As I talk with restaurant industry leaders around the country, I ask them how they are responding, in terms of growth and staffing, to the current market climate. What I've discovered is that there are primarily three schools of thought on the matter. One reaction I'm hearing is some concepts, out of necessity, are making cuts in many areas to insure they weather the storm.
As a restaurant manager, part of your value to a company comes from your ability to “manage” certain metrics leading to service excellence and store profitability. Metrics such as Food Cost, Labor, and Ticket Times are things for which you are compensated for managing, monitoring and improving. While some restaurant managers think they are also to manage the people in their charge, the exceedingly successful managers realize they are to “manage” things and “lead” their people. The following are important factors of leadership every manager desiring to succeed and excel should master:
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As a 23 year veteran of the restaurant industry, coming from primarily an operations background, I strive to provide a perspective and a level of expertise that will enable others in restaurant leadership positions to accelerate their careers in our fine industry. Let me know when I may be of value to you by emailing me at HeadHunterBrian@gmail.com .
Brian Bruce - HeadHunterBrian
What's with the Warrior? In every man's life, there is a cause worth fighting for and a victory worth claiming. What is yours? Discover how to not only prepare for the battles ahead, but more importantly, how to emerge victoriously. It's time to stop playing the role of the nice guy and instead live as The Warrior.
Thursday, February 12, 2009 at 3:21PM