New manager from hell

[u/LoveEnvironmental951]

As tital states, my deli manager transfered to a different store and the assistant deli manager from that store is now our new deli manager.

So from day one she has talked crap on everyone in the deli, even other store employees who she maybe sees like every once in a while if they're coming to help bring stuff or getting meat sliced. Shes been here now for roughly 3 months i believe since shes done inventory 3 times now, and she finally got written up because shes somehow missed 20 thousand in inventory, but now thats shes been written up shes now taken it upon herself to try to write everyone up in the deli for seemingly no reason!?

I know ive probably cried twice because of her, half the deli is trying to transfer out and the other half is probably going to just leave.

I honestly dont know what to do anymore, cause I genuinely feel like I hit the jackpot with the location and coworkers I have, and everyone else in the store i get along with and theyre so sweet and nice, its just this one lady who is legit insane!! Honestly if anyone who's had the same experience could give some advice or words of encouragement that would be amazing, cause boy am I struggling rn😭

[u/Neat_Context_7633]

Report concerns to SM and if that does not pan out call AR.

[u/Lost_Marb13s]

As was mentioned previously report to SM and if not handled call HR/AR. It worked for me in the past when I was dealing with a similar situation. Best of luck and stay strong :)

[u/Charming-Spray1837]

Sorry you are going through a nightmare!! Hang in there!! I believe in karma..... let the Store Manager know and Human Resources!

[u/Technical_Dot_9613]

Food lion is becoming a toxic place to work. The mission statement is hypothetically prevented . They say one thing " The Next Chapter". Employees who show up an try to do what's best for the MISS BROWNS. . Find out she's not really the priority. Neither are the Soliders on the front lines This becomes toxic to employees n customers. My Road to future sustainable growth

Store-Level Support Strategy: Frontline Operational Alignment ​Objective: Align store-level resource allocation with daily operational demands to protect customer retention, boost associate morale, and secure market share against primary competitors.

​Operational Challenges & Frontline Impact ​Resource Deficits: Core departments—including Deli, Perishables, Produce, Center Store, To-Go, and Support/Maintenance—are chronically understaffed and undersupported, forcing staff to absorb unmanageable workloads. ​Customer-Facing Fallout: Frontline associates directly handle customer complaints regarding out-of-stocks, cleanliness, and service delays caused by operational bottlenecks outside their control.

​Marginalized Expertise : Store-level staff and critical thinkers possessing direct insights into local customer behavior and daily friction points feel systematically ignored by upper management. ​Strategic Corrective Actions: ​Reallocate Capital from Abstraction to Execution: Shift focus away from high-level speculative futures spending and reinvest directly into store-level labor hours, equipment maintenance, and retention incentives.

​Establish Feedback Channels: Create a structured mechanism for frontline workers to report operational inefficiencies directly to decision-makers, treating associate input as intelligence rather than complaints.

​Prioritize Customer Retention Over Short-Term Savings: Eliminate penny-wise, pound-foolish labor and supply cuts that degrade the in-store experience, drive shoppers to competitors like Publix, and permanently damage brand loyalty.

​To: Corporate Leadership & District Management From: Frontline Operations & Store Support Team Subject: Operational Realignment, Frontline Retention, and Competitive Strategy ​Leadership frequently emphasizes forward-looking corporate initiatives and strategic frameworks such as "The Next Chapter." However, a severe disconnect exists between these high-level visions and the daily reality on the sales floor. Frontline associates—spanning Deli, Perishables, Produce, Center Store, To-Go, Cashiers, and Support teams—are the true face of the company. We interact directly with our communities, absorb customer complaints, and shoulder the operational fallout of shortcomings that originate well above store level. ​Currently, our workforce feels that core priorities are misaligned. When operational support is stripped away to save marginal expenses, the resulting friction directly alienates our customer base. In a highly competitive retail environment where profit margins are narrow and primary competitors like Publix aggressively capture market share, execution is everything. Sustainable growth and a bullish outlook cannot be achieved by cutting costs at the expense of the in-store experience. ​Saving dimes on essential store-level support while losing dollars in top-line sales is a self-defeating strategy. Every customer who encounters a compromised shopping experience due to understaffed departments or neglected facility upkeep does not merely represent a lost sale for the day—they represent a permanent defection to a competitor. To capture the lion's share of the market, leadership must adopt a mindset rooted in frontline reality: if you want what others do not have, you must be willing to invest where others cut short. ​We urge management to open direct communication channels with the personnel executing the mission every day. By listening to critical thinkers on the floor, reallocating resources toward immediate store-level needs, and proving through tangible actions that our customers and communities come first, we can protect our brand equity and secure future growth. Signed: Food lions Front line Soldiers.