Marijuana Business Magazine - March 2018

“There’s no passing the buck. There’s no letting someone slide between the cracks,” Powell said. “It’s the overall ownership of the situation that demonstrates commitment to help the patient find a suitable reso- lution with immediacy.” Tim Smale, co-founder of Remedy Compassion Center dispensary in Auburn, Maine, wants a store man- ager he can trust. He also wants someone who can be dynamic and forceful when necessary, but does so in an empathetic manner. Patients come in with a variety of prob- lems, and they need someone who can listen and respond appropriately. arrogance and doing the right thing for customers,” he said. Jolley wants people who are pas- sionate about cannabis. They don’t have to be marijuana consumers, but they should be able to share enthusi- asm with the customers and answer questions, Jolley said. “Understanding what the customer is looking for, the questions they have and being a good listener are all important,” Jolley said. He determines if the candidate has the qualities he’s seeking through a series of interviews with two or three team members. Jolley expects his store manag- ers to set the example on customer interaction but also spend a lot of time managing the team. “What I’ve found is that people who are good at managing customers are also good at managing employees as well,” he said. WHERE TO LOOK Temescal has found successful candidates by hosting its own hiring events. At these events a venue is selected close to the proposed location for a new dispensary. Potential candidates bring in resumes and give interviews. The company has, for example, held an event at a Lithuanian church in Balti- more. The company found a store man- ager with a pharmaceutical background at one of its “diversity hiring events,” where people of color or different ethnic backgrounds are encouraged to apply. Smale carefully crafts his job ad and prefers not to advertise in local newspapers. “The serious lookers in a manage- ment position are looking online,” he said. As a result, he places ads on sites including LinkedIn, Indeed and Jobs In Maine, which has been very effective, he added. Jolley initially tries to fill every position from within. The second approach is through referrals. If those two methods don’t pan out, he uses an online referral ser- vice called Hyrell that posts jobs on several sites and services to “cast a broad net.” HOW TO TRAIN AND MANAGE Powell said his personal style of management is very hands-on. “I have an obligation to build a relationship with these people,” Pow- ell added. “Believe it or not, things like money become a lot less impor- tant to people when you have built relationships with folks and you’ve invested time in them.” He wants his managers to know that he’s available to help out if needed. “It gives them a level of comfort that can be hard to come by,” Powell said. “Everyone feels a little better if there are numerous heads applying gray matter to any problem.” At Remedy Compassion Center, Smale trains his store manager to give patients a compassionate experience. And, like Powell, he watches his store manager closely from the outset. “There’s an awful lot of oversight in the very beginning,” he said. Powell will back off after the person gains some experience but will then sit down with the other employees to get a read on how the manager is performing. He’s also a fan of the phrase “inspect what you expect” and tends to walk around and talk with his staff to gather feedback on how his man- ager is doing. Jolley provides training resources to all of his employees. His company employs a physician who provides a base level of medical understanding to his employees. The physician sits downs with employees and educates them on the medicinal Tim Smale is co-founder of Remedy Compassion Center dispensary in Auburn, Maine. Once Smale determines what he wants in a store manager, he tailors his interview questions accordingly. He asks his candidates targeted questions so he can get a sense of their dependability and loyalty, among other qualities. “Then you’re making a process out of it,” Smale said. Smale specifically tells candidates to write a cover letter and a resume. “I’m old school that way,” he said. “I want a manager who’s well-rounded and has the ability to write as well as speak.” To Jolley, it’s important that a candidate’s personality fits his com- pany’s culture. “For us, that’s a focus on medical, approachability, knowledge without 100 • Marijuana Business Magazine • March 2018