It’s Foodie Friday and the topic today is really Faddie Friday. What got me thinking about food fads was hearing yet another discussion about keto diets. You know – low carb, no carb, no fun. I’ve been doing a variant of this for many years (and lost a lot of weight) but it actually goes back to the invention of the Atkins Diet in 1972. I’m not a full-blown keto person but I do watch my carbs and try to cut out sugar and foods that I know are high on the glycemic index.
Atkins is far from the only food fad. At one time, fondue was all the rage. I’ll bet if you dig deep enough into a closet or your garage you’ll find a fondue set, maybe one your mom handed down. Nothing like a communal bowl of hot cheese, wine, and seasonings, right?
Now we have fads such as juice cleansing, kale, and bacon, which down here in the South is not so much a fad as it is a way of life. What’s interesting to me is that fads aren’t the same thing as trends. You can think of it in business terms. Fads are those two-day blips in your revenue while trends are the steady direction of those revenues. Fads are jagged, trends are smooth. Food fad – kale. Food trend – healthier eating. Got it?
You need to think in those terms as you approach your business and how you run it. I’ve lived through several management fads and they weren’t all as benign as kale. Ever hear of Six Sigma? How about Business Process Re-Engineering? Matrix Management? Or one of my absolute favorites, MBO – Management By Objectives. Even though it was created by one of my favorite management people, Peter Drucker, it was cumbersome, time-wasting, and not quick enough to react. Obviously, I agree with much of the thinking behind it but the actual implementation could bog you down.
I bring all of these up (and it’s far from an exhaustive list) to remind each of us that we have to watch out for fads. I was told by a senior executive many years ago that the internet was both a fad and a scam. He had a little trouble figuring out the difference between a fad and a fundamental change. Take the time to distinguish between the two and you’ll be far better off than those who don’t. Make sense?
I’m going to tell you a secret about me. I’m a bit of a weather freak. I check the weather multiple times a day and I rarely miss the weather segment on the 11PM news. If I ever meet Jim Cantore, I’m going to shake his hand and run like hell since disaster is on the way.
I have a favorite weatherperson, but he’s my favorite for a reason you might not have thought about and he also teaches us something about being a great manager. Why I love this guy is simple. He doesn’t just explain the “what” of weather. He explains the “why” as well.
All weather folks tell you the forecast. They let you know if it’s going to rain or freeze or be gloriously sunny. That’s the “what.” Very few, however, will explain to you about water vapor levels and what looking at the infrared satellite view and the radar can tell you about what’s going on in the atmosphere. That’s the “why.” Great managers do the same thing. They don’t just tell their team what they want to be done. They also explain why they want it done and how it fits into the bigger scheme of things. It’s more like telling a story than it is just stating a fact (in the case of weather) or issuing a command (in the case of managing).
I’ll admit that I sometimes used to put the “what” before the “why” as a manager, particularly when there was an emergency situation. That’s a weak excuse, frankly. It doesn’t take more than an extra minute to preface the what with a why and then add on a “how” for good measure. Even in most crisis situations, there is an extra minute to do that, and it often results in a better result and a more united team as the crisis is conquered.
When you watch your weather tonight, listen for the “why.” Do the same to yourself as you’re asking your team for help. Do you hear the “why”?
One thing I learned after I began managing people many decades ago is that even though it’s called “work,” it doesn’t have to seem that way all the time. Since I was still pretty young (24) when I got my first managerial responsibility, I still placed a good deal of emphasis on having fun as well as getting the work done. In fact, most of the time when problems arose it was because I had failed to act in a way that would be how I would want my boss to act or that I’d forgotten that for most people, work is what they do and not who they are. Let me explain why remembering to have fun is just as important as remembering to get things done.
I felt I was running a benevolent dictatorship. What I mean is that most decisions were mine because I bore the responsibility for them to the powers that be whether I had made them or not. However, I rarely took those decisions in a vacuum. I got input from my team and always encouraged them to voice their opinions. They knew that I might not decide to do things the way that they wanted but that I’d listened and considered their thinking on the matter.
That’s part of having fun. It’s letting every member of the team feel valued. It’s taking what we were doing together seriously but not taking ourselves so seriously. I read somewhere that great leaders are ambassadors of happy. I like that, especially since I’ve worked for a few bosses to whom “happy” and “staff” were never words that intersected.
People have fun when they know what to expect from their leader. When leaders make a conscious effort to have fun, whether via silly signs or self-deprecating humor or through the constant appreciation of the good work of each person on the team. That’s when “work” becomes a place that’s a lot more than a job or a paycheck. Ask yourself, “are we having fun yet?” Ask your team too. Are you? Are they?
It’s Foodie Friday and the topic this week is allergies, specifically food allergies. Milk, eggs, fish, crustacean shellfish, tree nuts, peanuts, wheat, and soybean account for 90 percent of all food allergies in the United States. Think for a minute about how many people are employed making food in the restaurant business. As with any large population, there is a percentage of those people with food allergies. Now, look at the previous list of the top things that cause those allergies. It’s pretty clear that if you have a food allergy and want to cook professionally that you’re going have to have a plan for dealing with it since the thing that causes it is probably going to be nearby quite a bit.
There is an article on Eater that discusses this topic. Called How Chefs With Food Allergies Make It Work, it’s an interesting look at how gluten intolerance affects a pasta chef and how other chefs deal with an inability to taste – or in some cases even to touch – an ingredient that sets off a bad reaction. I’d go beyond allergies, actually. Say you’re a vegetarian and you’re assigned to the meat station. How do you taste? What about a vegan who is assigned to make a stew or chili, where seasoning is paramount and tasting required? If you can’t touch fish, how can you tell when it’s properly cooked?
There’s a lesson in there for any of us in business. I used to supervise technical people and I’m not a highly technical person myself. I couldn’t see if lines of code were messed up nor could I grasp the intricacies of a network beyond a certain point. I was like a chef with an allergy – I couldn’t personally taste and instead I had to rely on others. What I could do – and what you can do when you find yourself in a similar situation – is to learn to ask the right questions. A chef that can’t taste a dish can ask if there is a balance between salt and acid. He can ask what flavors are dominant and if the ingredient that’s being highlighted is predominant enough. You may not be able to “taste” your accounting but you can ask the right questions about how things are being done. You’re not a lawyer (no allergic jokes please) so you can’t “taste” the various indemnifications and liabilities, but you can ask the lawyer the right questions about specific concerns you might have.
Learning to ask the right questions and learning how to listen carefully to answers is part of being a great businessperson. You may be unable to taste or touch a particular area of the business but you can always use others to fill in your understanding just as a chef with allergies uses others to help them. In fact, that “liability” is actually an asset in a time when more customers suffer from the same issues. As one chef is quoted, “Someone with allergies is going to be a lot more cognizant and proactive in the kitchen space.” I take that to mean someone who has learned to work with others toward a common goal that’s customer-focused. Isn’t that why we’re all in business?
The World Series just concluded. Congratulations, Red Sox fans and boy, how it pains me to say that as a life-long Yankees fan. Watching baseball reminded me of something we used to say back when I played baseball. When a guy was in a hitting slump we’d often say “he’s due.” What we meant was that according to his batting average he had taken enough at-bats that it was time for a hit. After all, if his average shows he gets 3 hits every 10 times at bat and he hadn’t had a hit in 15 plate appearances, statistically he should get one now. We were convinced he was due.
That, dear readers, was our youthful display of The Gambler’s Fallacy. We were laboring under the misconception that what has recently occurred will affect what occurs next even if the two events are unrelated. For example, if flipping a coin nine times results in nine instances of “heads,” you might think “tails” is due. Sorry – probability still applies and there’s a 50 percent chance the tenth flip will be heads regardless of what has happened before.
Stop and think about how often you or someone you know in business makes the mistake that if something happens more frequently than normal during a given period, it will happen less frequently in the future (or vice versa). Salespeople refuse to accept higher quotas after a good year, holding back revenue projections which holds back hiring and spending which results in a missed opportunity. Marketers keep spending against historically good targets after a few campaigns don’t result in the expected results rather than acknowledging that the market may have shifted. Financial people let their insurance lapse after a disaster figuring that if they had a hurricane hit in their area which rarely gets hurricanes, the likelihood of another one hitting is very low. As someone pointed out, the term “100-year flood” doesn’t mean a flood happens every hundred years; it means there is a 1% chance of it hitting during ANY year.
The odds of a disaster happening might be very low but we buy insurance and, more importantly, we make disaster plans. The failure to hit a revenue target after three bad quarters doesn’t mean “you’re due” to have a huge fourth quarter. It means you need to make adjustments. There is no question that luck plays some role in business success and failure but that’s not a business plan.
In the great baseball movie “Major League”, the manager brings in a pitcher to face a batter that has gotten many hits off of him in the past. When the catcher questions his choice, the manager says “I know he hasn’t done very well against this guy but I got a hunch he’s due.” That might be how you want to run your baseball team but it is NOT the way you want to run your business. It worked out in the movies but that’s not real life.
It’s Foodie Friday and for some reason, I’ve got omelets on the brain. I’m not talking about the egg concoctions they’d serve you at the local greasy spoon although as you’ll see I’m a fan of those. No, I’m thinking about the French Omelet and as it turns out, there is a business point that comes along with it.
If you’re not familiar, a classic French omelet (or omelette) has, as Serious Eats put it, a smooth, silky exterior with little to no browning that cradles a tender, moist, soft-scrambled interior. It is a dish that relies almost exclusively on technique. As with any dish, you want the best ingredients, but unlike many of the foods about which I’ve written over the years in this space, this dish is a fussy little thing and without knowing the proper technique, producing the unblemished golden-yellow eggs with an ultra-creamy texture is almost impossible.
There is no person better equipped to explain the proper technique than the great Jacques Pepin. Here is a video in which he makes a country omelet (what you or I would make at home) and the classic French omelet:
With the first one, a competent 6 year old could handle the technique (or lack thereof). I’m pretty sure that the second technique would involve a fairly large mess. So what does this have to do with business?
I’m not going to deny that there are “techniques” in business. Where we see them most often is in the sales area. I recall going through various sales training sessions years ago where I was taught closing techniques, questioning techniques, objection handling techniques, and so on. The problem is that many of these techniques are used without an ethical overlay. Salespeople often look at them as ways to trick people. Obviously, if you have the right customer, you’re selling them something that will solve a problem they’re having. Why would tricking them be necessary?
I’m more of a country omelet businessperson. Sure, there are skills involved in what I do and you need to understand how to use the tools at your disposal. I’m far less concerned, however, with technique and more concerned with putting out a product that satisfies the basic need: someone is hungry! Is the ability to turn out a perfect French omelet impressive? It is, but it’s also way more fraught with risk. Minimizing risk while producing a great solution to a customer’s problem works for me every time. You?
Filed under Consulting, food