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Tags: Chase LeBlanc, Hotel F&B, leadership, management, restaurant management, Staffing Doctor, training & development
Grinding Toward Green: Getting staff to buy in and jump in
The Voice of “The Experience” by The Experienced Voice
It was a regular day and I was going to stop at the local, newly remodeled King Soopers (A Kroger grocery store) to pick up some items. Now this was early in the morning and, by nature, the night crew is winding down and the day crew is winding up. I like to grocery shop really early to avoid the crowds, but this places me squarely in the employee performance twilight zone. This store has recently spent a ton of money reinstalling a licensed Starbucks outlet with its own entrance and nicely sized patio. So nice in fact that all eyes are drawn to the Starbucks redesign every time you pull into the parking lot.
And, here lies our problem. There is a rather large NO SMOKING sign placed on the front façade of the patio – large enough to be seen from 50 feet away – that indicates the forbidden practice of smoking on the patio. And yet, my regular first impression of the store is always the employees on their smoke break standing 15 feet from the sign. They could reach out and touch the patio railing (forbidden zone) as their cigarette smoke wafts over the entire area and if the wind is right, all the way to the front door of the grocery store.
I’m not a lightweight when it comes to tolerance of others habits, and I have dutifully worked in more than my share of secondhand smoke workplaces, but times have changed. It is CRAZY for any business to contemplate that any paying customer would like to be hit with cigarette smoke as a first impression, much less allow it. And it is also rather ludicrous to think that any paying customer would care to observe the smoking members of your team hanging-out, out front.
Go now and get your union agreements, workplace laws, designated break areas and security procedures realigned. This may be a complicated fix in your eyes, but it is well worth the “brand” enhancement and professional image elevation.
Allowing your employees to smoke next to a NO SMOKING sign at the front of the store – Come ‘on – you’re better than that.
I live a regular life. No one is shopping for me. No one drives me around. I go out, like most folks do and I experience things like most folks do. The difference is – I know what it takes to create great customer service and quite frankly, many in business don’t seem to have a clue about how to create more than a transaction.
So, from now on – I’m going to write about my experience with your customer service – the good, the bad and the really ugly. I’ll be covering what happened to me and what should have happened if it went off the rails. Hopefully, somewhere, somehow this will provide a launching pad for positive change.
Tags: customer service, King Soopers, Kroger, No SMOKING
Inside Scoop – Being Wrong the Right Way
And now…I will shed some light on a not so little secret of organizational life. There are some over-eager beavers who deftly scramble up the political and positional ladder seemingly salivating at the prospect of power. Their mastery of corporate gamesman/woman-ship does not guarantee that they are the “sharpest knives in the drawer.” All too often, my experience has shown that if you were to strip away their job title, many lack the influence or substance for making critical decisions.
Ironically, at times it is the awkward foot-draggers who are more capable of making good decisions, but are unwilling to be pressured into making them and don’t want to be held accountable. This leads me to an important point: Lots of smart and entirely good people have discovered they don’t have what it takes to manage things or lead others.
Leadagers who possess good business judgment, a strong sense of direction, and a willingness to accept the conditions of urgency and accountability without a seedy, overcoat-flashing of their fundamental character flaws are the ideal package. Companies spend a lot of money trying to nurture or “home grow” these traits. Unfortunately, this can be an elusive combination of qualities. Conversely, a lack of motivation, butt-headedness, and proven idiocy lead to professional euthanasia every time. (Trust me on this; the latter traits are pretty darn common.)
So let’s face it. You will have to make many decisions without the experience or the information you may desperately think you need, and inevitably, you will decide incorrectly. You will be wrong, and hopefully, someone will allow you to learn from your mistakes. It might be timing, support from the powers that be, or just luck that saves your job.
Early in your career, one of the most important things to learn is how to be wrong in the right way.
Being wrong the right way looks like this:
- You made what you thought were sound decisions, striving not to be irresponsible, ignorant, or prejudicial.
- You can explain your thought process with respect to how you came to the decision in a logical manner.
- Your values were aligned with the organization’s values.
- You have shown good judgment on previous occasions.
- You display a willingness to learn from your mistakes.
If you did all the above, you should come out okay (assuming you didn’t burn the place to the ground).
All new leadagers should be allowed some time to practice alternating the gas, clutch, and brake pedals of managementship (i.e., multitasking and managing/weighing multiple—and sometimes conflicting—priorities [chewing gum and running with scissors for all of you non-driving types]). The fact is most managers are playing the standard game of “catch up” in a starkly maniacal fashion.
I strongly urge you to grow away from being the hapless prey-of-the-day—as events pounce on you—and strive to get ahead of events by becoming a predator of pro-activity, turning activities into accomplishments and churning problems into opportunities.
Tags: becoming a leadager, Chase LeBlanc, High Impact Hospitality, Restaurant Management Training
Book Excerpt | Introduction To “High Impact Hospitality”
I once had a beast of a dog, a 125-pound, all-black German shepherd named Dakota. He was foreboding in the looks department, but in reality he was just a big marshmallow. Dakota would frequently do the oddest thing; whenever we were standing close together, he would lean on me. His weight was enough to shift my center of gravity and at times I would have to scramble to regain my footing.
At one of his annual veterinary check-ups, I asked the vet whether this posture was common for big dogs looking to take a load off or if this dog just liked being close to me. The vet told me that it is the nature of dogs to slide up against each other and test the weight of the newcomer. I guess my dog was on instinct autopilot, subtly trying to test the competition in case there was going to be a tussle.
I don’t know if the vet was dealing in facts but I like to use this analogy when speaking about management and leadership. There is always something sliding up next to you trying to test your mettle. You are being constantly tested and assessed by the staff, customers, budget, boss, or competition—even your peers.
This book is about giving you a healthy dose of heft. After almost thirty years in the industry I’m hoping to share the solid footing that comes from hard-won wisdom.
Over time, with hands-on experience, I have come to understand that I prefer to work with authentic, caring, trustworthy, and competent people. People who do not possess these traits generally seem to fail at a higher rate. As such, I devoted much of my career to developing myself and my managers into people who were successful (by my assessment and by those who signed our paychecks) even though most of the time, we heard different music in our heads.
I call us leadagers (pronounced as – leed/i/jers), and we are a tribe, a group united by our shared values.
Let’s be clear; not everyone who has worked for me has liked me and certainly not everything I touched turned to gold. However, from the beginning, I was driven to produce more leadagers and tribal leaders, not just more managers or hourly workers. It was somewhere at about the eleven-year mark that I began to realize I excelled in the development of leadagers.
As an owner/operator running a college town hot spot, I got started developing people when I was twenty-one years old. I was learning from my management mistakes before most people get a chance to make ’em. (Check out Malcom Gladwell’s book, Outliers, and look up the 10,000 hour rule-of-thumb. He basically states that ten years of practice is just about how long it takes to become really good at something.)
It’s not like I ignored any of the million little details that go into running a successful hospitality operation; you have to know the right thing to do to teach the right thing to do. It’s just that developing managers into strong leaders is what I poured my heart into.
I come forward now with this humble effort, targeting the following audiences: (1) assistant managers looking for more traction on their way up the mountain, (2) any level of manager in the service sector (general managers included) who is trying to improve their plate-spinning abilities, (3) hourly tribemates with ambition, and (4) anyone wishing for a peek into the mind of a “new-style” manager.
Let me be clear: There is no one right way to be successful in this industry or any other, for that matter. This book is an answer to many questions but it is not the answer to all problems.
With that in mind, may my mistakes help you to avoid some pitfalls, my knowledge be a force for good, and my travails tickle your fancy.
(Damn, I loved that dog!)
Tags: Chase LeBlanc, foodservice, High Impact Hospitality, Restaurant Consultant, restaurant leadership, restaurant management
Check Yourself | The Top-5 Bad Things You Can Avoid
Check Yourself | The Top-5 Bad Things You Can AvoidHotel F&B November/December 2011 |
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Tags: Chase LeBlanc, High Impact Hospitality, Hotel F&B, Leadagers, Restaurant Management Training, Staffing Doctor
Hotel F&B Magazine December 2011 | Review of “High-Impact Hospitality”
Book Review: “High-Impact Hospitality” by Chase LeBlanc
Recommended for anyone making a career in hospitality or wishing to take their employees to a higher level.
Hotel F&B professionals who want to increase both their compensation and career satisfaction should read High Impact Hospitality by Chase LeBlanc, HOTEL F&B’s “Staffing Doctor.” This is a marvelous read: funny yet wise, inspiring but practical, combining LeBlanc’s considerable hands-on hotel experience with sound gut instincts.
He begins by defining the two key roles every F&B pro should strive to fill, those of manager and leader, explaining how they are different and complementary. He calls people who have achieved this dual competence “Leadagers.” These professionals are adept at both “hard” management tasks such as cost control and scheduling and also excel at “soft,” almost artful, ways of thinking and acting for the good of themselves and their “tribe” (as he refers to the entire staff).
So how does one become a Leadager? LeBlanc weaves these hard and soft objectives together throughout the book. In “Make More Dough,” he lists several creative ways to increase your value, such as being a sunshine-maker, a business mechanic, a shepherd, a trustee, etc. In “Duality Maze,” he talks of organizational realities and pitfalls, how to avoid working for buffoons, and dealing with management’s often relentless push for performance and profitability.
Throughout the book, LeBlanc establishes his credentials through experiences, beginning as a 16-year old dishwasher, becoming a bar owner at age 21, then proceeding through the managerial ranks at various hotel chains and as a multi-unit operator for a national restaurant chain. He is now CEO of Leadagers LLC, a hospitality consulting business providing professional development tailored for hotels and restaurants. He can be contacted at 303-997-9328, www.leadagers.com. —ADS
Tags: Book Review, Chase LeBlanc, High Impact Hospitality, Hotel F&B, Leadager, Staffing Doctor
Check Yourself | Compound Experience
http://www.hotelfandb.com/biol/jan-feb2012-staffing-doctor-dream-job.asp
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KEITH ASKS… I have been working in restaurants, bars, and hotels for 13 years. I am also completing my MBA in general management. I know the best way to upper management is through time and experience, however, with my degree, how can I leverage my experience and schooling in the business of F&B? THE STAFFING DOCTOR ANSWERS… First, develop a clear picture of your dream job and track backwards. Talk to anyone, anywhere in that job and get their download. Ask them questions about what it takes to get there, who might help you on your quest, and whether they’ll make an introduction. Find any association or group of like-minded people and join the conversation. Study the specifics, master the skills, and move in the circles of who you wish to be. You will always have a better shot at any job if you have previously established relationships, with or without the appropriate experience, education, or desire. Second, get your values in order. We all know life is a series of tradeoffs. When facing an important decision, many advice-dispensers suggest taking a sheet of paper, drawing a line down the middle, and writing at the top of each side pros and cons. Do not use this approach without assigning weighted values to the details. What’s most important to you? For each individual, all the ingredients that go into the process of decision-making do not carry the same cost or weight. Values lead the leader; spend some time ruminating on your values before you step into the big leagues of management where choices and decisions affect more than yourself. Third, have you ever heard of compound interest? I suggest that there exists such a thing as compound work experience. Compound work experience provides that as you learn, you automatically increase your chances for advancement. Compound work experience is acquired by (1) working for the best organizations, (2) working for a successful leader-mentor, (3) working where the opportunities for advancement are plentiful, and (4) working where the varieties of experience are bountiful. This is a workplace where you are allowed to challenge yourself and to grow, a place where accepting more responsibility will eventually translate into more money for you, a place that acknowledges/ nurtures your involvement/participation and consistently shows appreciation for your contributions, a place that holds you accountable when you don’t sufficiently contribute, and ultimately, a place that provides a wealth of value to you through means that are not purely financial. In order to find an opportunity that allows for compound work experience, you must search, assess, and evaluate the trade-offs. This, by the way, is vastly different than conveniently going to the nearest F&B factory and applying for any ol’ job. Take a shot at the job that gets you in the door of the right place with the right people. Look for those savvy business carnivores who crave to maximize your potential. Chase LeBlanc is the founder and CEO of Leadagers, LLC, and is a hospitality management performance coach with more than 25 years of experience. He is also the author of High Impact Hospitality: Upgrade Your Purpose, Performance and Profits! |
Tags: Chase LeBlanc, food & beverage management, High Impact Hospitality, Leadagers, Restaurant Consultant, restaurant management, restaurant training
Leadership is Like Ice Cream
The words “leader” and “leadership” used to be widely accepted definitions of person(s) at the very top. Now, they have been widely broadened to reflectively include those who contribute to the process of moving things forward at any level, in any business setting.
I like to think of it this way, leadership is like ice cream, and the specific business, industry or circumstances are the flavors. It is impossible to use chocolate chip and make it work when pistachio swirl is required, unless you only care about the fact that you used “leadership ice cream” and not about the outcome or how it tastes. Now you know why poor leadership leaves such a bad taste in everyone’s mouth.
The mixing of flavors (or leadership styles/skills) is a creative endeavor, because it has to be. The quest of all leaders, doing the right thing – at the right time – time after time – is not a science; it’s the repetitive capture of quicksilver. An enlightened/contemporary approach demands different leadership tactics for ever-changing circumstances and roles. You can be a lead cook, server or busser (out in-front-modeling the job in a stellar fashion) but that is different than a General Manager, battlefield leader or neighborhood political leader. Hone in on what will work best for your situation, circumstance, and timeframe.
Leadership (at any level) is simply a role. It can be definitive or derivative, but still just one of many roles that are played out within any human enterprise. Management is, in most situations, a job, with an accompanying job description. (Try to find a formal company job description for “leader.”) Leadership and Management are properly awesome together — like ice cream and a cone but they aren’t the same thing!
In the hospitality industry leadership is sought, recognized and cultivated at all levels. If someone is the best busser/cook/server/bartender they can become a “lead” and leaders at all levels are the lifeblood of any hospitality organization. I am not a top–down leadership school-of-thought adherent, although it has had its place in history. Enlightened organizations currently seek bottom-up/sideways/criss-cross leadership involvement and engagement. They rotate and align the best people, ideas, practices and future “potentials” to positions out in front.
Present day business environments are shockingly fluid and demanding of skills that previously were not essential requirements. At the top of this skills list is learning on-the-fly and adapting to ever-changing conditions.
How do you develop adroitness, awareness and capacity? With seasoning! How do you accelerate seasoning? Hopefully, with the complete backing of the entire organization toward leadership development, and by accepting that “mistakes” are part of the process. As many have stated before, not pushing your limits to the point of making some mistakes is a mistake, especially when you’re attempting to create engaged leaders at all levels of your organization. Please keep this seasoning logic at the forefront of your mind as you attempt to accomplish one of the major components of any leadership role – identifying and developing future leaders.
A Quick Sidebar on Seasoning –
Some ol’ school professionals will remember a time when cast-iron cookware was the tool of choice, and all of those pans needed to be seasoned prior to use. There were formal steps that had to be undertaken prior to actually using the pan — a thorough cleaning, heavy coating of the proper oil, and measured heating. Seasoning is/was required in order to make the pans less sticky and to stave off rust.
In other words, formal steps are taken to make them work better and last longer. Might there be an equivalent body/mind/spirit process to accelerate the seasoning of your leaders? Perhaps, accelerated seasoning methodology is something to think about/act upon in your near future. It is, after all, the element most missing in the newly anointed at any level.
Individuals who use their “all,” and use it correctly, have accomplished many a success in business, athletics, and warfare. This, by the way, is the foundational reasoning smart folks use for hiring and promoting people who can draw from demonstrable military, sports, or previous business success.
All business owners/leaders attempt to develop a “strategy” for their business, which simply comes down to the decisions they make to maximize all available resources to gain success, however they define it. If working leaders have had limited life experience, their strategies are usually limited in scope. If you get the chance in life to participate in something that fully challenges you and demands physical and/or maximum mental effort, sign up. This life “seasoning” directly adds value in a business environment.
Leaders, you must try to create the most impactful flavor of leadership (ice cream) that works best for your situation/team and you’re going to have some bad batches along the way. Many of you already have faced the fact that some folks on your team will come up with a “dirt” flavor of team leadership when you asked them for cool-mint. However, you will be pleasantly surprised at the number of positive outcomes if you embrace the quest for engaged leadership at all levels as if it were both a business necessity and a creative flavor endeavor.
Tags: hospitality leaders, hospitality management training programs, Leadager, leadership, restaurant managers, restaurant service, restaurant training, restaurant training program, server sales training program, server training, server training program, waitstaff sales training program, waitstaff training, waitstaff training program
Waitstaff Training Today for Better Teams Tomorrow
Guest Blog:
Pencom International
If only training were like climbing Mt.Everest. Once you accomplished it, you’d never have to do it again. Unfortunately, restaurant training is more like exercise. If you don’t do it regularly, it’s difficult to stay in top shape. We all know that, but in our fast-paced restaurant environment, it’s easy to let things that aren’t “on fire” slide. But if you follow a successful waitstaff training routine, you’ll reduce those fires and create a more proactive and productive work environment. In the end, your restaurant team—and your customers—will thank you. Here are a few tips that can make your training more successful:
- Begin at the beginning. It sounds simple, but most new hires learn how to work the cash register long before they’re ever told about the corporate concept or mission statements. If your operation is committed to ideals, it’s important that your new employees get that information first and are tested on it and its importance. It’s the only way they’ll grow to fit into the environment and team you’ve created.
- Just do it. Effective restaurant training doesn’t just include structured training sessions or pre-shift meetings. It also includes managers getting in the trenches and improving their knowledge. If you really believe that every team member should help the other—and that every position is important—assign yourself a shift working in an area that’s suffering from turnover, lower morale or just added stress. Come dressed to work and have an assistant manager take care of your regular duties. By actually doing the job—and not just observing it—you’ll show the staff that you understand firsthand their challenges. You’ll also learn what’s not being done properly and after the shift, and you can tailor your training sessions accordingly.
- Talk the talk. In this business, service and sales go hand-in-hand. In the long run, you can’t accomplish one without the other. It stands to reason, then, that any good restaurant training program will focus on both improving service and increasing sales. If you want to effectively communicate that “everyone is in sales,” then you should be selling yourself. Pass out samples of appetizers to waiting guests, tell them about specials, offer to carry around the dessert tray for busy servers and present the items like they were presented in training. Whatever you’d like your servers and other team members to do, do it yourself and do it well.
- Reward success. The old adage is true: what gets rewarded gets done. Sure, servers who put their training into action will be rewarded by higher tips and a more enjoyable work experience. But it’s up to you to give all your servers the extra motivation they need to apply what you’ve taught them. If you’re focusing on sales increases of a particular item, or a general improvement in average sales, set clear and attainable goals, recognize achievements, and reward winners.
Remember, training is a process, not an event. Train every day, and recognize and reward expected behavior every day, too.
© Pencom International, used with permission. Pencom International is a leader in restaurant management and waitstaff training solutions and publisher of Service That Sells! The Art of Profitable Hospitality, the best-selling book in foodservice history! Developed by successful restaurant owners and managers, the Service That Sells! product line of books, DVDs and workbooks has been helping restaurants improve service and increase sales for decades.
Tags: restaurant service, restaurant training, restaurant training program, server sales training program, server training, server training program, waitstaff sales training program, waitstaff training, waitstaff training program
Check Yourself | The Top 5 Bad Things You Can Avoid by Chase LeBlanc
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Tags: accidents, Chase LeBlanc, food borne illness, harassment, High Impact Hospitality, Leadagers, liquor license, Restaurants, robbery
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