Archive for August, 2019

Value Your People

Saturday, August 17th, 2019

In an article on employee empowerment, business consultant Susan M. Heathfield said, “Your regard for people shines through in all of your actions and words. Your facial expression, your body language, and your words express what you are thinking about the people who report to you. Your goal is to demonstrate your appreciation for each person’s unique value. No matter how an employee is performing on their current task, your value for the employee as a human being should never falter and always be visible.”

What things can you as a leader do to demonstrate your regard for people “in all your actions and words”?

Know and use employee names.  Everyone likes to be recognized as an individual and called by name.  Certainly your members and guests do and your employees do as well.  Introduce them to members and guests when appropriate.  Failing to do so implies they’re just part of the scenery instead of key contributors to the success of your operation.

Learn about employees as individuals.  Get to know them, their life situations, their dreams and plans, their goals in life.  This does not mean you are to become their friend or confidante, but it does mean you have enough interest in them as individuals to try to understand their situation, their needs, and motivations.

Greet employees daily.  You should never fail to greet employees when you see them each day.  You don’t like to be ignored as if you were unimportant, and neither do they.

Share your time with employees.  As busy as you are, make time for your employees.  They have questions, concerns, and needs that should never be ignored.  Be open and approachable.  When you are not, when they are afraid to come to you for fear of your reaction, you are kept in the dark about what is really going on in your team.  If any employee is monopolizing your time or is a “high maintenance” employee, do not be shy about letting him know the inappropriateness of this behavior.

Recognize each person’s strengths and weaknesses.  None of us is the perfect manager, server, retail attendant, etc.  Don’t expect your employees to be.  Learn each person’s strengths and weakness.  Capitalize on the strengths and help each person overcome their weaknesses.  The time you invest in helping an employee develop his or her skills and abilities is well worth the effort and will be appreciated far more than you’ll ever realize.

Be involved in the workplace and work processes.  Do not create a hostile work environment by failing to adequately engage with your employees.  Without your ongoing guidance and direction, petty dissensions and friction will grow among the workers of your team as they struggle to figure out who must do what.

Look out for your peoples’ welfare.  Make sure your employees get adequate work breaks, that their work spaces are set up for comfort and efficiency, that they are properly trained and equipped for their jobs, that you adjust work schedules when possible to meet individual needs, that you resolve pay discrepancies quickly, that you get back to them to resolve issues they’ve raised.

Treat employees as adults.  When you treat employees like children, they will act like children.  Don’t talk down to them or treat them as if they’re immature.  When you give people responsibility, most will reward your trust.  Those who demonstrate they can’t be trusted should be encouraged to move on.

Show respect.  This is critically important in the way you speak, the tone of your voice, your choice of words, and your body language.  Your respect for others cannot be faked.  You must sincerely value people to treat them with respect at all times.

Do not take advantage of people.  Employees are not your servants and should not be expected to perform personal services for you.  If you delegate tasks, make sure there is value in it for them, either in enhanced compensation or a genuine learning opportunity.

Demonstrate the common decencies of human interaction in all your dealings.  Be kind and courteous.  Give your people the benefit of the doubt.  Don’t be quick to take offense or become upset.  Maintain control of your temper and reaction to events.

Thank employees often.  How easy is it to say “Thank you”?  It costs nothing and it reaps great rewards.  The only requirement is that it must be sincerely given.

Say goodbye at the end of the day or shift.  A farewell is a common courtesy that you would extend to family and friends, if for no other reason than as an acknowledgement of departure.  The members of your work team, who you depend on for your success, should receive no less a courtesy.  Again, the need for sincerity is absolute.

American poet and author Maya Angelou said, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

Value your people and they will be willing and committed participants in your quest for quality and service.

Excerpted from Leadership on the Line- The Workbook, Ed Rehkopf, Clarity Publications, 2009

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.

Leading Change

Wednesday, August 7th, 2019

Amin came to work for me as the Restaurant Manager in an historic university-owned hotel.  He faced many challenges, not the least of which was the fact that the restaurant was losing money and badly needed repositioning.

He attacked the problem with enthusiasm and energy, and he promptly ran into a buzz saw of opposition.  It seems that many of his customers, including several academics who were powerful shapers of university opinion, thought the existing operation was just fine.

While surprised by their reaction to his plans, Amin developed a strategy to win them to his cause.  He actively courted them, made appointments for office visits, listened to many nostalgic tales of meals gone by, but also heard in all the conversation their distinct desire to maintain the restaurant as a quiet, dignified place where ideas could be discussed over a good, reasonably-priced meal.

He then enlisted a respected professor’s wife and interior designer with a deep sense of university tradition to prepare designs to renovate the restaurant.  He also formed a focus group of key individuals to communicate menu preferences to the Chef.  As the plans began to take shape he was careful to keep his many advisers abreast of developments.

Amin also took great pains to involve the food service staff in his planning and designs.  Not only were their suggestions helpful, but they looked forward to the repositioning with proprietary interest.

Finally, the day came when the restaurant was closed for renovation.  During the three-week closure, a number of our “advisers” stopped by to see how the project was coming.  Most made reservations for re-opening day so they could bring friends and colleagues to see the results of “their work.”

Needless to say, the re-opening was a great success.  Certainly, there were some minor glitches, but the pride and good feeling of our many active participants carried the day.

As this example suggests, a lot of mistakes can be prevented if you take the time to completely think through the ramifications of planned changes.

  • Attempt to understand the impact of proposed changes on all elements of the organization and customers alike.
  • Change can be threatening to employees.  They sometimes do not understand that change can also be an opportunity.  Reassure them.  Much of how change is viewed is attitudinal and can be influenced by the manner in which you, as the leader, approach it.
  • Enact change in a manner that lessens the threat to employees.  Lead your staff through change.  Make sure they understand the reasons for the change and whatever new goals you have.  Brief them thoroughly on new policies or procedures.
  • New processes also impact your customers, so make sure you communicate changes to them.  Start well in advance of the proposed changes and “sell” new services and procedures to your customers.
  • Change isn’t any good unless it works.  Evaluate change and analyze the effectiveness of new systems, policies, and procedures.  Corrections and modifications will inevitably be necessary.  Do not be afraid to admit that things aren’t going as planned or hoped.  Intervene as necessary.  Stay focused and committed until all the bugs are worked out.
  • Communicate well and thoroughly throughout the period of change.  Fear feeds on itself and can get out of hand quickly.  In the absence of information, employees will usually assume the worst.  Listen to their fears and try to allay them.
  • A leader must exude confidence and enthusiasm for change.  Be supportive of the change even if you don’t agree with it.  Leaders usually have opportunities to express disagreement with proposed changes.  Once a decision is made, though, support the idea as if it were your own.  Never disparage the change in front of your employees.  You will doom it to failure.

Work to create an environment where change occurs naturally and the process of change thrives.  It can be essential to your success.

Excerpted from Leadership on the Line – A Guide for Front Line Supervisors, Business Owners and Emerging Leaders, 2d Edition, Ed Rehkopf, Clarity Publications, 2006

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.