How to Definitely, Absolutely Not Treat an Overnight Crew
Locking them in a store is not the way to success
It was 7 a.m. and the mall was quiet. The sun barely lit up the floor-to-ceiling windows, as the metal cash wrap counters began to shimmer and reflect the light. Low chatter hummed around me, and the squeak of sneakers on shiny, concrete floors became background music. Fifty of us were finishing an overnight shift, or so we thought.
“You are not released yet!” A voice screeched from behind us, “Who told you to clock out? You are not released yet!”
Our conversations were hushed, and we slowly turned around to see our operations manager yelling in total panic.
“No one told you to go home. You need to head downstairs, clock in, and go back to work,” she said.
The group of us looked around at each other for answers. Was this real? Why was she so mad? Did we really have to go back to work? We’d been at the store, working since 10 p.m. Nine hours later, we couldn’t wait to get out of there. The front doors were right there — so close — but we were not allowed to leave. We were sent down to the first floor to clock back in and return to work.
The operations manager pulled one employee into a closet by the cash wrap for a private conversation because they were so upset. The rest of us trudged back to the time clock and back to our lockers to secure our stuff. Then we went back to the floor. We felt we had no choice. The one person who protested was now in a closet getting reprimanded.
Corporate starched shirts, coffee, and attitude
We were scheduled for a series of overnight shifts — three or so. The retail store where we worked, a massive two-story behemoth that sold apparel for the whole family, was preparing for investor visits. I was part of the visual team, and the managers told me it was essential that I be there. Wanting to make a good impression, I agreed.
The first night, a corporate team descended on our store. They were arrogant and rude. They treated us as though we were less than them because we worked in a store. They were special, didn’t we know? They had corporate badges, button-down shirts, and slacks; we had name tags, navy t-shirts, and jeans.
The corporate crew bossed us around and drank coffee. The work they saddled us with anyone could do. We folded clothes, put size stickers on each item, and cleaned the store. So much for my visual expertise. They didn’t need me; they needed a body — anybody to take orders.
I didn’t mind the work, but my managers fully lied to me. “You have to be there.” They fussed. “You’re the visual person.” They allowed the corporate stiffs to treat us like dirt. Then, they locked us in the store when our shifts were over.
Fury is the most accurate word to describe how I felt about that morning — utter fury. I clocked back in, walked out to the floor, and leaned on a fixture. I watched all the managers and the corporate team scurry about. My arms were folded, and my jaw clenched.
My store manager approached me and sheepishly asked me to fold something. “Sure,” I replied, turned, and walked away from him. I scooped up a stack of shirts and began folding. They held us hostage for about fifteen minutes, and then we were allowed to go home. I grabbed my bag from my locker, clocked out, and left. I called out sick the next day.
“The [overnight] shift is killing us all slowly.”
The operations manager (hostage taker) answered the phone. When I told her I was calling out sick, she said, “Well, this is a mandatory work day. We’ve had a lot of call-outs today.” Of course, you have. You locked us in a building. “Okay, well. I’ll see you later,” I replied.
“Mandatory work day.” Isn’t every scheduled shift mandatory? Get out of here with that. I took a sick day to visit with my mom and relax. Working overnight shifts is super hard on our bodies. One overnight worker even claimed, “The shift is killing us all slowly.”
Working overnight interferes with the human circadian rhythm, a primary function in our body that rhythmically coordinates biological processes so they occur at the correct time. These processes include eating, digestion, sleep, and blood pressure. That’s why when you come out of an overnight shift, you feel like garbage or like a zombie. Let’s call it zombie garbage.
I learned a monumental lesson during that shift — how not to treat anyone at work — ever.
Luckily, a new job offer arrived shortly after that overnight incident, and I gave my notice. Over the next twenty years, I ascended the retail leader ranks. I became very good at running businesses and leading people. I was good at it because I was dedicated and kind and never took myself too seriously.
That operations manager (hijacker of happiness) could’ve easily gotten most of us to stay with little effort. All she would’ve had to do was meet us at the front door and say, “Hey! Thank you all so much for your hard work tonight. We really appreciate it. We do have some more to get done, so if anyone would like some extra pay, we’d be happy to have you.”
It would’ve been so easy. I bet most of us would’ve stayed. But she didn’t. She came in with force, and that’s always the wrong move. If you want something extra from someone, don’t yell at them.
Prosperity through partnership
Throughout my retail career, I’ve had some of the worst managers ever. I’ve also had a few good ones. Leaders who made me feel like I was part of something special and bigger than myself. I learned valuable lessons from each one.
By the time I was running my own stores, I created energetic teams that supported each other and thrived. I did that on purpose. I didn’t let the corporate bullies boss me around or be rude to my team. We ran stores. That’s harder than any office job. So, ask us when you’re looking for answers because we’ll know.
Running teams as a partnership leads to a more prosperous outcome. Fear-based leadership doesn’t work, especially in retail. Try it, be mean, and the whole team will call out. Oops, now what?
The memory of that overnight shift is now seared into my squishy brain. I’ve told this story many times, but I’ve never communicated how grateful I am for the experience. It made me a better leader and showed me how to be successful. Sometimes, learning what not to do is the best education you can get.
Based in Southern California, Kit Campoy is a former retail leader turned freelance writer. She covers Retail, Leadership, and Business. Join her weekly resistance, The Voice of the Frontline.
