When I ran the corporate training team, we had a leadership call each Monday with the market Directors and leadership from headquarters. Weekly results would be reviewed. Bad results highlighted*. A common refrain was about food cost. “What are you going to do to get food under control?” Bottom 10 calls were started. “Hold people accountable” was often regurgitated. Training workshops, classes, webinars, and online modules were requested. Wide sweeping one-size fits all responses. I heard them through 5 different executive vice presidents. 400+ weekly calls. When I would go rogue, which was often, my field team of trainers, one per market, couldn’t get the same answer twice on basics like when to count, how to count, what to prep, how to prep. No, those aren’t in some cool SOP, even though they should be. Prior to technology it was included in the SOP guide. For some reason, we believe that process may not matter if I’ve got an app for that. Using the app is still a process. Oh, by the way….
No one ever answered, “every team is different, my team is working with each location. I can share the plan with you.” **
*: When Patrick Doyle, future CEO, ran the division this didn’t happen on the calls. His calls were bi-weekly. Bad results were dealt with individually by the VPs who would discuss with Patrick before or after the call, depending on the week.
**: I take much of the blame on this. I didn’t know, didn’t want to get involved in the minutiae. Every market director did things a little differently and I was not good enough at influencing to explain that the same system would benefit all. We just trained in whatever process the market director wanted, regardless of results.
You cannot train or then coach a team if you cannot agree to the basic processes. Imagine a professional American football team where every person on defense is allowed to tackle how they believe is best. What would the outcome be? Penalties? Injuries? Confusion? Your team is no different. If every member of management orders food differently, creates a schedule differently, disciplines the team differently, then it will lead to confusion, finger pointing, zero accountability, even hatred of the other teammates.
I use a tiered system.
WHO DOES WHAT BY WHEN.
WDWBW.
If the “what” is not clear, then it needs another WDWBW nested within it.
If the “what” is not clear, then it needs another WDWBW nested within it.
And so on…..
Let’s take the example of an opening checklist. We’ll use my version, free on JotForm here→ https://form.jotform.com/242146702993157
There are many questions, a few pictures, and some thoughts about goals. Let’s break down what the process looks like for an assistant manager, store manager, and multi-unit manager.
Start with Why in your explanation, begin with the end in mind when crafting a class or workshop.
The (WHO) Assistant Manager (DOES WHAT) will be able to fully complete the Opening Checklist (BY WHEN) after the first delivery leaves the store or 11am whichever occurs first.