As I was stuffing myself into my seat on a flight home last week, I introduced myself to the poor bastard in the middle seat. It turns out that he had heard me speak at a tradeshow this year and he was keen to give me some feedback. I exchanged my book for my note pad.
He explained that he was an assistant manager at a busy restaurant in Chicago. “How busy?” I asked. “We do 3 or 4 million a year,” he replied. I asked which it was, 3 or 4 million? “I’m not exactly sure,” he said.
I asked him if he and his team had achieved their goals for September. Again, he was not really sure!
I find this very puzzling. This is a bright guy, passionate about the industry, EAGER to succeed in the world of business, yet his superiors have him driving a business with ZERO visibility. This is much like driving a car across the country without any gauges on the dashboard.
I encouraged him to ask his superiors for the following:
- Monthly $ target for food/beverage – how much do we plan on selling next month? (ideally broken down by category)
- Historical Data – how much did we sell LAST October and the one before?
- Key Segment Opportunity – what shift/segment has the most room for improvement? Why?
- Critical Key Performance Indicator – which number is MOST TELLING? (revenue, appetizers v. mains, $/head, etc.)
When I was managing restaurants, I can’t tell you how great it felt to WIN! And when I missed my numbers, I wanted to work smarter, not bury my head in the sand.
Is this info posted for your team?
Shouldn’t it be?