• Research & Trends
    Foodservice Sales Consumer Research Menu Trends Industry Statistics
  • Food
    Food Focus Recipes Healthy Eating Local/Organic
  • Beverages
    Wines Beer Spirits Coffee & Tea Non-Alcoholic Beverages Recipes
  • Marketing
    Marketing Basics Branding Menu Design Social Media Customer Database Holiday Ideas
  • Operations
    Back of House Front of House POS Food Safety Design Sustainability Crisis Management Workplace Safety Supplier Relations Operations Manual
  • Staffing
    Job Board Temporary Foreign Workers Wages & Salaries Training HR Systems Recruitment & Retention
  • Business & Finance
    Menu Costing Accounting Business Plans Success Stories Budgeting/Cost Control Insurance Restaurant Valuation Growth & Acquisition Exit Strategy
  • Laws & Regulations
    Taxation Minimum Wage Employment/Labour Standards Health and Safety Workers' Compensation Beverage Alcohol Health Inspection Gratuities Environment Permits and Licences Ask CRFA
 
Hcareers
Restaurant Central Poll
Q. Is your restaurant planning a Mother’s Day promotion?

  Go 
How to achieve successful leadership: Two core concepts
By Andrew Waddington, vice president, fsSTRATEGY Inc.
 

Email
Leave a comment
   

An effective leader needs vision and a dynamic leadership style. Effective leaders are successful, in part, due to two core concepts.

First, they have an appropriate vision to use as a guide to lead their team. Successful leadership begins with the vision, but a vision is nothing if it cannot be implemented in the real world. For that reason, a team motivated to share and act on that vision must be assembled in order to be successful.

Second, effective leaders can maximize the ability of their team members by assuming a dynamic leadership style. This approach benefits both the organization and the individual.

Communicating the vision starts with orientation and training. This process should introduce a collection of standards and systems and clearly define the goals, objectives and vision for the team. The message must be carefully composed, and its wording is critical. Is the vision to "cook hamburgers" or is it to "provide the best possible quality product (which incidentally is a hamburger)?" In this example, it is easy to see the importance of how the vision statement is phrased. I have certainly endured my fair share of inedible hamburgers created honestly under the former vision!

It is assumed that the individual was hired because they possess the skill sets required for the position and that the training program was thorough and effective. It is, therefore, safe to conclude that the individual is probably able to do their job well. What has not been addressed yet, however, is the motivation or willingness of that individual to do the job well over time.

 


Long-term motivation relies on intrinsic (internal) satisfaction of an individual's needs. At the end of a challenging shift, the individual should be able to ask themselves why they went through what they did, and come up with an answer that makes their exhaustion seem worthwhile. Pride in one's work, belief that superior product and service has been provided, personally identifying with the organization's vision and satisfaction with the organization's outcome are examples of intrinsic motivation.

Every employee has different leadership needs. Some employees may need encouragement and direction, some may require sternly enforced guidelines, and some may require both.

Some employees may work well independently after simply understanding the goal. In all of these cases, the individual's contribution to the team can be significantly improved if the work environment meets those needs; the leader can ensure that it does.

My early years working in kitchens were nothing short of an exercise in team building. The chefs played the role of coach with as much vigour as the role of production manager or creative lead. This approach was very effective with certain employees. However, I can recall several instances where the talents of an individual were lost because their needs did not align with the chef's leadership style.

Today's leaders cannot afford to maintain a static leadership style. Individual needs must be identified to provide a productive work environment to facilitate the vision. Fostering such an environment can improve employee satisfaction, increase productivity, and reduce turnover which ultimately benefits both the individual and the organization.


About the author:

Andrew Waddington is Vice President of fsSTRATEGY Inc. – business strategy consultants specializing in the foodservice industry. To learn more about fsSTRATEGY and how they can help your operation, please visit www.fsSTRATEGY.com or call us at 416.229.2290.

 
 
 
< Back  
 
Copyright © Restaurant Central. All rights reserved.  

 

Google
Search our site
CRFA
MediaEdge Branding
Privacy Policy
Register   |   Login