ELECTRONIC HOUSE CALL - December 30, 2005

Well, it has been an interesting week. Returning from Europe just a week before Christmas, we just weren't up to decorating ... so instead of devoting myself to the holidays, I got to devote myself to doctors.

A sleep study confirmed that I have sleep apnea that must be treated next month, probably by surgery. Then a few days ago the results of last month's stress test led to another angiogram ... which uncovered another arterial blockage ... which led to another stent.

Like I said, an interesting week ... but at least all is well now and I should be good for another 50,000 miles.

REFLECTIONS AND RESOLUTIONS
So here we are again on the brink of another year -- typically a time for reflection and resolutions. It seems like we are usually asking for things that we don't have and making promises to start (or stop) doing things we should have done (or stopped doing) last year ... but never mind.

So what do you want from 2006? Higher sales? A few new restaurants? A line cook that shows up on time? Better health? More exercise? A deeper spiritual connection? More time with your family? Peace on the planet? An end to hunger? Maybe just a little time off? Give it some thought. Write down what you want ... and be as specific as you can.

Understand that there is nothing wrong with wanting these things, but once you decide, once you make your list, the important question is what are you prepared to do to help bring about the results you want? The universe rewards action.

Your sales will not improve by wishing it to be so -- you have to take some action.

You cannot think yourself into more exercise, you have to actually make the time and do it.

Family time? Schedule it and truly make it a priority.

Bring peace to the planet? End hunger? All do-able ... but you have to do something ... and probably something different than what you did last year.

Happy new year. Happy new life.

THE PERPETUAL QUESTION
What did you learn from your staff today?

My GM has always said that it seems easier to hire new blood than try to retrain old timers on staff. We refer to this as his 'Old Dogs' theory and it comes up often at our management meetings.

Recently an industry magazine had a great article on just this topic with the tag line 'If we're always learning new tricks, then we must not be 'Old Dogs'. I presented it to him at our most recent meeting and we had a good laugh. Not becoming an 'Old Dog' is surely the best way to prevent having a restaurant full of them. -- Robert Hodgson, Lefty's Fresh Food Restaurants, Parksville/Qualicum, BC

What THEY see is what YOU will get. If you want your crew to be receptive to new ideas, you have to set the example. You are the role model ... whether you want the job or not. One of the best ways to learn, of course, is to listen.

Learning to listen respectfully to everyone you meet - - and being intensely interested in what you hear -- will deepen respect, expand your mind ... and help put your staff in a mood to listen and learn as well.

Never doubt that the most critical management skill you can develop is your ability to truly listen.

I will continue to collect your answers to this important question ... and you can add comments as often as you want. Just click on the link below and contribute your insights for the common good (and your own as well!)

What did YOU learn from YOUR staff today?

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