CHAIN REACTION ofNEGATIVE LEADERSHIP

Not Acknowledging Staff leads toLethargy which leads toBoredom which leads to

Dissatisfaction which leads to

Unhappy Employees And Customers

CHAIN REACTION of POSITIVE LEADERSHIP

Recognition leads toEnergy which leads to

Productivity which leads to Satisfaction which leads to

Loyalty

Motivation BUZZKILLS• Being Unclear in Your Expectationsi.e., implement training programs, have a written description, write down the to-dolist, provide checklist for opening, closing,cleaning, etc.

• Favoritism• Poor Communication(email, text, etc.) is often misunderstood.Nothing is a replacement for face to facecommunication.

• Embarrassment• Overworking your employees• Disgruntled Co-Workers (one bad apple)

Different Things Motivate Different People

So ask your employees what motivates them!

Money?Satisfaction of a job well done?

Recognition?Advancement?

You don’t have to show appreciation for any team member –just like you don’t have to brush your teeth...

only the ones you want to keep. – Jim Sullivan

Create Pride in a Job Well Done

• Feature your bartender and their new signature drink on social media

• Show the new dinner special and give credit to the employee who came up with the idea

• Give Credit where credit is due

• Show off back-of-the-house knife skills

This kind of recognition may seem silly to some, but to that individual, it may be really important.

Treat them like AdultsTrust your employees; tell them what they need to do, then givethem the freedom to decide how they’ll do it. You may be surprisedat how much better the outcome is when you stop micromanaging.

Nip Negativity in the BudWhen employees are feeling stagnant, resentment and negativityeasily spread. Be aware of what employees are saying. Don’t sugarcoat reality, but make sure they know what you are doing to make your business a great place to work.

Restructure JobsAs a small-business owner, you have more flexibility than most employers to design jobs that fit your employees. If someone has a talent that isn’t being used, offer him or her the chance to work on something new that uses that skill.

Focus on RelationshipsDo things that build team camaraderie without feeling forced,whether that’s going out to lunch together, having potlucks, Friday happy hours or Wednesday-night bowling.

Make it MeaningfulWhen employees feel what they do doesn’t matter, interacting with the end users of your product or service can make all the difference. Take your team to conferences, events and situationswhere they can meet the people your business helps.

4 Cool Contest /Incentive Ideas1. The “Perfect” Guest CheckEvery guest check that has a beverage sale, appetizer sale, entrée sale and dessert sale on it is considered a “perfect” check. Servers turn in all their perfect checks at the end of the shift and the manager draws one or two for a special prize.

2. Sales BingoMake a bingo card with 12 or 16 squares on it. Each square features an item you want the team to sell like a specific appetizer, premium beer,dessert, soup, side, etc. Every time a server sells one that block off thatBingo square. Goal is to sell a row or the whole card for a prize.

3. Floating $20Choose an item you want to sell more of, say, a bottle of wine. First server (or bartender) to sell one gets a $20 bill from the manager. The first server or bartender to sell TWO bottles of wine takes the $20 billfrom the person who sold one. The first server or bartender to sell THREEbottles of wine takes the $20 bill from the person who sold two, etcetera. At the end of the shift, one person ends up with the $20, everyone has fun competing, and overall sales rise. Next shift pick a different food or beverage item to focus on.

4. Beat your BestConfigure and post each server’s sales check average from the last week or month and then encourage them to exceed that average this week or month. Reward the person with the highest percentage increase overtheir average.

article from www.servicethatsells.com

6. ComplimentsFor example, if your employee keeps her composure while a customer complains about the service and food, compliment herafter the situation is finished.

7. Team BuildingFor example, if you take your employees to a rock climbing gym and they have to work together to reach the top, their motivation to help one another will build relationships that hopefully carry over to your restaurant.

8. Work on the LevelFor example, if lemons must be cut in the kitchen, cut some lemons.When your employees see that you work just as hard as they do,they are more likely to stay productive.

9. MealsOffer to buy breakfast, lunch or dinner for your employees everyonce in a while. If you do this for your servers once a week, it may lifttheir mood and motivation during their shift.

10. Break AreaOccasionally, employees may have some downtime between tables.If they have an area to unwind, they are more likely to stay motivated when it comes time to work.

1. Daily CompetitionsCreate daily competitions for your restaurant employees for a prizeor name recognition on a company board.

2. Monthly Sales GoalsMonthly sales goals give restaurant workers a fair chance to win a prize or acknowledgement even if they have a bad night or two.For instance, you could offer a $500 bonus to whomever sells$20,000 worth of food at the end of the month.

3. AcknowledgementA bulletin board that shows the “Employee of the Month” or someother accomplishment of wait staff acknowledges the accomplish-ments of workers and motivates employees to make the board.

4. TrainingIf your restaurant’s training method is lackadaisical and does notprovide detailed instruction to new or existing employees, workersare less motivated to complete the job as necessary. Use multiplepeople to train new wait staff, if possible.

5 . Longevity BonusFor example, offer cash incentives for employees who stay with thecompany for six months, one year and every six months after that.This incentive will motivate employees while reducing your turnover rate.

10 Ways to Keep Restaurant Employees Motivated

article from smallbusiness.chron.com

Deciding on whether to hire (or pass) on a job candidate is one of the most important decisions you make. The difference between making a good or bad hiring decision is huge in terms of your team's morale, employee problems, guest service and even your own sanity.There is no substitute for a thorough, probing interview to give you lots of information with which to make a more intelligent hiring decision.Following are 10 interview questions for probing prospective restaurant employees. Use them and then listen carefully to their responses.They'll give you an opportunity to gain valuable insights into the type of person they are and employee they are likely to be.

HOW TO HIRE BETTER EMPLOYEES

3. Describe the best manager you ever had. (or, give me a description of an ideal manager)

Negative response: Nebulous descriptions like "they were alwaysnice", "didn't get down on me", "never gave me a problem", "wasn'ttoo hard."

Positive response: "gave specific instructions", "you always knewwhat was expected", "was tough but fair", "was fun to work for", "was a good trainer", "he/she taught me a lot."

Pay careful attention to the way they describe their best manager.Do you or your other managers have the same type of managementstyle or characteristics? If not, this prospect may not be a good fit foryour restaurant.

4. In a typical restaurant, for every dollar in sales,how much profit is left after all the expenses are paid?

What you're looking for is if they have any concept of business, particularly the low margin realities of the restaurant business. Most employees believe this is a highly lucrative business thatrestaurant owners make lots and lots of money. This perception effects their attitudes, work habits and their propensity to help you control costs and reduce waste.

Negative response: "I don't know", "probably a lot", "50 cents", "all of it?"

Positive response: Anything close to reality, which is, on average,about a nickel out of every dollar in sales.

5. Do you consider yourself to be an honest person?

Negative response: "no" or a hesitation before answering "yes."

Positive response: If they answer "yes" which most will, of course,ask for a specific example of when they exhibited their honesty. This is the real test. If they can't come up with a credible example,you may not have gotten an honest response to the question.

10 Interview Questions Restaurant Operators Should Ask Before Hiring Anyone

1. Tell me about yourself.

It's always good to start every interview with an easy, unintimidatingquestion to get the candidate to feel more comfortable and open up.Look for eye contact, smiles, communication skills and watch to see how well these line up with your job requirements. Especially with servers and counter positions, you've got to see signs of an extroverted, happy, service-oriented personality.

Negative response: Inability to be very descriptive or think of much to say. Poor eye contact. Acting embarrassed or overly shy.

Positive response: Expressive and enthusiastic descriptions of their hobbies, family, past work experiences, accomplishments or achievements. Sense of humor. Ability to laugh at themself.

2. Tell me about your very first job.

Not their last job - as they will already have a well-rehearsed response for you - but their first one. Find out how old they were,what they did, how much money they made, then ask three thingsthey learned on that very first job. Studies have shown what peoplelearn and the values they acquire on their very first job are traits and values they often exhibit to some degree, on future jobs the rest of their lives.

For example, my first job was mowing lawns in the neighborhood at age 13. What if I told you the three things I learned were toalways look for rocks, make sure I had enough gas and never mow wet grass? Not much there in the way of values and work habits. But what if I said I learned how important it was to always do a good job, to show up when I said I would and to always make surethe person paying me was satisfied before I left? That's a much better response which indicates desirable traits to have in any position. If you're interviewing a candidate whose first job wasworking at McDonald's:

"What did you learn at McDonalds?"

Negative response: "I learned how to flip burgers."

Positive response: "I learned how important it was to take care of the customer."

9. Do you enjoy serving other people?

There's no getting around it, you're in the hospitality business andyou've got to have people on your staff who truly enjoy taking careof people.

When you ask this question you'll undoubtedly get a "yes" response.Follow up with, "give me some examples of times when you've donea good job of serving someone and why you liked it."

Negative response: Silence or "I can't think of anything right now"or an attempt to make something up on the spot.

Positive response: A specific, believable instance where they tookcare of someone else and a description of the positive feelings theyexperienced because of it.

10. What's the funniest thing that's ever happenedto you?

If there's one trait that's important for all of your employees to have in this business, it’s a sense of humor. It's so much better to be surrounded by a team of people who take their jobs seriously but don't take themselves too seriously.

Michael Hurst, past NRA president and owner of 15th Street Fisheriesrestaurant in Fort Lauderdale, FL, would ask this question to everyapplicant. He said what he was looking for was not so much whatthey said but for the gleam in the eye and change in expression that meant they had thought of something humorous.

Negative response: a blank stare or "I can't think of anything"

Positive response: Any story that exhibits an appropriate, good-natured sense of humor and the ability to laugh at themself.

6. What's the most important job in any restaurant?

Negative response: If they have nothing to say, no opinions or if you can tell they're trying to make something up.

Positive response: Responding with a specific position and explain-ing why the position or functions of that position are important.

Best response: "taking care of the customer" If they get anythingclose to mentioning the customer you've probably got a winner.

7. How much money do you need to make?

You might as well get this on the table and discuss it because if theirexpectations are way beyond what the job they're applying for willpay, then you don't have a good match.

Negative response: A figure unrealistically high or a vague reply.

Positive response: "I need to make $XXX a week" If you know theycan actually make this in your restaurant or can work up to thisamount within a reasonable time frame, you may have a good candidate. Very important to be honest, open and set realistic expectations in this area or you're just setting yourself up for more turnover.

8. How often do your wear a seatbelt?

This may sound like a strange question, but it will give you some insight into a person's concern for safety and attitude regardingobeying rules. How likely is it for someone to follow your safety rules,or any instructions for that matter, if they choose to ignore one of the most basic of all laws?

Negative response: "no", "some of the time", "I don't know". This is a strong indication of an arrogant, know-it-all, don't-tell-me-what-to-do attitude.

Positive response: “always”, "yes" article from www.restaurantowner.com

How to Manage (and Motivate)Unproductive Employeesarticle by Richard Cassady from www.brazencareerist.com

Don’t get friendly with themThis seems obvious, but it isn’t. Bosses are often friendly with their employees, and that leads to weird situations. The biggestproblem with being friends with an unproductive subordinate is that it dilutes your authority. They don’t take you seriously. They tend to take liberties because they think they’re in yourgood books. The consideration for your friendship will stop youfrom being as strict as you should be. This will reflect badly onyour team management and your team’s overall productivity. If you’re already friends with someone who works under you and is being useless, create boundaries.

Don’t be easily impressedWhen faced with the prospect of being fired or demoted, peoplenaturally tend to get their act together and appear focused. They might even come in on time for the next few days. But don’tfall for it yet. Don’t praise them for their efforts in the beginning.Let their professionalism and productivity become a norm, not a welcome change. If you praise too soon, they’ll relax in their efforts and revert to their lackadaisical ways, only to mend them when they sense another warning coming up.

Don’t be anyone’s foolIt’s not easy being a boss. If you’re too tough, people call you dictatorial. But if you’re soft, they’ll use it to their advantage. They say it’s best to walk the middle path: Be tough when neededand soft when the occasion demands. But this is easier said thandone. For best results, judge people by the quality and amount of their work. Merit-based evaluations of your team members will stand you in good stead every time. It’ll also make it easier for you to spot a drop in productivity and trace the issues back to their real problems. If you’re not the autocratic type, you probably won’t like the idea of being tough on your subordinates.But unfortunately, you’ll have to if you’ve tried other ways andgiven them enough chances only to have them let you downeach time. If it makes you feel better, think of this as a way to improve your company’s overall productivity. Keep in mind that an underperforming team will reflect badly on you.

It’s every manager’s nightmare: being stuck with team memberswho can’t seem to, or be bothered to, get their act together. To be fair, most people are professional. They’re at least some-what competent and reliable. But every once in a while, we runinto people who are a constant pain. They’re not punctual. They take longer than everyone else to finish their work. The workthey do isn’t great. And they have an irresistible urge to checktheir phone every few minutes. You suspect they don’t put in 100percent because if they did, it’d be reflected in their productivity.You’ve even spoken to them about it. They shared their sob storywith you and promised to do better, but nothing’s changed.

You wonder what’s up. Stop giving them the benefit of doubt. You have a slacker on your hands and you have to get tough with them. But first, let’s look at what not to do when dealing with them.

Don’t be hostileThey might be winding you up, but you shouldn’t snap. You shouldn’t be sarcastic or mean, either. And you certainlyshouldn’t wish for them to resign and leave the company, especially if you have a lot of pending work to handle. If you wishthem to go away, they will — and leave you with even more workto wade through. Hostility towards such a person is natural, but expressing it will only lead to you being branded an unhinged leader.

Don’t think they’ll get a conscience attackHere’s the thing about unproductive people: They don’t reallywant to change. If anything, they’ll resist changing with all theirmight. If a team member of yours saunters in at 9:30 a.m. — whenmost people report at 9 a.m. sharp — whistles his way around thewater cooler, spends 10 minutes choosing which tea he wants to have, doesn’t bother to log in to check his emails till 10 a.m.,and only sits down to work around 10:30 a.m., you’ve got a problem. All the chronically unproductive people have one trait in common: They just don’t care. They have a tendency to wastetime and an unwillingness to focus. They push the boss’s buttonsas much as they can. They don’t want to lose their job either. They just want to earn their paycheck by investing as little ofthemselves as possible in their work. Motivational speeches aren’tgoing to work on them. Nor will your spiel on professionalism. But threats will. That is, pointed and timely reminders about whatyou want them to do and the consequences of them failing to do so. Spell it out clearly and follow up with strict action.