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DEVELOPMENT OF YOUR TEAM MEMBERS IS FUNDAMENTAL TO YOUR JOB AS A TEA M LEADER. YOU SHOULD VIEW YOUR TEA M M E M BERS AS “HUMAN RESOURCES”. IT’S A RESOURCE THAT YOU SHOULD VIEW AS YOU VIEW LABOR OR FOOD. IT’S SOMETHING THAT CAN BE TANGIBLY MANAGED WITH PROCESSES AND SYSTEMS. HOWEVER IT’S KEY TO REMEMBER TO BALANCE RESULTS WITH RELATIONSHIPS. YOU ALSO HAVE TO SEE YOUR TEAM MEMBERS AS PEOPLE. DON’T FORGET THAT EVERYONE HAS A STORY. IT’S IMPERATIVE THAT YOU GET TO KNOW THE STORY OF ALL YOUR TEAM MEMBERS. IF YOU CAN BUILD A RELATIONSHIP WITH THEM, AND THEY ULTIMATELY TRUST THAT YOU CARE ABOUT THEM AND THEIR DEVELOPMENT, YOU WILL WIN THEIR HEART. IF YOU WIN THEIR HEART, IT COMES WITH THEIR HANDS AND MOST IMPORTANTLY THEIR BRAINS. (I .E. THEIR WORK ETHIC AND ATTENTIVENESS TO EXCELLENCE.)
Three things to consider during team development:
Why managers fail as coaches
Coaching tactics
Tools of Motivation
Why managers fail as coaches
Why managers fail as coaches
MANY MANAGERS THINK THAT BECAUSE THEY HAVE A LEADERSHIP TITLE, THEY ARE EFFECTIVE LEADERS. TO BE A GOOD LEADER IN THIS POSITION REQUIRES SOLID COACHING SKILLS. MANY IMMATURE MANAGERS WILL MAKE SIMILAR MISTAKES WHEN IT COMES TO COACHING. BELOW IS A LIST OF COMMON COACHING PITFALLS. BE AWARE OF THESE AND DO YOUR BEST TO AVOID THE M .
Focuses on the HOW’s and not on the WHY’s:
a. Dictates and demands rather than respectful requests.
b. Tells team members what to do when they are unclear on how to do it.
Doesn't know how to modify team members behavior:
a. Gives vague and broad feedback.
b. Does not utilize positive and negative feedback.
c. Focuses on attitudes instead of behaviors.
Acts entitled/with entitlement:
a. Believes the team is there to serve them.
b. Takes credit for good results and passes the blame for bad results.
Focuses too much on results:
a. Dehumanizes team by displaying a lack of empathy.
b. Does not celebrate people or take time to get to know them.
Focuses too much on relationships:
a. Overlooks behavior issues of TM’s because they are afraid of hurting their relationship.
b. Gets caught up in non-work related conversations and activities while on the clock.
c. Is easily swayed by others opinions, even if they know what’s right
Coaching Tactics
Coaching Tactics
MANY MANAGERS THINK THAT BECAUSE THEY HAVE A LEADERSHIP TITLE, THEY ARE EFFECTIVE LEADERS. TO BE A GOOD LEADER IN THIS POSITION REQUIRES SOLID COACHING SKILLS. MANY IMMATURE MANAGERS WILL MAKE SIMILAR MISTAKES WHEN IT COMES TO COACHING. BELOW IS A LIST OF COMMON COACHING PITFALLS. BE AWARE OF THESE AND DO YOUR BEST TO AVOID THE M .
Positioning: As a coach you must be in a “coaching position”. That means you need to be aware of what vantage points your role requires. You need to be in a position that allows you to see the store or section of the store that you are managing. You need to be in a place that allows you to see and focus on your team.
Feedback: This is a primary way that you can help your team grow. It’s one of the key tools for behavior modification. Use the following rules when giving feedback:
5 to 1, Give team members five encouragements to one correction.
Immediately correct any food safety issues.
Give constructive coaching in private.
Recalibrating: There will be times that you will need to realign your team with the standard of excellence. Often when TM’s aren’t meeting expectations, it’s a result of a lack of training. Always be a learner. Use the following guidelines when teaching/recalibrating, as well as Pathway.
Demonstrate: Show them what you want done. Make sure you’re doing everything the Chick-fil-A way.
Imitate: Have the TM mimic you. Watch to make sure they are following the details.
Give them feedback on their performance.
Repeat: Follow steps 1 and 2 a couple more times. This repetition is key to getting things to stick.
Tools for motivation
Tools for motivation
MOTIVATION IS A TOOL THAT WE USE IN LEADERSHIP TO INSPIRE OTHERS TO HIGH LEVELS OF EXCELLENCE. AS A LEADER YOU ARE NOT ONLY RESPONSIBLE FOR MOTIVATING OTHERS, YOU MUST ALSO MOTIVATE YOURSELF. PEOPLE ARE MORE LIKELY TO FOLLOW A PASSIONATE, HIGH ENERGY LEADER WHO IS EXCITED ABOUT THEIR JOB, RATHER THAN SOMEONE WHO HAS ALL THE KNOWLEDGE BUT HAS A BAD ATTITUDE AND LACKS ENTHUSIASM .
Studies have shown that people are most effectively motivated by the following:
Recognition (Praise & Rewards)
Progress (Winning)
Autonomy
Purpose
Recognition (Praise & Rewards): Public praise is one of the most effective forms of recognition. It can be either verbal or visual. Often, recognition comes in the form of rewards, which is effective for short term tasks and quantity of performance; However, public praise is most likely leads to improvement in long term tasks and quality of performance. Key: Catch team members doing things right!
Progress: Keep the team motivated by keeping them informed during the process of serving guests and winning in the metrics.
Autonomy: Once you have properly trained and equipped a team member, you can let them carry out what they have been assigned to do without fear of your hovering over their back. Also, if you can delegate certain areas of the restaurant to high performing team members to oversee, you’re more likely to inspire deeper ownership from that team member.
Purpose: Continually remind yourself and the team members of our purpose; "To glorify God by positively impact Durham while being a faithful steward of all we've been entrusted."
Delegation & Follow Up: Delegate and get out of their way! Always inspect what you expect. Check behind delegated tasks to make sure they were done to standards.
Attention is most paid to what is inspected, not what is expected.
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