I ran large superstores for more than a couple of decades. Before that departmental stores. This involved for the most part, wearing sharp suits and highly polished shoes and making regular tours of the store, talking to the staff, sometimes smoothing down the odd ruffled feather my instructions to others occasionally caused... But you could learn a lot listening to staff. I always believed that they often would tell you things you already knew, sometimes during your tour, nine things, but if you weren't willing to listen to the nine, you wouldn't hear the tenth, which might be something important.
Some managers undervalue their staff, they're you're greatest asset. If you look after them, they'll look after you.
Oh yes and I compiled budgets. It's a habit which I can't give up. I set myself financial budgets each year and monitor them on rolling Excel spread sheets. So I never have any money worries. Mind you, if I think I'm going over-budget, I'm still OK as I always factor in a figure for contingencies. If the expenses look as if they are still going over, I say sod it and just change the budget! Couldn't do that when I was working!
It's now twenty years since I took early retirement and the job has changed dramatically. No longer are general manager's "king of all they survey." In "my day," you didn't need to wear a badge to let people know who you were, when they tried to introduce them, we senior managers refused to wear them. Customers knew who you were by your appearance. I'd spend time talking to them, you're lucky if you ever see a manager in big stores these days.
Flair and initiative (and probably good bonuses) went out the window as head offices exercised more control and managers became lesser paid "jobsworths" just there to carry out instructions. We wouldn't brook any interference, in the way we ran our stores, that wouldn't be the case now, I could see it coming so I got out.