Manager-In-Training at The Home Depot
Army transportation officer excels in the Store Leadership Program for this G.I. Jobs Top Military-Friendly EmployerSM.
by Warren Duffie
Like all good leaders, Robert Brown knows how to push people’s buttons to get the most out of them. Some folks are motivated by money, others by promotions, and still others by a sincere compliment or job well done.
“As an Army officer, I learned how to understand people and talk to them,” says Brown, 32. “You interact with individuals from so many backgrounds and walks of life. I can’t think of any better training ground for corporate leadership than the military.”
Brown has taken these skills and further sharpened them as manager-in-training for The Home Depot. As part of his tenure in the company’s Store Leadership Program, he helps run a San Antonio store that generates more than $43 million annually and employs 142.
“I run the store with the help of another store manager and my district manager,” Brown says. “It prepares me to get my own store in the future. Since I’m in the last portion of the [Store Leadership Program], I should get a store within the next year or so.”
The Daily Grind
Brown’s schedule is as follows: Monday, 5 a.m. to 4 p.m.; Tuesday, 6 a.m. to 5 p.m.; Wednesday, 2 p.m. to midnight; and Friday and Saturday, 6 a.m. to 5 p.m.
When his shift begins at 6 a.m., for example, Brown first drives around the building to make sure the perimeter is clean and nice-looking. He then walks throughout the store talking to employees and inspecting the interior to ensure it’s neat and presentable.
When the doors open at 7 a.m., Brown dons his orange apron and spends an hour serving building contractors who descend upon the store each morning. From 8 a.m. to 11 a.m., he helps customers, and from noon until 4 p.m., he deals with employee issues such as pay, scheduling, and benefits. After checking e-mails and dealing with any outstanding personnel concerns, Brown goes home at 5 p.m.
“A retail store is a lot like a military unit,” Brown says. “You have your commanding officer [general manager], sergeants [assistant managers and supervisor], and soldiers [store associates]. It’s crucial to take care of everyone and make sure they’re happy – that way your customers with have a good experience.”
A Top Military-Friendly Company
Founded in 1978, The Home Depot is the world’s largest home improvement specialty retailer and the second-largest retailer in the United States — with annual sales of $73.1 billion. One of its main recruiting tools is the Store Leadership Program … a challenging, 24-month rotational program where participants build a strong foundation of leadership, technical, and strategic skills that will prepare them to succeed as a store manager and beyond.
To qualify, candidates must have a minimum of four years leadership experience in a business environment or as a commissioned military officer. Although the program was not specifically created to target military personnel, nearly 50 percent of those accepted are former military.
In Uniform
Growing up, Brown was surrounded by military veterans. His grandfather was a former soldier, his uncle a Marine, and his aunt an airman.
“As a kid, I was very opinionated and had a lot of ideas,” Brown says. “People told me I should be a military officer. One day, my high school held a college night, and a representative from West Point showed up. I fell in love with the history and tradition of the school. It seemed like a great challenge, and I love challenges.”
After graduating in 1998 with a degree in systems engineering, Brown spent his eight-year career at Fort Bragg, NC and Fort Riley Kan. From February 2003 to March 2004, he was deployed to Baghdad as a battalion operations officer. Commanding 1,300 soldiers, he helped turn a huge swath of sand into the largest logistical base in Iraq.
“We turned nothing into a little city,” Brown says. “We installed showers, a basketball court, and a football field. Even though we were at war and in a combat area, we wanted to give the soldiers some sense of normalcy.”
The Transition
After returning to Fort Riley, Brown left the Army in 2005. Beforehand, he took several ACAP classes and partnered with a couple of recruiting firms, which helped him land a job as a buyer for Toys “R” Us. Within a few months, however, he left the company.
“There were a lot of changes at Toys “R” Us that I wasn’t fond of,” Brown says. “A friend told me about The Home Depot’s leadership program, and it seemed like a great fit. The team spirit of the company, as well as the chance to get my own store, really appealed to me.
“As far as pay, I make about the same as I did in the Army, but the benefits are awesome and there’s so much room for growth,” he continues. “You can truly map out your own destiny at The Home Depot. I mean, a lot of the top leadership started as store associates.”
Brown’s Advice
Leave the military for the right reason. “Make sure you really want to get out.”
Make sure you’ll be happy in your job. “It’s tempting to go for the money. But you want to be sure you’ll enjoy coming to work each day.”
Look for growth potential. “Don’t take a job where you’ll be limited in what you can accomplish.”