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The Mann Group

Name: The Mann Group
Address: 157 Greenridge Road, Weaverville, NC, 28787, US
Telephone: +18009363049
Price range: $$

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The Mann Group specializes in retail growth strategies for specialty retailers and manufacturers.

The Mann Group specializes in retail growth strategies for specialty retailers and manufacturers (specifically in the outdoor, cycling, running, and snow industries). Some of our products include sales management and staff training, strategic planning, visual merchandising, marketing and branding assistance. Our clients range from single mom and pop shops to national mega-brands (Adidas Outdoor, Smith Optics, Marmot).

10/13/2026

We’re excited to announce our partnership with RunOps! 🎉

Better information, sooner, on staffing, inventory and marketing, all in one place. RunOps does the legwork. You make the call.

Get the full story link in bio

10/05/2026

We will be back October 12th!

09/29/2026

The highest-paid CEO in fashion right now runs Nike. A shoe brand.
Nike, Adidas and Lululemon have turned apparel into a huge business.

Meanwhile, specialty run stores, the ones closest to the runner, get roughly 8% of their sales from apparel.

That isn't a category problem. It's a management problem. I call it Hope Management: placing a buy and waiting to see what happens.
In this issue, I look at six places run retailers are hoping instead of causing:
* A buy built around five-inch split shorts
* No lifestyle layer for runners who want to show who they are
* Apparel turning 1.8 times a year while customers visit every 270+ days
* Staff who don't wear what's on the wall
* Stores fixtured for shoes, not apparel
* "Tests" that are really just small orders with no plan to measure

The stores winning at apparel aren't lucky. They're intentional.
What would change in your store if you managed apparel causally instead of hopefully?

09/22/2026

Four people registered for last week's Mann University in Raleigh. They didn't show up. A last-minute "urgent" priority won instead.

I get it — retail and sales don't respect the calendar. But here's the pattern I keep seeing: if every urgent issue outranks development, development never happens. The leader stays the only person who can solve problems. The team stays dependent. And that dependency creates the next fire.

Last week marked 13 years of Mann University — from Asheville to Jakarta to Queenstown. Different industries, different rooms, same core work: emotional intelligence, difficult conversations, feedback, accountability, and the mindsets that separate reactive leaders from intentional ones.

The four who missed it didn't just miss content. They missed the chance to step back, get honest feedback from peers, and practice — the parts of leadership growth that don't happen in the middle of a normal workday.

So here's the question worth sitting with: When a last-minute priority competes with your own development, which one usually wins — and what is that costing you?

09/15/2026

Mann U starts this week. September 15–17, Raleigh, NC.

My dad had a saying: "The only job worth doing is a job well done." He said it while I raked leaves, did homework, half-finished a chore hoping nobody would notice.

Everybody nods along with that line. Almost nobody lives it when it counts.

Because the real test of "a job well done" isn't in the easy stuff. It's in the conversation nobody wants to have:
→ The manager who's known about the performance issue for two quarters and keeps "giving it more time." → The leader who softens the feedback so much the person walks away thinking everything's fine. → The teammate who watches someone else's work slip and says nothing.

None of that is a job well done. It's a job avoided — and it doesn't just disappear. It compounds. High performers watch it happen and start wondering why they bother. Leaders end up managing the same problem again next month, except bigger. And the resentment that eats away at a team almost never comes from tough feedback — it comes from watching a real problem get named quietly and never actually resolved.

Here's what most training gets wrong: knowing the framework for a hard conversation and being able to run it live, under pressure, with someone whose reaction you can't predict — those are two different skills. You can watch a video on delivering feedback and nod along with every point. Then you're sitting across from a real person, and every instinct you have kicks back in — soften it, rush it, avoid eye contact.

That gap is exactly what practicing with peers closes. At Mann University, leaders don't just hear the ORBiT framework — they run it live, in a room full of other leaders just as invested in getting it right. That's the difference between knowing a job is worth doing well and being able to actually do it when someone's watching.

If you've got a manager, a rising director, or a next-in-line leader who needs more than a slogan on the wall — who needs the structure and the practice to make "a job well done" something they can actually deliver when it's hardest — reach out. I'll help you find a Mann U close to you and get you our next available dates.

09/08/2026

Hoping vs. Knowing: The Gap Most Retail Leaders Never Close

You tell your managers what you want. You show them the numbers. You rally the room with energy and conviction.
That's not management. That's hope.

In this issue, I break down the difference between Hope Management and Causal Management — and the 7 specific things Causal

Management gives you that a pep talk never will:
✅ A written expectation, agreed to one-on-one ✅ Best practices defined as observable behavior ✅ Measurement of the behavior, not just the result ✅ Training that's actually taught, not just described ✅ Follow-up on a cadence, not just when something breaks ✅ Real accountability ✅ Consistency that compounds

If you've ever wondered whether your best practices are actually happening on the floor — or just hoped they were — this one's for you.

👉 Read the full breakdown below.

09/01/2026

Owner Mindset vs. Operator Mindset: The Silent Fault Line in Every Business

Every business runs on two different clocks. The owner carries the risk, the vision, the urgency of everything riding on the outcome. The operator carries the day — the customer at the counter, the leak in the ceiling, the fire that has to be put out right now.

Neither one is wrong. But when nobody explicitly defines where one role ends and the other begins, people don't wait for clarity — they fill the gap with assumptions. Decisions get relitigated. Projects lose their mandate mid-stream. Communication turns into a private scoreboard: "I told them" vs. "they never told me."

The fix isn't picking a side. It's both sides taking ownership of the whole communication loop — not just sending information, but making sure it lands, gets closed out in writing, and gets asked about directly instead of assumed.

In this issue, I break down: → Why owner urgency and operator continuity naturally collide → The real cost of undefined roles (it's not on the P&L — it's in trust and turnover) → 5 habits that turn friction into an actual system

Read the full piece 👇

08/25/2026

Why your best people keep doing everyone else's job

There's a moment every operator knows: a cabinet door falls off mid-shift, and you're the only one who grabs the screwdriver. Doing it once is no big deal. Doing it every week quietly trains you — and your team — to believe everything is your job.

In a recent coaching conversation I studied, a business leader kept undercutting his own authority mid-sentence: "I have a plan, but..." "I hope it works." Sound familiar? That hedge is the tell. It's the moment responsibility (the outcome you're on the hook for) and control (what you can actually act on right now) get tangled together — and untangling them is one of the highest-leverage things a leader can do.

I wrote up the full case study, with concrete takeaways for owners and for managers, on what to do when you're carrying weight you were never actually given the authority to move.

Read the full breakdown 👇 [link]

08/18/2026

Every National Sales Manager has one: the rep who writes great orders and then vanishes. No follow-up, no sell-through support, no help for the retailer who just bet shelf space on your brand.

We call him lazy. He's usually something else — the product of Hope Management, where leaders hope reps represent the brand well instead of ensuring it.

This week: what Hope Management actually looks like, why "he's a good guy" isn't a performance standard, and a 90-day audit you can run this afternoon to find out which one you're running.

08/11/2026

Every established profession has the same institution — a governing association, a licensing board, a bar, a college of medicine. They set standards, negotiate on behalf of the field, and keep decades of accumulated knowledge from disappearing. That work matters, and it only happens at scale.

But institutions are built to standardize, not to originate. Over time, the best ideas coming out of the membership get absorbed into a CLE credit, a CME module, a whitepaper — and the people who actually did the thinking move on. Members become consumers of the association's resources instead of generators of new ones.

A mastermind group solves a different problem. Small, non-competing peers at a similar scale, sharing real numbers and real failures with people who have no incentive to flatter them — and no institution to hand the insight off to. The ideas stay with the room that built them.

This isn't a new idea. Jefferson's Committee of Five drafted the Declaration of Independence with no charter and no budget, then dissolved once the work was done. Franklin's Junto ran for 38 years with no institution above it and built the first lending library in the colonies. Carnegie credited his own "master mind" of advisors — not his personal expertise — for his success.

We've spent years building this room for the bicycle, outdoor, and running industries. The same structural gap exists in medicine, law, finance — anywhere a real peer room hasn't been built yet.
What would it look like in your field?

Read the full piece 👇

Address

157 Greenridge Road
Weaverville, NC
28787

Opening Hours

Monday	8am - 6pm
Tuesday	8am - 6pm
Wednesday	8am - 6pm
Thursday	8am - 6pm
Friday	8am - 6pm
Saturday	8am - 6pm
Sunday	8am - 6pm

Telephone

+18009363049

Website

http://www.manngroup.net/, https://linktr.ee/themanngroup

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