5 with Fiddelke: A Target Conversation

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Hey, Team,

this is Michael Fiddelke,

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and welcome to

"Five with Fiddelke,"

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a podcast where

I ask team members

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five questions about

their work, their careers,

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and what makes them tick.

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And they get to ask me

a question too.

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So let's settle in

and get started.

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[mellow music]

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I'm excited for you to get

to meet our guests today.

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I'm excited for this

conversation myself.

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Eager to introduce

John Favilla,

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who's joining me today.

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John started at Target in 1983

as a receiving manager

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and so has had

over 40 years with Target.

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And he's built an awesome reputation

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as a great developer of talent,

running exceptional stores

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as a district senior director

in his hometown of Los Angeles.

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I've had the pleasure of

getting to know John a bit

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over the years.

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And I also know he embodies

the culture

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that we love to build

as a company.

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And so thanks for

joining me today, John.

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- Thanks for having me.

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- All right, John.

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So then let's maybe start

at the beginning.

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And if you could

give the team just

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a quick rewind of your career.

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I believe we were opening

some of our very first stores

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in California.

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And there was an elementary

school involved at some point.

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- [laughs]

- Is that accurate?

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- That's accurate.

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Way back in 1983, I was working

for a smaller retail company

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and got a call from

a recruiter asking me

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if I wanted to join Target.

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And at that time,

I had never heard of Target.

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But I was young.

I said, what the heck?

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You know, I'm up for it.

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And so I interviewed for it,

and they hired me in 1983

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as a receiving manager

for Pacoima 183

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in Los Angeles.

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And our training

involved us going

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to an elementary school

in El Segundo

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that the company,

I believe, purchased.

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And we were there for

about six to eight weeks

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being trained by a lot

of headquarter people

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on what our jobs

would look like.

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And so, after that,

we went into our pre-opening

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at store 183,

and I walked into that building

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for the first time, first time

I've ever seen a Target store.

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And I was blown away.

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I mean, it was just this

huge building, all red.

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I mean, completely red.

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That's what we

painted it back then.

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And I did the receiving manager

job for that store.

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And then from that point,

I kind of went on

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a series of opening up new

stores and different positions.

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I was selected to go be

a trainer for the region.

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We had acquired a company

called Gemco,

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which was about 60 stores

that we're going to be adding

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to our California and Arizona.

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So they pulled me out

and they had me train

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all the new executives that

were joining the organization.

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Kind of took me back because

now I was in the schoolroom

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and I was the teacher

teaching new ETLs.

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And from that point,

got my first store,

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288 in Woodland Hills,

and opened that store.

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And then I kind of

went on a red store tour

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and helping out in

fixing some red stores.

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Ended up in 321 in the Bay area,

up in San Francisco.

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And after that, I was assigned

a field merchandiser job.

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It was basically

a job that I had

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apparel for all of

northern California,

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the liaison between

headquarters and the stores.

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I really enjoyed that job.

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Taught me a little bit

about multi-stores.

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And then I got my first assignment

in Fresno, California as a DSD,

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DTL back then.

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And I did Fresno and Las Vegas.

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And then I ended up going

back to the Bay Area

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to run district 210

for a few years,

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and then back to Los Angeles,

my hometown,

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where I've been since.

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- That's awesome.

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I like the student

becomes the teacher

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path there in your story.

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And it's fun getting

to walk some of those

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used to be Gemco boxes.

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Some of those are

super productive stores.

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- Yeah, and very unique.

All of them very different.

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But yeah, the big difference

in the training was

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I walked in the first time,

the very first day

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of its opening,

my students, my ETLs,

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actually got time to practice

at other existing stores.

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So it was a lot better fit,

a lot less anxiety

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walking into their

first assignment.

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- I can't imagine walking in cold

that first time,

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having just had

the in-classroom training.

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- My eyes were like--

really, I think they exploded.

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[laughter]

It was huge.

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I mean, it was so big.

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And for me, I didn't have

a lot of experience in leading,

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but I was incredibly

excited about it.

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And ended up here,

which is just amazing to me.

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- Well, let's talk

about leadership.

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I know for a fact that your

leadership has had the chance

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to touch so many of our team.

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I run across leaders

all the time that tell the,

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"I learned this from John" story.

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So as you think

about leadership,

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as you think about

team development,

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what would you leave us with?

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- Well, I think, you know,

it's probably

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the most important thing

that we do, is our team.

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And we can't really be

successful in anything

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that we do without

a great team.

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And I kind of learned

a valuable lesson

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in the beginning,

as a receiving manager.

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I had a roommate

at the time that

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was doing the same

exact job that I was doing

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in a different store.

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And for whatever reason,

he was home every afternoon

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by about 3:00

in the afternoon,

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feet up on the desk,

having a beer.

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And I'd come straggling in

about 8:00, 9:00,

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10:00 o'clock at night,

after a 17 or 18-hour day,

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just struggling,

and, you know,

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just felt horrible,

felt like a failure.

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And so I was making up

all the excuses, everything you do,

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why you're not

being successful.

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And I finally

swallowed my pride.

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And I went to his store

with him

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and walked through

his operation.

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And I kind of

right from the get go,

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right when I walked

into his space,

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I realized what

the difference was.

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In pre-opening,

he spent all of his time

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teaching and training his team.

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All of it.

His team was ready.

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His teams were trained.

They were empowered.

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And I think in my place, I was

doing too much of it on my own.

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I didn't learn that skill yet.

I wasn't really doing that.

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And so it really just

kind of taught me that

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you have to have

a great team

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and you have to spend

the time and the energy

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with that team in order

to empower and trust

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in their ability to

succeed and perform.

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- I love that, John.

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And I can actually see maybe

some of that show up today.

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When we walk a store together,

if you walk a store with John,

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you're pretty quiet, John.

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And I know that you spend

a lot of time with your team

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in between those visits.

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But if you're walking a store with

one of John's store directors,

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he doesn't have to say much

because the team is on it.

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- I love those visits because

you get to stand back

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and you just get to watch

with so much pride

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your store directors

and your ETLs

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and just how they

walk their business,

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they know their business,

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the pride they have in

their stores and their teams.

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So it's always a lot of fun.

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- That's cool.

All right.

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So you actually mentioned

this earlier a bit.

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You talk about red stores.

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And for the team, a store

that needs a little bit of help,

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might be struggling

a little bit,

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the shorthand we might have

for those is red stores.

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And the goal with

a red store is to turn it into

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a not red store.

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And you've built a reputation

as someone who can

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turn around those red stores.

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So how do you do it, John?

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What advice would you have

to others who might be

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tackling the same challenge?

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- Yeah, I would say,

first of all,

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it's probably one of the

most rewarding experiences

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you can have,

if you can be successful,

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of course, in doing it.

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But for me, you know,

everybody always shared,

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or usually my boss or

somebody said that, man,

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you're going to have to go in there

and make a lot of changes

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with the leadership team, a lot

of people probably need to go,

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and so on.

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And in all the cases that I had

the opportunity to do that,

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that never happened.

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It was really teams, most teams

I believe, want to do well.

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They want to succeed.

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They want to do a good job,

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but they want a place

that's not chaotic.

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They want consistency.

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And so the first thing that I

kind of go into is like, you know,

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obviously, getting to know

the teams and things like that,

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but keeping a calm,

simple message.

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And setting the teams up

for success

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to win early on is important.

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And once you can start

winning on some things--

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and start small, a lot of people

want to move super fast.

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Things don't necessarily get

fixed fast, especially culture.

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And so you start small

in small things

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and you celebrate the wins.

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You recognize,

you prop them up.

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And I think once a team

gets confident,

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you can't hold them down.

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They're just going to go.

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- That's awesome.

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And the power of simplicity,

the power of building some momentum.

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That's great to hear, John.

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All right. So fair is only fair.

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I don't get to ask

all the questions.

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You get one for me.

What do you got?

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- OK, well, we just heard

a little bit about my strategy

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around some stores.

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So how do you run

a $100 billion company

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and keep everybody focused

on the right things?

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And how do you know

when to stay the course

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or course correct?

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- That's a great question,

John.

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I think some of it,

it's the same stuff

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that we've started

this conversation about,

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assessing what's working

and what's not,

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and being focused and simple,

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and like, all right,

if we're all aligned

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on what we want to do,

you said it.

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The team wants to win.

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So let's define

what winning looks like.

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Let's make sure that

that definition of success

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is one that we're

all aligned to,

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whether that's within the team,

or in many cases

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when it comes to the

hundred billion dollar company,

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across the team.

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And once everyone's

aligned on a goal--

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the team at Target

is incredible.

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And so if you can turn them

loose on that, then it's just,

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are we making the progress that

we wanted to against that goal,

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or are we not?

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And if we're not,

let's talk about it.

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Let's be candid about

where we need to make pivots.

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And if you start with

simple alignment to the goal

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and you make sure you've got

the team kind of organized

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around that, I think that's

a lot of the ingredients there,

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but no different than what

it takes to run a great store

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or turn around a red store.

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It's all the same stuff.

It's just a different scale.

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- That's awesome.

Great to hear.

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- All right, John.

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So another thing I know is

a hallmark of your leadership

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is helping teams navigate

through adversity.

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And Los Angeles has seen

its share of that this year,

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you know,

with the wildfires for starters.

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What have you learned,

what have you gained

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from that experience?

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- Yeah, I would say that it's

been a rough start to the year.

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So we kind of celebrated

February 1 versus January 1

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being the new year.

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But I think, you know,

what I've learned over time,

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through dealing with quite a few

of these things in my career,

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it's always people first.

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It's always the safety of

the team and making sure

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that they're in a place

where they feel comfortable,

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and I'll use

the word again safe.

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And then it's about

kind of a coordinated,

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you know,

divide and conquer kind of strategy.

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We have so many

great people on our teams.

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And we have HR, and we have AP,

and we have PMs.

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We have group leadership teams.

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And that coordinated effort

from all the--

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those caring team members

to help wherever we can.

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And so whether a team member has

been evacuated from their house,

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whether they got

evacuated from Target,

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whether their families

lost their home in the fire

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or they lost their home

in the fire,

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we all played a big role in that

to make sure that people

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knew that they can come to us.

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We had the resources,

the support necessary

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to help them where we could.

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But keeping this team safe,

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and it's just a lot of

being in the presence.

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You have to be there,

whether it's on the phone

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and whether it's in person,

people have to know

00:10:47:19 00:10:49:24

that you're there

to help and support.

00:10:49:25 00:10:51:01

- That's great.

00:10:51:02 00:10:53:01

I mean, there's so much about

what you're describing, John.

00:10:53:02 00:10:55:19

I got to see a bit of that

on display firsthand,

00:10:55:20 00:10:58:12

getting to visit the market

on the heels of the fires.

00:10:58:13 00:11:02:05

And you could see the culture

that you and the team

00:11:02:06 00:11:05:25

out in Southern California

have built just come through

00:11:05:26 00:11:08:01

with the pride the team had

and how they were

00:11:08:02 00:11:09:16

able to care for each other.

00:11:09:17 00:11:11:09

And everything we do

doesn't matter if we can't

00:11:11:10 00:11:12:22

keep the team safe first.

00:11:12:23 00:11:14:03

And so I love that

as mission one.

00:11:14:04 00:11:15:15

- Yeah, you think

about the people

00:11:15:16 00:11:17:13

and how scary that event is.

00:11:17:14 00:11:19:28

And, you know, these fires were

kind of just popping up everywhere.

00:11:19:29 00:11:21:22

And we didn't know if people

were starting them,

00:11:21:23 00:11:23:09

but they were just

going everywhere.

00:11:23:10 00:11:25:20

And so people were really,

truly in a big market,

00:11:25:21 00:11:27:04

really scared.

00:11:27:05 00:11:30:00

And, you know,

being there and knowing

00:11:30:01 00:11:32:13

that they had the support

of Target and the company

00:11:32:14 00:11:34:12

means the world,

I think, to people.

00:11:34:13 00:11:37:06

- It was moving for me to see

our culture, care, and action

00:11:37:07 00:11:39:01

so much in that visit.

00:11:39:02 00:11:40:20

All right, so my last question.

00:11:40:21 00:11:42:21

Feels like it's an

especially important one

00:11:42:22 00:11:46:01

to be asking someone with more

than four decades at Target.

00:11:46:02 00:11:49:06

What's kept you at Target?

00:11:49:07 00:11:52:01

- You know, a lot of people ask me

that question, and I think about it.

00:11:52:02 00:11:55:11

You don't see too many

42-year DSDs.

00:11:55:12 00:11:59:04

But, you know, for me,

I think from the very beginning,

00:11:59:05 00:12:02:00

Target told me a lot of things

about what Target

00:12:02:01 00:12:04:19

was going to offer,

and they had a vision,

00:12:04:20 00:12:07:05

and what that vision was.

00:12:07:06 00:12:11:04

And they delivered on

almost everything

00:12:11:05 00:12:12:26

that they said they would do.

00:12:12:27 00:12:15:21

So that just built up

a lot of confidence and faith

00:12:15:22 00:12:17:26

in the organization,

a lot of trust.

00:12:17:27 00:12:19:17

And I still feel

that way today.

00:12:19:18 00:12:21:19

I love the values

of the company.

00:12:21:20 00:12:23:28

I trust the leadership

of the company.

00:12:23:29 00:12:26:23

And so I know that

I'm in a good organization.

00:12:26:24 00:12:29:11

And then from that point,

then it's all about the team.

00:12:29:12 00:12:31:19

It's all about the people

that you work with.

00:12:31:20 00:12:34:07

You know, I take personal

responsibility to make sure

00:12:34:08 00:12:36:09

that everybody has a good

environment at my team.

00:12:36:10 00:12:39:06

I have career-tenured people

on my teams.

00:12:39:07 00:12:41:16

I have people that want to grow

and continue to grow.

00:12:41:17 00:12:42:27

They all have a place,

00:12:42:28 00:12:45:09

and I want them to know

how important they are.

00:12:45:10 00:12:48:24

And I take responsibility,

families, and homes,

00:12:48:25 00:12:51:27

and lifestyles out of Target,

or a lifetime out of Target,

00:12:51:28 00:12:53:17

you know, it's just

super important to me.

00:12:53:18 00:12:55:24

That keeps me going.

It keeps me inspired.

00:12:55:25 00:12:57:16

- John, I can't thank you

enough for taking the time

00:12:57:17 00:12:59:08

to have this

conversation today.

00:12:59:09 00:13:00:26

It meant a ton to me.

00:13:00:27 00:13:02:19

And so, I'm sure

it meant a ton to the team

00:13:02:20 00:13:04:03

that got to hear

some of your thoughts.

00:13:04:04 00:13:05:25

- I appreciate it, Michael.

Thank you.

00:13:05:26 00:13:07:25

- All right, Team,

this was a fun one.

00:13:07:26 00:13:09:26

I hope you enjoyed this

conversation with John

00:13:09:27 00:13:11:03

as much as I did.

00:13:11:04 00:13:14:02

Until next time, stay curious.

00:13:14:03 00:13:17:03

[mellow music]