TheRestaurantExpert.com - Secrets to Holding Your ... · HOLD PEOPLE ACCOUNTABLE What Does...
Transcript of TheRestaurantExpert.com - Secrets to Holding Your ... · HOLD PEOPLE ACCOUNTABLE What Does...
The Secrets to Holding Your Management Team Accountable
NEVER LETTING YOUR MANAGEMENT TEAM FAIL!
Presented by Restaurant Systems Expert
David Scott Peters | Founder, TheRestaurantExpert.com
BACKGROUND
● Grew up in my family’s successful restaurant and catering business.
● Was the Operations Manager for a multi‐unit independent Brew Pub and Café in Phoenix, Arizona.
● Taught Management & Human Resources, and Wines & Spirits at the Scottsdale Culinary Institute.
● Was COO of franchisor of a 30‐unit regional chain in Arizona.
● SMART Systems—Simple, Measurable, Applicable, Repeatable and Trainable
Why company culture is such an important role in how things get done
How to clearly define expectations for a management team
The two‐step process for getting rid of “common sense‐it‐is” in any restaurant
The recipe for effective delegation and why what you’ve been doing doesn’t work
WHAT YOU’LL LEARN
THE IMPORTANCE OF SYSTEMS
Three keys to successful management
1. Qualitative Skills2. Quantitative Skills3. Solid Training
Systems provide
● Quantifiable Goals● Trainable Results● Takes personalities out
THE IMPORTANCE OF SYSTEMS
Why does an improv comic love systems?
THE IMPORTANCE OF SYSTEMS
Define your standards
Hold your people accountable
Cultivate your culture
Enforce company standards
DEFINE YOUR STANDARDS
● The never‐ending headache you have from repeatedly banging your head against a brick wall when you enter your restaurant.
● Two‐step Cure:1. Define/Train your standards2. Hold everyone accountable to the standards
Common Sense‐itis! – Do You Suffer?
DEFINE YOUR STANDARDS
No system is too big or too small
A system for everything Must be clear and detailed
DEFINE YOUR STANDARDS
● Hot Food Hot, Cold Food Cold, Clean, Safe & WOW Customer Service!
RESTAURANT 101
● Checklists for every position, opening and closing for each shift, creating a culture where the details matter
● Cash Controls to make sure every penny makes it to the bank
After that
DEFINE YOUR STANDARDS
Checklist Process
The Foundation to ALL the Systems
1. Understand that checklists cannot be TOO detailed2. Give your best people a blank checklist and ask them to fill it out3. Give it to another person to do the same
DEFINE YOUR STANDARDS
Checklist Process – Continued
The Foundation to ALL the Systems
4. Walk your restaurant with a pad of paper and write down all of the things that make your blood boil, then give them to management to be added to the appropriate checklist
5. Combine them ALL6. IMPORTANT: Understand that your checklists are NEVER
finished keep adding to them, keep making them more detailed
Blank
DEFINE YOUR STANDARDS
PM Server
DEFINE YOUR STANDARDS
From My House!
DEFINE YOUR STANDARDS
● Waste Sheets● Key Item Report● Receiving Procedures
KITCHEN
● Visually Check Orders● Stock by 6 Pack● Stack & Remove Beer Orders● Spill Sheets● Comp Sheets
BAR
● Master Schedules● Staffing Guides
LABOR
● Pre‐Shift Meetings● GUEST Policy● China/Dish Order Form● Silverware Order Form● Glassware Order Form● Merchandise Order Form
OPERATIONS
PHASE 1 THE EASY STUFF
● Sales Forecast● Budget Targets● Breakeven Point● Accrual Accounting
ACCOUNTING & CASH CONTROLS
● Food/ Supply Order Form● Purchase Order Form
KITCHEN
PHASE 2 THE BASICS
● Liquor Order System● Perpetual Inventory Form
BAR
● Weekly Inventory● FIFO Pricing● Basic Calculation● Four More Calculation
COGS
● Labor Budget System● Track Labor Daily● 7 Must DO’s to Controlling Labor
● 13 Steps to Scheduling
LABOR
● Manage Checklists● Manage Log● Manage Daily Sales Log● 5 in 1 Poster● I – 9 System● OSHA Posting in Place● 8027 Tip Reporting
OPERATIONS
● Have P&L by 5th of Month● Calculate Current Ratio● Cash Flow Projections● Budget Variance Reports
ACCOUNTING & CASH CONTROLS
● Recipe Costing Cards● Yield Tests● Purchase Allotment System● Tackle Inventory Turns
COGS
PHASE 3 MAKING REAL CHANGE
● Daily Prep Sheets● Cook Prep Sheets
KITCHEN
● Standard Drink Recipes● Mid – Shift Bar Audits
BAR
● Employee Training System● Patterned Interviews● Train PPETF● Three Strike Approach● Don’t Know vs Don’t Care● Employee Handbook● Sexual Harassment Policy● Sexual Harassment Training
● Employee Evaluations
OPERATIONS
Having Two FTEs More
LABOR
● Semi – Monthly Payroll● Reconcile Daily
ACCOUNTING & CASH CONTROLS
Dollars Per Labor Hour ‐Weekly
LABOR
● Item by Item Sales Mix● Compare Actual to Ideal● Attack Descending Dollar Report● Prime Vendor Agreement
COGS
PHASE 4 MAKING REAL MONEY
Menu Engineering For Profits
OPERATIONS
CULTIVATE YOUR CULTURE
A Systems Culture – the “Details Matter!”● Everyone knows what their jobs are, how to do them, to what
standard you want them done and by when● Empowered team members “that’s not how WE do that here.”
CULTIVATE YOUR CULTURE
Core Values = Guiding Principles“If everyone makes decisions based on your core values, they will never be in trouble… it’s when they
do the opposite that makes you angry.”
CULTIVATE YOUR CULTURE
Making a Decision based on Core ValuesSteaks Shorted
We believe that it is not only our job, but our responsibility. Our job is to ensure we are the best! We do this by only buying the best ingredients and hiring and training only the best. We strive for 100% guest satisfaction. Our success in achieving excellence is measured one happy customer at a time.
EXCELLENCE
CULTIVATE YOUR CULTURE
Making a Decision based on Core ValuesSteaks Shorted
The manager purchases the cheapest steaks he or she can find. These steaks are very low quality. You approach the manager and ask “how did you decide on these steaks?” When the manager replies, “I just figured the cheaper the better to save money,” you blow a gasket because the quality is light years away from “Excellence.”BAD CHOICE
CULTIVATE YOUR CULTURE
Making a Decision based on Core ValuesSteaks Shorted
The manager purchases the most expensive steaks he or she can find. In fact, they are a much higher quality then the customer requested. You approach the manager and ask “how much did these steaks cost?” When you learn the cost, you start to feel yourself getting upset. You then ask, “how did you decide on these steaks?” Then you listen to the manager reply, “based on our core value of excellence, I made sure we purchased only the best the store had to offer, I wanted to make sure everyone was 100% happy with their meal.”
GOOD CHOICE
CULTIVATE YOUR CULTURE
Detailed Systems + Great Training
Things being done to YOUR standard!
ENFORCE COMPANY STANDARDS
Get more done through DELEGATION!
Delegation does NOT mean
“Abdication”Delegation is NOT
“Micro‐Management”
ENFORCE COMPANY STANDARDS
5 Critical Steps to Successful Delegation
1. Be specific and clear –What you want done2. Define success –When it’s completed3. Let it go – Make sure you have milestones4. Continued communication – “Show me”5. Recognize and reward
YOUR JOB IS TODelegate, Inspect, Verify, Coach
ENFORCE COMPANY STANDARDS
Never let them fail!Never let them fail!
HOLD PEOPLE ACCOUNTABLE
Your People LOVE RulesWhat they hate is the inconsistency of management
enforcing those rules.
Accountability is NOT a Dirty Word…
It’s an opportunity to coach.
HOLD PEOPLE ACCOUNTABLE
HOLD PEOPLE ACCOUNTABLE
What Does Accountability Mean?“Answerability.” It’s the acknowledgment of responsibility for your obligations, decisions and actions and how you are answerable for the resulting consequences.
Obligations
are to perform your job to a specific list of expectations.
Decisions
are what you make based on your obligations.
Actions
are what you do as a result of your decisions, which are
ultimately the basis for what you will be answerable for.
HOLD PEOPLE ACCOUNTABLE
7 Must‐Haves for Accountability1. A job description – clearly defined2. Training systems3. Budget targets – proactive4. Budget variance reports5. Detailed checklist for ALL positions6. View of “answerability” as an opportunity to coach7. “Inspect what you expect” – never let them fail
Why company culture is such an important role in how things get done
How to clearly define expectations for a management team
The two‐step process for getting rid of “common sense‐it‐is” in any restaurant
The recipe for effective delegation and why what you’ve been doing doesn’t work
WHAT YOU LEARNED