Viewing entries tagged
how to manage

The Art of Delegation (In Hospitality). More Time, Less Stress and More Cohesive Teams.

Comment

The Art of Delegation (In Hospitality). More Time, Less Stress and More Cohesive Teams.

Ask anyone who runs a restaurant and you’ll find there is a hell of a lot to do. As managers get promoted it becomes easy to take on the many responsibilities of the business. P&Ls are delicate things and for most it makes sense to take on the responsibility of all the major tasks in the business to ensure the restaurant turns a healthy profit. 

In theory, this seems like a good idea, but with so much focus on all the daily and weekly tasks we can lose touch with the most important people in our business - our employees. Your teams interact with many more of your guests than you do. If you can’t keep them motivated and happy, they’ll have very little inclination to treat your guests with empathy and kindness. We’ve all worked with GMs who spend a lot of their time in the office - this never goes down well with team members. In fact it’s one of the quickest ways to create cynical, lacklustre waiters. 

Your teams interact with way more of your guests than you do. If you can’t keep them motivated and happy they’ll have very little inclination to treat your guests with empathy and kindness.

To be effective leaders we need to be able to build rapport and trust with our management teams and our front line employees. If we’re spending too much time focusing on the admin, it’s too easy for those relationships to slide. As leaders, our job is to manage the emotional state of those we lead, to keep them happy and motivated so they can deliver a brilliant guest experience. 

Obviously we can’t just spend all our time on the floor, motivating our teams and neglecting the daily running of the business. But there is a way we can combine the two. 

Most people are happy if they feel like they are moving forward, learning and developing. We want to create an atmosphere of constant learning and progression. Through coaching and developing our teams we can actually reduce our workload whilst at the same time building trust and rapport. Here’s how.

If you take all the tasks that you, as GM, carry out weekly and then write them out into a list of blocks like below. 

Although the tasks might vary, you’ll notice that the most junior managers always have the least ‘office’ work to do and therefore spend most of their time ‘managing’ shifts and ‘managing’ the team. By contrast, the most experienced person in the business spends the least amount of time ‘managing’ the people in the business. To us that makes no sense. We need to free up the most experienced person to truly lead the business and the people in it. 

The goal is for the GM to delegate 85-95% of their workload so they can focus on their teams and guests. This doesn’t mean we are no longer responsible for those tasks; of course, the buck always stops with us. But we need to coach and develop the managers below us to be able to do those tasks in order to free up our time to focus on our guests and employee wellbeing. We provide support all the way and then simply review and check at the end. The key to making this work is to train the person well enough to do the task as well as (or better) than you. Achieving this takes a bit of planning and time - but trust me it’ll be worth it in the end. 

Let’s take one of our tasks as GM we want to delegate to our AGM. Perhaps it’s Monday morning admin. How long (be honest with yourself) is it going to take me to train my AGM to carry out this task perfectly. Let’s say 6 hours. I’m going to spread this time over 3 weeks. Next I’m going to schedule two one hour training sessions over three weeks with my AGM. I’m going to Timeblock this in our diaries. Timeblocking is simply putting time in your diary where nothing interrupts you. You must protect that time so your sole focus is on training your AGM. Too often training in restaurants is haphazard as there is always so much going on and the task never gets taught properly which leads to mistakes - the whole thing becomes a frustrating waste of time. 

During these one hour sessions your task is not simply to teach the AGM how to do Monday morning admin; it’s equally important to build trust and rapport. This is quality one-on-one time that is such a rarity in our industry.  Be kind, support them, allow them to make mistakes and learn. Then by the end of the six sessions, you simply have to review and check that they are doing the task well. You now have a stronger relationship with your AGM and one less task to do.

Too often training in restaurants is haphazard as there is always so much going on, the task never gets taught properly which leads to mistakes - the whole thing becomes a frustrating waste of time.

Your AGM can then do exactly the same with the manager below them. What we end up with is a management team that are constantly learning, developing and improving and a GM who has the time and headspace to focus on the most important aspect of the business - it’s people. 

 

If we keep this style of learning and delegation going, we’ll end up at a point where we have managers who are trained and ready for promotion or to step up if someone else leaves. What we want to end up with is a GM who is still ultimately responsible for the all administration of the business but they are simply reviewing, guiding and checking as opposed to doing. There’s a real joy to be found in developing those below you. Done well, you’ll have more time, less stress and more headspace to focus on the most important aspect of the business, its people. 

 

Comment

Mindfulness Mid Shift?!  I haven't got time for that…No Really.

Comment

Mindfulness Mid Shift?! I haven't got time for that…No Really.

OK I admit it, at first glance the idea of finding time to be mindful, in a hectic restaurant may seem a little crazy. Taking fifteen minutes out to meditate on a Saturday lunch (although it would be wonderful) isn’t the most practical of ideas and certainly wouldn’t help your labour budget. But what if I suggested that there are ways to get a good dose of mindfulness even in the most hectic of shifts, and these moments of consciousness, aren’t just good for your mental well-being but are, in fact, vital to the growing success of your business? Even if you’re not sold on the idea of mindfulness and presence, read on, you may just find it useful.

 

So let’s imagine you’re a waiter, it’s a Saturday lunch, it’s busy, it’s hot, the bar are running a little behind on drinks and the host has just given you one too many tables. Just take a moment, imagine this situation (I get a little tense just thinking about it). Now, I want you to start thinking about your thought process at this point, the stream of consciousness inside your head. As the pressure grows that interior monologue gets quicker and quicker, louder and louder, “where are my drinks? "I told that host not to sit me any more tables!" "I hate this job? What am I doing here? Where’s the spinach for table 6?” Our heart rate increases, tension grows, and we start to become less and less present and more and more locked in our heads. Awareness decreases and stress increases.  

 

This scenario is not uncommon, go into any busy restaurant on a Saturday night and you may just see it. But is it really that bad? Surely that’s just part of working in a restaurant isn’t it? Well yes and no. Yes it is bad, I’ll go into why in a second, and yes it is part of working in a restaurant.

 

Nothing frustrates a customer more than when they feel the waiter is not giving them their full attention.

 

So why is it bad? Firstly, for the waiter. Health wise, both physically and mentally that amount of stress is simply not good for you. It’s exhausting. I’ve just been reading The Art of the Restauranteur by Nicholas Lander. There are so many incredible people who have founded wonderful restaurants only to tragically die of a heart attack ten years in. Leaving their business partners to carry on alone. That’s the pay off for working with all that stress. Secondly, for the customer. The customer is on the receiving end of distracted service. Nothing frustrates a customer more than when they feel the waiter is not giving them their full attention. Thirdly, for you, the owner. As stress increases our ability to make rational decision decreases. There's proper scientific studies into this. The more distracted we become the more mistakes we make, the more wastage we create, the less productive we become. Not to mention the fact that your customers are now not having a great time either and might not be too keen to return. 

 

That idea of mediating for fifteen minutes doesn’t quite seem so crazy now does it? I jest... But we do need to get present, and we need to be able to do it quickly. It can’t interrupt service and it has to be done on the floor. So here’s how we do it. Every time you go to a table it is an opportunity to be present. Think about that for a second. The waiters have to talk to the tables. So why not use this time to bring yourself into the present. To stop all that interior monologue. A three minute break from all the stress to enjoy being with your guests. When you’re at a table, you don’t have to run food or drink all you have to do is be present. Listen to them, speak to them, enjoy that human connection. If you find that connection you will become present. Simple. 

 

At the heart of it, we are social beings who enjoy connecting with other people.

 

On a busy shift you need to see tables as a gift, a gift to be present. Like a mini pit stop during service. So many waiters go over to a table so distracted and rushed they completely miss this golden opportunity. 

 

Here at Hop there’s a little mantra we teach all of our students to remind them how to get present on busy shifts. Before they go over to a table they take a second, I literally mean one second. They take a breath and say the following in their heads. “Establish. Engage. Enjoy.” Now let me explain. Establish: they establish good body language, usually just letting go of tension. Engage: they genuinely try to engage their guests, great eye contact, good smile. Enjoy: now they have the engagement from the guest they can enjoy that connection, enjoy that human experience. That’s why we all do this job because, at the heart of it, we are social beings who enjoy connecting with other people. 

 

Establish. Engage. Enjoy. At first waiters will say I haven’t got time for all that. But it only takes seconds. At first they will feel like they're spending longer at the table, because they are speaking at a more relaxed pace. But in reality the actual time at the table is the same.

 

Furthermore, whilst they’re at the table their stress will reduce, their awareness will increase, the guests will be getting a much more unique and genuine experience and you will have a happy restaurant with a better atmosphere. 

 

That’s how to get a good dose of mindfulness in a busy shift. Joss sticks are optional. 

Comment

 Managing the Unmanageable

Comment

Managing the Unmanageable

One of the unique things about the restaurant industry in the UK is it’s workforce. Love it or hate it, the restaurant industry is a stop gap for many on a path to something else. Lawyers, Actors, Economists, Writers, Nurses, Teachers, Photographers, Athletes. These are just few of the professions I’ve come across moonlighting in the restaurant game. Personally, I think it’s something to be embraced, where else would you find such a diverse group of talented people all working in one place. 

 

But, as with most things, there are drawbacks. Some people enter the industry with every intention of moving on but, like it so much they stay. They choose to go into management and push on from there. I can think of a few well known and highly successful company directors who ‘fell’ into the industry. 

 

Then there are those who were always planning to leave but never quite did. They don’t want to go into management, they don’t really want to work in the restaurant, they don’t really know what they want to do. They become stuck, which leads to frustration, conflict with colleagues and most importantly poor service. There’s no joy in what they do anymore. All because they feel their life isn’t where it should be. The vision, if it was there in the first place, has gone and with it, their enthusiasm. 

 

These people can be highly destructive to a team and managing them properly is key. You can’t just hope they will leave, or hope you can build up a big enough case against them for gross misconduct. By that time your whole floor team could be ruined. 

 

So what are our options? One: we go in hard telling them that they aren’t performing to a high enough standard, they look miserable on the floor and are too negative. But how exactly do we break that down? Tell them they need to smile more? Say please and thank you more? Be kinder to their guests? Good luck with that. If anything you're gonna create a fake over-the-top cynical style of service which won’t last long and then you’re back to square one. You’re not addressing the root of the problem, just temporarily masking it. 

 

So what else can we do? We need to remember these people are stuck. The vision of what they want from their career, their life has gone. You’re job is to help them find that vision again and guide them down a route to achieve it.  Progress makes us happy. Moving towards a goal makes us happy. Would you prefer to be cruising down the motorway or gridlocked on the slip road. 

 

Ok so here’s what to do. Ask them about what they want to achieve both at work and in their personal lives. If they’re not sure give them a few days and tell them to come back with something written down. You’re be surprised what they come back with. Even the most unmotivated will come up with brilliant ideas, when they commit it to paper. So now we have a vision. Now get them to break down these goals into sub goals, or steps along the way that they will need to achieve before reaching the big goal. 

 

For example, Jon has worked in a site for four years, he hates working in the restaurant. A week after out initial chat he comes up with the idea that he wants to travel the world and teach English as a second language. Boom! We have a vision. So now we need to break that goal down into smaller goals. He needs to research courses, he needs to save money, he needs to improve his grammatical understanding of English (couldn’t we all). Jon keeps adding to this sub goal list over the next few days. Next I help Jon break down the goals into daily, weekly and monthly goals. I get him to develop his own planner. We have a vision and now we have clear steps of how to get there. 

 

So yes, Jon might be leaving in a year now but all of a sudden he’s working with discipline, clarity and vision. He knows what he wants and therefore we’ve pulled him out of the well of negativity he was stuck in. Just Google ‘goal setting’ and there’s ton of resources on how to set plans. The Jon you hired four years ago is back and he’s delivering good service again. 

 

You might think this is a lot to do and hasn’t got much to do with the restaurant but it’s worth the time invested. You’re making them make change. Change for them is good, it makes them more malleable and more manageable. It’s also incredibly satisfying, for you as a manager, to create that sort of change in another person. I’m not saying they will be perfect all the time but they will make a huge improvement, and the rest of the team, not to mention your guests, will thank you for it. 

 

Comment