

Customer Metrics private Area

Integrate the HOB Customer Experience/VOTC discussion into the GM meeting. Explain how Mystery Shop misses and VOTC combine to determine Green or GOLD, then connect the metrics to daily leadership behaviors.

Captured 2026-08-28 via Alex slide

Customer Experience private Area

Friendliness improvement plan: Explain that four Mystery Shops per month assume the 5-foot engagement behavior is observed each time. One friendliness miss during the period can require approximately 86% VOTC just to achieve Green and makes GOLD unattainable; with perfect Mystery Shops, at least 76% VOTC is needed for GOLD. Reinforce that friendliness starts with the GM and leadership team, applies to every leader/CSA/SLS and every customer—not only regulars—and requires teams to go above and beyond, appropriately hand out feedback slips, and create experiences that generate positive name mentions. Require frequent observation, reset, coaching, and follow-up rather than a one-time communication. Each GM should identify the friendliness behavior most at risk in their store, the leader responsible for coaching it, how it will be observed, and when results will be reviewed.

Captured 2026-08-28 via alex-request + HOB Customer Experience slide

Customer Experience private Area

Include the full customer metrics plan in the next GM meeting: explain how Mystery Shop and VOTC combine to determine Green/GOLD outcomes; cover friendliness, accuracy, cleanliness, and TTRO thresholds; emphasize that a single miss can materially limit Green/GOLD eligibility; define expected customer behaviors; reinforce GM ownership, frequent observation/coaching, team education on metric impact, and a concrete store-level follow-up commitment.

Captured 2026-08-28 via alex-request

Customer Experience private Area

Integrate the full Friendliness accountability process into the GM meeting. Cover: (1) HOB/VOTC scoring impact—one missed 5-foot engagement can require 86% VOTC for Green and eliminate GOLD; perfect Mystery Shops still require 76% VOTC for GOLD. (2) Weekly communication cadence: GM reviews prior-week Mystery Shop results and sends a Theatro message to the entire store team by Wednesday; AM reviews and communicates area results Thursday; GM directly reviews results with the MOD(s) who led the audited shift by Friday—not by email or Theatro; MOD(s) review results with CSAs who worked during the audit by Sunday. (3) When standards are met, recognize and reinforce the Friendly expectation; when not met, determine root cause, coach, reset expectations, and gain commitment. (4) A friendliness HOB miss triggers weekly GM/AM calls for a minimum of 8 weeks or until desired behaviors are sustained. Calls should be brief once the standard is understood, with success driven by follow-up. (5) For misses: GM develops an action plan, aligns with AM, cascades to SLS/store team, secures associate sign-off, installs regular observation/coaching, and executes accountability standards. Use the Tuesday call to review root cause, action plan, progress, and accountability.

Captured 2026-08-28 via alex-supplied-slides

Suggested topics from Outlook private Area

Add these meeting topics based on recent Outlook/Teams communications: (1) Training and proficiency—review current overdue items and new 30-day upcoming-due column for CSA/SLS; require GM/AGM ownership and prevention plans. (2) Engagement survey action-plan completion—confirm every store has submitted, posted, and understands next steps. (3) Roll Ordering Tool timing—print after 9:00 AM Mondays, reprint if forecasts appear low, distinguish from production tools, and log tickets for persistent inaccuracies. (4) SNAP-EBT sign placement—verify signs are in required locations, not on front doors, and reorder where needed. (5) Recognition—celebrate any area/store Hoagiefest All Star winners and connect recognition to execution behaviors. (6) Tobacco controls—pair tobacco audit failures with reminder on fraudulent digital tobacco coupons and correct coupon handling. (7) Consider whether second/third-shift GM tours need a brief alignment or scheduling update. Keep individual associate incidents, transfers, and store-specific ARS cases out of the shared agenda unless a broader pattern emerges.

Captured 2026-08-28 via wiki

Engagement private Area

Add an engagement-survey close-the-loop discussion: associates rated low confidence that survey feedback would be used to make change. Require each GM to communicate what associates said, what the store leadership heard, what actions will be taken, what cannot be changed and why, and how progress will be reported back. Emphasize visible follow-through, repeated updates, and proof that associate feedback influences decisions rather than ending with posting an action plan.

Captured 2026-08-28 via alex-request

Meeting Design private Area

Reframe the next GM meeting as a five-hour working session. Build the agenda to total 300 minutes including breaks, with substantial time for customer-metric education, friendliness/accuracy root-cause work, tobacco compliance, engagement-survey close-the-loop planning, hands-on dashboard/follow-up report training, training/proficiency planning, peer learning, and final store-by-store commitments. Avoid five hours of presentation; use facilitated discussion, breakout work, practice, and action-plan outputs.

Captured 2026-08-28 via alex-request

Weekly Packet private Area

Review the full Week 32 packet during the in-person GM meeting because the normal weekly call was canceled. Required coverage: Flock Experience action plans due 8/7 and closing the feedback loop with associates; weekly leadership/accountability rhythms; $3 Iced Fruity/Sweet Treats execution; critical locks; warmer readiness; 5-foot interaction trend and 85% goal; P7 walk opportunities including FAST and Business Acumen Boards; spill response and clean/dry floor standards; shrink/spoilage opportunity walks by end of P9; Hybrid RSS updates; Pick & Pack rollout and store install dates; Microsoft Company Portal requirement; ASC hours/Ziva update; Task Manager outages/projects; inventory disruptions; Week 32 actions; Theatro cascade; Friction Finder; August launch calendar; GM proficiency preparation; training process review; August FS/Bev rollouts; Coldbox reset details.

Captured 2026-08-28 via 08-03-26 Weekly Check In AM Version

Pick & Pack rollout private Area

Review Pollock area Pick & Pack rollout dates and preparation expectations. Store 8442 completed 2/2/26. Store 759 goes live 10/16/26. Stores 720, 710, 924, 944, 964, 966, and 8484 go live 10/19/26. Stores 486, 926, 942, and 999 go live 10/20/26. Handheld needs: Y for 8442, 8484, 926, 999; N for the other Pollock-area stores. Reinforce T-6 kickoff, T-2 huddles, T+2 baseline proficiency, T+7 reassessment, Task Manager closure, and off-premise accuracy benefit.

Captured 2026-08-28 via Pick and Pack Install Schedule - 2026.xlsx

Engagement private Area

Consider a peer-led customer-engagement discussion for the next GM meeting.

Suggested lead: Carrie + Danielle

Use peer teaching, then invite opportunity stores to choose one practice to test and report back.

Captured 2026-07-31 via ai-evidence

Idea private Area

For the next GM meeting, use current Wawa evidence to recommend topics that improve results, team engagement, collaboration, and buy-in; suggest which GMs should help lead each topic.

Captured 2026-07-31 via alex-request

Evidence-Based Suggestions

Labor Discuss 7.5

Labor learning review: coverage, forecast variance, and overtime

9 stores exceeded the >10-hour absolute variance or >$80 overtime trigger. Largest over-forecast variance: 944 +155.8 hours; largest under-forecast variance: 942 -18.9 hours; highest overtime: 926 $193.

Suggested lead: William Mc Mackin + Michelle Carrigan

Pair an over-forecast and under-forecast store so the discussion focuses on forecasting, service coverage, and decisions rather than public scorekeeping.

Operations Decide 7.0

Critical-lock ownership and prevention routines

Multiple stores exceeded 20 current-week critical-lock hours: 8484 (86.6), 964 (45.4), 966 (36.0), 486 (35.7), 720 (28.6).

Suggested lead: Martin Kuhn + Alex

Ask one GM to walk through the root cause and another to share a prevention routine; close with one area-wide ownership standard.

Customer Metrics Discuss 6.8

Peer learning and area alignment: Readiness

Area PTD Readiness is 88.2% against a 93.0% goal; strongest store is 999 at 100.0%. Priority opportunities: 944 (50.0%), 759 (75.0%), 966 (75.0%).

Suggested lead: Cynthia Reyes + William Mc Mackin

Use a high-performing GM to teach the behavior, then ask an opportunity-store GM to identify what can be adopted this week.

Customer Metrics Discuss 2.5

Peer learning and area alignment: Accuracy

Area PTD Accuracy is 96.7% against a 96.0% goal; strongest store is 926 at 99.1%. Priority opportunities: 944 (93.2%), 759 (95.0%), 8484 (95.0%).

Suggested lead: William Wilson + William Mc Mackin

Use a high-performing GM to teach the behavior, then ask an opportunity-store GM to identify what can be adopted this week.

Held Back Intentionally

Controllable financial results — hold until final Period 7 — Alex decided to design the controllable-financial-results discussion only after final Period 7 reporting is available.

Private Draft Agenda

#	Outcome	Scope	Topic and evidence	Suggested lead	Min	Handoff state
Nothing has been selected for the draft agenda yet.

Files and Presentations

Private drop folder: /Users/alex/Documents/wawa/Meeting Prep/Next GM Meeting

File	Type	Size	Status	Original path
Drop files into the private Next GM Meeting folder.

Meeting Setup

Quick Capture

AI Review Lens

Results and controllability

Engagement and buy-in

Collaboration

Privacy filter

Private Inbox

Introduce Alex’s **new reporting dashboard** and the related **follow-up reports**; demonstrate how GMs access, interpret, and use them, and explain the response expectations.

Address **tobacco audit failures**, including root causes, immediate corrective actions, and the accountability and verification process going forward.

Review **friendliness misses**, reinforce the expected customer-interaction behaviors, and discuss how GMs will coach and verify improvement.

Review **accuracy misses** across the area, identify the most common failure points, and clarify the follow-up expected from each GM.

Close by asking each GM to identify the specific customer metric most at risk in their store and the behavior they will coach and verify immediately.

GMs must educate their teams on the new metrics and show how individual behaviors directly affect VOTC and the ability to achieve Green or GOLD.

Resetting expectations and following up frequently are what turn standards into consistent behaviors.

Each management team should expect CSAs and SLSs to go above and beyond, distribute feedback slips, and create experiences that lead to positive name mentions.

Friendliness and engagement are responsibilities of all leaders and CSAs; every interaction matters, not only interactions with regular customers.

Customer experience starts with each leader personally modeling the behavior.

*Leadership discussion and expectations**

With perfect Mystery Shops for the month, at least **76% VOTC is needed for GOLD**.

Missing one item during the period on Mystery Shop requires approximately **90% VOTC to reach Green** and makes **GOLD unattainable**.

*TTRO**

With perfect Mystery Shops for the month, at least **72% VOTC is needed for GOLD**.

At that level, the store needs about **71% VOTC for Green** or **94% for GOLD**.

Two cleanliness opportunities during the month result in approximately a **92.8% Mystery Shop score**.

Seven clean areas are measured.

*Cleanliness**

With perfect Mystery Shops for the month, a store needs at least **84% VOTC for Green** and **92% for GOLD**.

Missing one item once during the month on Mystery Shop means the store **cannot achieve Green for the period**.

*Accuracy**

With perfect Mystery Shops for the month, a store needs at least **76% VOTC for GOLD**.

Missing the engagement behavior once during the period, even if everything else is perfect on Mystery Shop, requires approximately **86% VOTC to reach Green** and makes **GOLD unattainable**.

Assumes the 5-foot customer-engagement behavior is observed during each shop, with four shops per month.

*Friendliness**

Integrate the HOB Customer Experience/VOTC discussion into the GM meeting. Explain how Mystery Shop misses and VOTC combine to determine Green or GOLD, then connect the metrics to daily leadership behaviors.

Consider a peer-led customer-engagement discussion for the next GM meeting.

For the next GM meeting, use current Wawa evidence to recommend topics that improve results, team engagement, collaboration, and buy-in; suggest which GMs should help lead each topic.

Evidence-Based Suggestions

Labor learning review: coverage, forecast variance, and overtime

Critical-lock ownership and prevention routines

Peer learning and area alignment: Readiness

Peer learning and area alignment: Accuracy

Held Back Intentionally

Private Draft Agenda

Files and Presentations

Introduce Alex’s new reporting dashboard and the related follow-up reports; demonstrate how GMs access, interpret, and use them, and explain the response expectations.

Address tobacco audit failures, including root causes, immediate corrective actions, and the accountability and verification process going forward.

Review friendliness misses, reinforce the expected customer-interaction behaviors, and discuss how GMs will coach and verify improvement.

Review accuracy misses across the area, identify the most common failure points, and clarify the follow-up expected from each GM.

With perfect Mystery Shops for the month, at least 76% VOTC is needed for GOLD.

Missing one item during the period on Mystery Shop requires approximately 90% VOTC to reach Green and makes GOLD unattainable.

With perfect Mystery Shops for the month, at least 72% VOTC is needed for GOLD.

At that level, the store needs about 71% VOTC for Green or 94% for GOLD.

Two cleanliness opportunities during the month result in approximately a 92.8% Mystery Shop score.

With perfect Mystery Shops for the month, a store needs at least 84% VOTC for Green and 92% for GOLD.

Missing one item once during the month on Mystery Shop means the store cannot achieve Green for the period.

With perfect Mystery Shops for the month, a store needs at least 76% VOTC for GOLD.

Missing the engagement behavior once during the period, even if everything else is perfect on Mystery Shop, requires approximately 86% VOTC to reach Green and makes GOLD unattainable.