ELECTRONIC HOUSE CALL - August 13, 2004

I am in South Florida this weekend to attend a financial conference, warily watching Hurricane Charley's storm track and hoping to catch a bit of the Olympics here and there. I feel a certain kinship to the games, having run the foodservice for the US Olympic Training Center for five years back in the late 80's.

What always impressed me about the Olympics was that after everyone gave their best effort, time stopped for at least a moment and people were recognized for their accomplishments. While what we do every day may not lend itself to gold, silver and bronze medal recognition, we can certainly do a better job of celebrating the little daily wins that are so important in building world class performance.

Dear Doc
I received the following note from a restaurant worker last week: “I am disgusted at the fact that I am expected to handle dirty dishes, wash them and return to a table after handling dishes, and money all the while being paid $2.13 per hour. I am researching lawn in Virginia. I think there must be some law that states a waitstaff cannot be in a dishroom, in a breeding ground for so many germs. Food is expected to be delivered in a timely manner, tables cleared, I wash the dishes..or they pile up.(The owner does not want to spend the money to hire an individual solely to do the dishes.)Then I am to return to tables, serving drinks and possibly spreading harmful bacteria. Got any advice?”

I replied: This is always a dicey part of the business, since there are so many opportunities to contaminate your hands. However, if you are not actually preparing the food but merely presenting the plates, proper plate handling can avoid most problems. Frequent hand washing is always a smart idea and I like the hand sanitizer solutions that are available now as a "quickie" fix. So if you really wanted to be sure that you were not spreading germs, it is quite possible -- if inconvenient -- to do.

I think your real problem is that you don't like doing what the owner has asked you to do ... and you are totally entitled to that view. As long as you are making a least minimum wage for the total time you put in, I question if there is a legal issue here, but I would expect you should at least receive a different wage base when you are in the dishroom than when you are in the dining room.

Owners have the right to screw their businesses up any way they want to ... but you have a choice as well. If you are going to take the owner's money, no matter what the amount, do what you are asked and enjoy it. If you decide that it is not your cup of tea, there are many other employers who would welcome a good worker with open arms and pay you what you are worth. But there is nothing to be gained from playing the victim. Your life will get easier when you take responsibility for your own success and happiness. Good luck. Bill

Points to Ponder
I don't think I ever shared these comments from my colleague, human relations guru Robert Kausen. In an EHC several months ago I was talking about the difference between training and staff development and Robert had these observations that are worth considering:

Bill, your article on developing employees comes on the heels of an article in USA Today that appeared last week pointing out that businesses are again making a classic mistake. According to the article, when the economy slumps most businesses start to look for ways to improve the bottom line -- training and development are usually the first to be cut. Big mistake. In my 20+ years consulting with many different types of businesses, I know that when things slow down it is the perfect opportunity to invest in your people. It is often seen as counterintuitive to invest when the bottom line gets scary. But, stepping back to a more strategic view, you will see that this is the time to make certain your most valuable asset remains just that.

In the high turnover food and beverage industry, it just makes sense to get your best people committed to your operation. Here are a few simple steps that will move operators and owners in the right direction with little or no expense. Sit down in a relaxed one on one session with your best people -- each and every one. Your only agenda should be to get to know this person at a much deeper level. Don't try to sell or convince. Without making it an interrogation, ask appropriate questions to allow this valued employee to tell you more about her or his life and background than you ever knew before. The information is not the point. The key is developing a deep rapport founded in unconditional respect so that the two of you feel bonded beyond your professional relationship. When that happens, you have each other's ear.

As you LISTEN, more questions will occur to you and your employee will sense that you are genuinely interested. That bond of respect and caring will be a significant deterrent to looking for a new job. Of course, you may want to go beyond that and provide development opportunities to enrich their lives and careers. But these relationship-deepening sessions will provide a good start. Try it. I guarantee you will enjoy it.

Management Development Resources
If the common sense simplicity of this approach appeals to you, you are going to love what we have planned for the next few months. Robert and I will be facilitating the Leadership Development Project starting this fall (see last week's EHC for more information). Robert and I will also be exploring the process for “Creating the Effortless Organization” at the Super Summit next March in New Orleans.

Speaking of the Super Summit, the audios and videos from Super Summit 2004 are finally ready. The focus of the event was “Re-Inventing Your Business” and contains the wisdom of Molly Hancock, Harry Bond, Rory Fatt, Phyllis Ann Marshall and yours truly. Look for a special notice shortly on how you can get this amazing information for your professional library.

The Perpetual Question
What did you learn from your staff today?

[ Home ] [ Top ] [ Email Restaurant Doctor ]

© 2004 Restaurant Doctor