ELECTRONIC HOUSE CALL - March 3, 2006

It has been a wonderful couple of weeks at home ... but the road calls and I need to top off the frequent flyer miles. So it is off to the Big Apple in the morning and the New York Restaurant Show ... for the tenth year in a row!

Three days in New York City is about my limit, but finding my way around gets easier every year ... and it is always a good chance to visit with some old friends and enjoy some great meals.

WE HAVE MET THE ENEMY ...
I received the following note from Denise Herrera, a unit manager for a Denny's restaurant in South Carolina.

My goal is to own a restaurant and to apply all the principles and common sense rules, etc. you discuss throughout your website, without being ridiculed about being too nice to the employees. Funny though, my shift has less labor cost, less complaints, and definitely more teamwork than the first shift.

The owners always say sales are higher on the first shift (they have breakfast and lunch) but we are only talking about $300-500 higher. When I want to discuss TOTAL profit they never want to discuss it because it takes twice as many employees on the first shift to do the higher sales than it takes on my shift. I know you understand what I am getting at. I won't even get into waste etc.

Anyway love your website!!!! I always print the articles which reflect on the owners and sort of leave them laying around for them to find and read. Hopefully if they don't listen to me, they will at least take you a little more seriously.

A note from the Doc:
An operational paradox of the restaurant business is that it takes a certain strength of ego and independent spirit to get into this business in the first place, but that same ego and independence can be what keeps us from listening, learning and being as successful as we might be.

Often a working definition of "wrong" is "different than the way I would have done it." Denise's note suggests that the owners of her restaurant are passing up a powerful opportunity TO WORK LESS AND MAKE MORE MONEY because their ego will not let them open up to possibilities that are right under their own roof. If nothing changes, they could also lose a superb manager.

What opportunities are YOU missing because of ego? What did you learn from YOUR staff today?

GOT STAFF?
I was cleaning out my e-mail files and found this note from Jim Covert who raises an idea worth pondering. I have been trying to be a good employer for over 10 years to reduce training costs and improve quality (and because it's the right thing to do). However, finding good staff is essential even for those with low turnover.

Long ago I didn't care for the idea of re-hiring ex- employees. In recent years I've found they are one of my best resources for staff. Their attitude is usually better the second trip -- and mine is, too. They know the bad parts of the job and re-applied anyway. Less training is needed. You know their weaknesses and hire them anyway.

When each knows what's coming, it's easier to cope with job stresses. Even staff that left on bad terms have returned and been great. Return employees usually stay longer -- no surprises that scare them off.

My retention record on re-hires is far better than new hires. Before you bring back a former worker, always, always get unanimous support (don't force it) from all key employees. If you do, they will help the re-hire succeed. If you don't, the objector(s) will either help them fail or quit themselves -- now you have a new problem.

Remember, people don't re-apply to a bad workplace so a positive climate is critical.

THE MARCH SURVEY
One of the most frustrating parts of management is getting the staff to do what you want them to do ... when you want it to happen ... and the way it should be done. I go into depth on this subject with my coaching program subscribers ... but now it is your turn.

This month the EHC Survey looks at staff motivation and incentives -- what is working for you, what isn't ... and what you are doing about it. I expect a LOT of great ideas.

As usual, I will provide a compilation of all the responses to everyone who contributes to this project. Just click on the link below.

Click here to add your thoughts to the March survey.

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

I learned that they are willing to help me promote our restaurant if I make them a part of it. I asked a couple of servers how they thought I could promote our business more effectively. Two cups of coffee later I had three pages of notes. Sometimes serving customers gives you more insight than a background in marketing. -- Tom Combs, Pisanello's, Franklin, OH

How do you make your staff feel like they are part of things? MAKE them part of things! (Duh!) It is always amazing what great ideas come from the staff ... if only we have the courage to ask.

Listening not only brings you fresh insights, but is an important factor in creating a positive work climate which, in turn, causes the entire staff to be more productive and deliver better service.
Never doubt that the most critical -- and perhaps profitable -- 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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