ELECTRONIC HOUSE CALL - February 18, 2000

A SLICE OF LIFE
I received this note recently and it is typical of many of the pleas that come my way. For the sake of privacy, I am not identifying the sender but I think the situation is worth a look.

The message:
I've been with a restaurant group for over two years. the first year and a half I have been a goof off. however, the last eight months I felt that I have done a great job. I've become the kitchen manager where I have developed a great group of people who want to do their best, and many want to pursue management careers. However, I feel that the company does not appreciate their endeavors even though I have brought food cost down and strived to staff the store with adequate staffing levels. Granted, labor costs can be better, but what is more important, best labor costs, or building sales through execution?

My response:
When people tell me their payroll is too high, I tell them their payroll is fine -- it's their sales that are too low! Personally, I would rather put energy into increasing sales rather than decreasing costs . . . but I am not your boss. If you work for someone whose priorities are different, open a dialogue on what is important and try to reach some agreement. If you and your boss are truly coming from different directions, the next question for you is "Can I live with it?" If you can, keep plugging. If you reach a point where you feel you cannot live with it, take your talents to someone who has a more compatible perspective.

Don't waste a second of your life feeling resentful and don't make your boss wrong for seeing the way he/she does. We all have the right to screw our own lives up in any way we want! Good luck.

A note from the Doc:
As I have said before, people don't leave companies, they leave managers. Without knowing the other side of this story, it looks like an unwillingness to listen may cost this place the better part of their kitchen staff. Labor costs may still need work but it appears as if management is not trying to be part of the solution or at least has created a situation where they are perceived in an adversarial role. Regardless of who is "right" everyone loses. To achieve the productivity and loyalty we need requires building our people up rather than tearing them down. The only good news is this scenario is that the competition is driving good people away. Compassionate operators who value and respect their staff can have the pick of the litter.

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