Archive for December, 2018

The 100/0 Principle

Saturday, December 22nd, 2018

Al Ritter has written a great little book, The 100/0 Principle, subtitled The Secret of Great Relationships.  While this may sound like any one of the score of self-help books published annually, one merely has to look at Mr. Ritter’s resume – MBA from Dartmouth, marketing and operations positions with Pepsico, CFO at Swift and Company, Senior VP for Citigroup, consulting for Accenture, and founding his own consulting company – to recognize that this short, simple, and easy-to-read book holds much promise for business leaders in any setting and level of organizational hierarchies.

I believe the simple concept at the heart of this book is arguably the single most important guarantor of success in any relationship, certainly in the personal arena, but beyond that in any organization or business enterprise. Such well-known leadership authors as John C. Maxwell, Brian Tracy, and Warren Blank have all recognized the central role of relationships in any attempt to lead.  As Maxwell said, “People who are unable to build solid, lasting relationships will soon discover that they are unable to sustain long, effective leadership.”

What Mr. Ritter so strikingly advocates in his book is that if you want any relationship to be successful, you must take 100% responsibility for the outcome while expecting nothing in return.  While this statement may seem shocking to some, I believe it is counter-intuitive wisdom of the highest order.  To examine why, consider the following statements relating to leadership:

  • A leader is responsible for his own success.
  • A leader is responsible for everything her organization does or fails to do.
  • In a free society, all but the most socially or economically disadvantaged followers have choice and can go elsewhere.
  • Meaningful relationships are based on trust.
  • Followers don’t automatically extend their trust to a leader; it must be earned.
  • As the one with the power and authority, the leader must take responsibility for establishing trust.
  • If, for whatever reason, a relationship with followers is not going well, a leader cannot expect or wait for others to fix it.
  • Ergo: He or she must take full responsibility for the relationship.

Mr. Ritter states and I believe that taking complete responsibility for your relationships and expecting nothing in return will yield vastly improved results in every arena of life.  His book offers concrete advice and steps, such as creative listening, suspending judgment, and unconditional acceptance, for readers to adjust their thinking and change their responses to difficult people, challenging situations, even “toxic” bosses.  While his experience with The 100/0 Principle has been mostly successful, he outlines a few situations where it doesn’t apply.  He also candidly admits that there are no guarantees that it will always work, but that in the majority of situations, dramatic results are achieved.

Roger Enrico, former Chairman and CEO of Pepsico said, “The soft stuff is always harder than the hard stuff.” I can’t imagine that anyone who has attempted to lead would dispute this basic observation.  Read Al Ritter’s book – it offers a simple and straightforward approach to getting the soft stuff right!

The Book is: The 100/0 Principle:  The Secret of Great Relationships, Al Ritter, Simple Truths, LLC, Napierville, IL, 2010

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking managers throughout the country and around the world.

Leadership Consistency

Monday, December 10th, 2018

Management teams can be dysfunctional for a host of reasons, but there is none so basic as a variety of competing leadership styles.  To expect that any group of managers, each with his or her own background, training, and experience, will have a similar and effective leadership style is unrealistic in the extreme.

Yet as with so many other aspects of management, consistency is essential to faithfully communicate and reinforce the club’s culture, service ethic, and environment for employee empowerment.  Without leadership consistency, employees get a mixed service message, and their morale and commitment varies from manager to manager and department to department.

Imagine a management team made up of department heads with the following leadership styles:

  • Military – with its requirement of absolute, immediate, and unquestioned obedience,
  • Democratic – where decisions are only made after lengthy discussion and debate,
  • Gunslinger – with its emphasis on shoot first, aim later,
  • Absent – where the leader is never around or is hiding in his office,
  • Aloof – while he is there, he never interacts with or engages his followers,
  • Uncommunicative – where the leader gives everyone the silent treatment,
  • Teed Off – where the manager is angry all the time at everyone,
  • Screamer – where he assumes everyone is deaf and yells at everybody,
  • Political – where the manager believes his only function is to suck up to members,
  • From another planet – where the leader expects that everyone will know what to do and will do it without being told,
  • Fear-based – where the leader rules with an iron hand and scares the heck out of everyone, and
  • Service-based – where the attitude and primary motivation of the leader is service to others – to members, to employees, to shareholders.

Clearly, such a jumble of leadership styles will lead to a confusing and contradictory example and message for employees, as well as create barriers to cooperation and teamwork between departments.

The solution to such a fragmented workplace is for the General Manager to promote a consistent style and application of leadership club-wide.  This can only be done by providing consistent leadership training to the entire management team.  Given the uneven comprehension of leadership issues among any group of managers, the benefits of a uniform understanding and application of leadership will bring club operations to a uniformly high state of performance.

Tip:  Use Leadership on the Line:  A Guide for Front Line Supervisors, Business Owners and Emerging Leaders and Leadership on the Line – The Workbook to teach Service-Based Leadership to your management team.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking managers throughout the country and around the world.