| How many of your people can you honestly say are | | | | you? In what ways can you help them reach the goals |
| excited about their job and their contributions? In | | | | that they have set for themselves? Communicate, one |
| today's society, there is a prevalent attitude that | | | | on one, with your people and find out what is important |
| restaurant work is a dry, unrewarding experience. | | | | to them and how you can help. |
| Much of this attitude was developed over many years, | | | | Involve Your People In Decision Making |
| and was fostered in the restaurant industry itself by | | | | Some operators dismiss their people's suggestions or |
| those who relied heavily on management by | | | | feedback. These operators think that they, and only |
| intimidation... those who subscribed to a misguided | | | | they, are the ones with the answers. |
| philosophy that their people were less important than | | | | But in his book, Secrets of Effective Leadership, Fred |
| their cooking equipment. | | | | A. Manske, Jr., writes: |
| But times have changed, and people today have far | | | | "People carry out decisions that they have participated |
| too many choices available to them. If they find | | | | in making much more enthusiastically than they carry |
| themselves in a negative work environment where | | | | out orders from the boss." |
| their contributions are not appreciated, they may think | | | | While it is not always possible, or feasible, to implement |
| nothing of moving on. | | | | every suggestion you may receive from your people, |
| For a while, the industry was slow to recognize this | | | | there is nothing wrong in listening to their ideas and |
| change, and even when it did, the response generally | | | | incorporating them when it makes sense to do so. |
| took the form of "You just can't find good help these | | | | Many very successful restaurant companies make it |
| days." Unfortunately, there are still too many operators | | | | policy to solicit suggestions from their people. |
| who allow themselves to fall into this trap. Operators | | | | Hire Exciting, Energetic People |
| such as this will fall by the wayside in time, while | | | | Sounds simple enough, but if you're trapped within that |
| stronger, leadership focused operators will prosper. | | | | "can't get good help" mindset, it's very likely that you |
| One quality leaders must possess is the ability to | | | | are simply adding bodies to your staff. Proper planning |
| excite and inspire their staff. The leader must totally | | | | and interviewing skills can help avoid this. |
| believe in, and be committed to, his or her operation | | | | Many times I've seen managers fill their staff with |
| and the people who are vital to its success. Following | | | | bodies just because they "had to have them." These |
| are some tips that can help create a positive, exciting | | | | same managers would often pass up an enthusiastic, |
| environment. | | | | bubbly personality simply because they felt they were |
| The Leader Must be Passionate | | | | properly staffed, but they hadn't taken the time or |
| If the leader ever hopes to develop excitement in his | | | | effort to evaluate the quality of their current staff. |
| or her people, it is first necessary for the leader to be | | | | Almost never can you afford to pass up a potential |
| excited. One can never hope to inspire if one is not | | | | hire that possesses these qualities. Chances are, there |
| inspired. The leader must be enthusiastic, and be able | | | | is someone on your payroll that has no business being |
| to communicate that enthusiasm to the staff. If you | | | | in a customer relations position. |
| can't feel it, and express it, how can you expect the | | | | My experience has been that the quality of applicants |
| same from your staff? | | | | you receive closely mirrors the quality of people you |
| Convince Your Staff That Their Efforts Are Important | | | | already have on staff. The quality of the people you |
| There is a great need in every person's life, and that is | | | | have on staff definitely mirrors the quality of your hiring |
| the need to feel that their efforts make a significant | | | | practices. |
| contribution. Those who feel that they are not making | | | | Other suggestions: |
| a positive impact soon develop apathy. "Why should I | | | | - Create positive competition, whether it be suggestive |
| do better?" they reason, "No one cares anyway." It is | | | | selling or efficiency contests. |
| vital that the leader show them the importance of their | | | | - Teach something new daily and provide new |
| work. What mindset have you helped develop in your | | | | responsibilities. |
| employees? Does one feel that she is "just a | | | | - Display a sense of humor. |
| waitress", or does she feel that she is a public relations | | | | - Provide recognition. |
| expert? Instill within them an ownership mentality. | | | | - Develop a "Our team is #1" attitude and |
| Let Them Know You Want Them To Succeed | | | | communicate it daily. |
| If you are looking for a staff that is loyal to your goals, | | | | - Be goal-line oriented and celebrate their |
| then it is imperative that you are loyal to their goals. | | | | achievements when goals are met. |
| What is someone hoping to accomplish by working for | | | | |