RH reviews

1. Everyone is required to speak about the company values on a minute by minute basis yet the values are not lived out by most leaders in the organization 2. Everyone is asked to worship a leader who rarely sets foot in the galleries and is truly a lunatic 3. Time to get rid of the senior leaders especially those that have been around forever, they are stuck in the past and not adding any “new” ideas or value 4. Not enough inspecting what’s expected by regionals and VP’s, lots of assumptions and talking vs. listening 5. The current Gallery Leader plays favorites to a fault, manages from the office, works M-F 8-5 yet requires all other leaders to work 2 late shifts (10-7 and 12-8,) lacks charisma, inclusion and basic sales driving skills which has affected the overall business drastically, treats the housekeepers like second class citizens and turns on people on a dime because she has to have someone else to blame besides herself at all times. 6. No “professional” designer or leader wants their schedule so micromanaged, there is zero autonomy except for the Gallery Leader, it’s very demotivating.

Quite a few: Older galleries are forgotten about. Try selling a $15K sectional when you’re in a half vacant mall and your company won’t pay for professionals to do repairs. (Do you want me to spend 8 hours a day developing business or coming in at 6AM to paint a wall? I’m only qualified for one of those…) The company preaches luxury and from the outside, does a pretty good job. But no 401K matching (hello???), no bonuses (there was a bonus structure whispered about for leaders but nobody knows what it is), and the pay is not as competitive as they make it seem. If this is luxury, why can I make more managing a Panda Express or bartending? That’s not a joke, it’s an honest question. “Record profits”..so figure it out. The CEO is a business visionary but he should see the faces of his gallery employees when they see RH bought a plane for investors and a yacht for investors but most of his older galleries need a fresh coat of paint and most of his gallery employees need a 20% raise. The smaller galleries give incredible service but can’t afford the amount of talent needed to develop business, and the new large galleries have all the bells and whistles but are mostly staffed for coverage and aren’t great at service. The one fix for all of it? Offer higher pay, get and keep the best talent. Lastly, the Values and Beliefs are great but the incessant reviewing of them every single shift completely marginalizes the message. Leave it to the leaders to make sure the team is adhering to them and giving regular reviews, you don’t have to read over them every single day. How much better would it be to come in and plot out your outreach and answer emails instead of reading the same 4 values for the 1000th time?