Happy Foodie Friday! It’s an especially good one as we head into Memorial Day Weekend, the unofficial start of Summer and the grilling season for many of you. I have a friend who will be a lot more circumspect about what she is grilling this weekend because she found out the other day that she has a bunch of food intolerances. What are they and what do they have to do with business?
Food intolerances are different from food allergies. You’re not going to die from the former while you just might from the latter. Instead, your symptoms develop over time as you keep eating things for which you have an intolerance. Maybe you get headaches or stomach aches. Maybe you retain fluids. Maybe you develop a cough that won’t go away or hives or a runny nose. All can be symptoms of a food intolerance.
They’re caused by several things, one of which can be a chemical – caffeine, amines, salicylate – which occur naturally but to which your body is sensitive. The ones you hear about most often are gluten intolerance and lactose intolerance but there are as many intolerances as there are foods, it seems. Fortunately, it’s not difficult to live with a food intolerance as long as you’re willing to adjust your diet and avoid things that you’ve identified as problematic. It’s less easy to fix an intolerance in business.
I’m sure that every manager has a story or two of employees who can’t get along. I certainly do. It can be a huge problem for a business, especially if the employees are managers themselves. There are a lot of reasons why two adults can’t tolerate one another. One feels the other isn’t pulling his or her weight. One gossips. There is a perceived inequity in titles or salary or responsibility. I’ve run into each of those along with the most basic reason for a business intolerance: they just don’t like one another due to some perceived slight that was never corrected.
You cannot let this situation fester, and the key to fixing it is to identify the real problem. Telling them to “grow up” won’t fix anything nor will telling them to “work it out.” You need to speak with the parties involved individually and together and you must follow up your discussions with action. You can’t have a chat and assume the matter is solved. Like a food intolerance that won’t kill you, two employees who can’t tolerate one another won’t destroy a business but they can make things pretty miserable. Also as with food, identifying the source of the problem and following it up with action and monitoring is how you make the problem go away.
Foodie Friday, and I’ll bet that a number of you will be going out this weekend. We’ve all had the problem of placing a food or drink order and what you ordered isn’t what you get. It’s really a problem when you’ve ordered delivery. What’s more frustrating than your vegetarian pizza showing up with pepperoni or your steamed dumplings arriving fried?
Mistakes happen. I used to run an online store that fulfilled tens of thousands of orders each year. Mathematically speaking, if we performed perfectly 99.9% of the time, there are still 100 screwed up orders out of every 100,000 (and we did way more orders than that). What I used to ask my folks was to listen to the customer (and put aside their heated and often unpleasant language), apologize for the problem (even if we didn’t cause it), and solve it. Maybe they clicked on a wrong key or maybe our inventory system didn’t react in real time, telling them that something was in stock when it wasn’t. It doesn’t matter. They are customers, and it’s easier to retain a customer than it is to find a new one.
Let’s go back to our delivery example (since today is food-related!). Suppose the cook forgot to pack the drinks ordered with the pizza. How can you catch this before the customer even knows there’s an issue? Make every person in the chain responsible for checking the order. Does it match the ticket? As an aside, I always ask the restaurant to read me back my order when I place it and I’m always surprised when they don’t ask to do that themselves. If the ticket isn’t right, no matter what steps are taken along the way, the order is wrong.
But let’s suppose there is a failure and the food goes out without the sodas. When the customer asks where they are, you have a few options. Send out a second delivery person (if you have one), make a second trip (if you don’t), or empower the delivery person to hit a store near the customer and buy what’s missing. My guess is that this is the fattest, least expensive solution since it minimizes the time to correct the mistake. Another option when the customer calls to complain might be to credit back the missing items as well as some or all of what was delivered. The reality is if they care enough to call you need to care enough to keep them.
Any business is a team effort. No one can think, much less say, it’s not my job to take responsibility for making a customer happy. Whether you’re a food business or not, read back what a customer is asking. Say something if the order is right but something seems off (“oh, you DON’T want chocolate on the pizza, you want chocolate cake!”). Most importantly, be prepared for mistakes. They’re going to happen. The real challenge, beyond preventing them as best you can, is making a customer happy when they occur. How are you doing with that?
(Photo credit: Wikipedia)
It’s Foodie Friday and this week I’m inspired by something the folks at Bacardi are doing because it’s something every company ought to be doing in some form. In the case of Bacardi, they’ve called it “Back To The Bar” and the reason for what they’re doing is nicely explained by their CEO and reported by MediaPost:
“Back to the Bar is our version of ‘walking the factory floor,’” said Mahesh Madhavan, CEO of Bacardi Limited. “It puts our people in touch with what’s happening in our business in real life and real time — something you can’t truly understand behind a computer screen, sitting through a presentation, or dissecting a spreadsheet.”
What every employee is being encouraged to do is to go hang around bars. In fact, they’re shutting down the company to allow employees to do so. While they’re in those bars, they’re to connect with customers and encourage them to try cocktails made with Bacardi. I imagine they’ll also get a lot of feedback on the product, consumer approaches to drink selection and other information which, as the CEO says, you can’t get behind a computer screen. It’s a fantastic idea.
Think about your own business. First, I hope you’re eating your own dog food – that you’re a regular user of your own product or service. If not, why not? As an example, over the years I’ve worked in sports with a few people who didn’t really watch sports or know a heck of a lot about it. How they got hired baffled me. I also worked with a TV executive who said he didn’t ever watch some very popular shows because he “wasn’t the demo.” I get that but I think if your job entails marketing to a particular target you need to understand the target and that includes their likes and dislikes even if they don’t mirror your own.
Next, Barcardi is getting first-hand feedback. They’re talking to people who are in a relaxed environment, probably a cocktail or two down the road, and the chances of getting uncensored feedback are excellent. It’s not a written survey or a focus group. It’s way better than those. Most importantly, it’s first hand. I have always loved the old United Airlines commercial from the late 1980’s in which Ben, a senior executive whose company lost a long-term client that morning, is handing out airline tickets to his managers and tells them to go visit clients. Ben himself is going “to visit that old friend who fired us this morning.” It’s a spectacular reminder not to lose touch with people. Don’t rely solely on email and telephone. You probably see this issue even in how your own office works if you still work in one. People don’t visit – they communicate via email or Slack or some other messaging service, even with the person in the next cubicle.
People thrive when they connect with other people. Your business thrives when it really connects with customers. When was the last time you went back to the bar?
Last night was the first night of Hanukkah. You’ve probably seen a version of the candelabra that is used to hold the candles that are lit each night of the holiday. You might not, however, have noticed that while the holiday goes for 8 nights there are spaces for 9 candles in the candelabra, called a Menorah. The ninth candle is our business topic today.
That candle is called the shamash in Hebrew, which translates to “helper” or “servant.” It’s not like the other candles in that it sits either higher or lower than the others in the menorah. It’s used to light the other candles, and although it burns just as brightly and sits in the same candelabra, it’s different.
What this brings to mind is how those of us who have grown up into managers and executives become very much like the ninth candle. We’re servants and helpers. Our job is to help the other members of the team to do their job, much like the shamash enables the other candles. Where we get into trouble is when we forget that. The people who actually do the work don’t serve us. They serve the organization, its goals, and customers.
Think about the best boss you’ve ever had (and I hope you’ve had some great ones!). My guess is that they were clear communicators who respected you as a person and as a professional. They probably never talked down to you when you didn’t understand something and were always pushing you to be your best self. They were also willing to get you whatever you needed to do your job, to the extent they could whether that’s a better computer or a pencil. They were also unwilling to let a weak team member jeopardize the entire team so they were clear about standards and held everyone to the same ones.
As you pass by a menorah (whether it’s a real one or a picture) this Hanukkah, remind yourself that while you may be the boss, you’re also a shamash, a ninth candle that’s a part of the team. You might sit higher up but you’re really there to help. Make sense?
Monday for is a day of some reflection since it inevitably follows a weekend of sports watching. This time of year one can watch just about any sport being contested at the highest levels. College and pro football are in full swing, as is world soccer. Baseball is in the playoffs as is NASCAR. The NHL and NBA seasons are just getting started, as is the new professional golf season. Not a Saturday or Sunday passes without a bunch of winners.
Business has seasons but they’re generally not as cut and dry as those in sports. It’s pretty much a year-round effort, but it does have quite a bit of winning and losing that goes on. Every day can bring about a victory: a new contract won, a great new hire, a new position or job, or an improvement in the bottom line that the entire team worked to bring about. It’s important, however, to think about what winning means to you. What does it mean to win?
That implies a few other questions you should be asking yourself and your organization. Why are you doing what you’re doing? That question gets at your purpose and begins to provide the measuring stick for victory. We succeed by effort and by striving to reach a goal or goals. Defining what they are is an important piece for each individual and for the common goals your team needs to have.
As businesspeople, we need to remember that winning is different for everyone. We need to foster an environment where each person can win by their own definition. How can we help one another to improve? How can we put ourselves and our organizations in the best position? The answers to those sorts of questions are what fills up sports TV pregame shows and the analysis of how well each player and team accomplished what they set out to do is postgame fodder. Maybe we ought to do pre- and post-game interviews in our places of business since it would become fairly obvious if we’ve defined winning and set ourselves up to achieve victory. What do you think?
It’s Foodie Friday and this week I’d like to highlight a business lesson I was reminded of while watching “A Chef’s Life.” If you’re not familiar with the show, it’s a series (now in its fifth season) that features Vivian Howard, the chef at a restaurant in eastern North Carolina, as she runs her restaurant, raises her kids, writes what is now an acclaimed cookbook, and improves her craft. I watch it both for the great storytelling as well as to learn about the local food traditions and recipes of the Carolinas.
As the series has progressed and Vivian’s star has risen, she has sent some time ruminating on the fact that she spends far less time in the kitchen of her restaurant than when she opened it. She also talks about how strange it feels when she actually does go back into the kitchen, whether it’s to develop new dishes or to do a quality check. This resonated with me even though my business has nothing to do with running a restaurant.
Executive chefs are really managers. While they were once line cooks, the amount of time they spend cooking is inversely proportionate to the responsibility they have. Like any manager, their job is to make sure that the entire operation is moving in sync and that the people who do the actual work have the tools and materials they need. They teach where necessary but other than in emergencies, they don’t step in and actually do the job that is the responsibility of their subordinates.
This is probably the hardest thing for new managers to understand. I remember that when I began managing people it was extremely frustrating to watch my subordinates take more time to do projects I could do in a flash. Their work was often full of errors, mistakes I wouldn’t have made just because I had a lot more experience. But doing the work for them would have been just as big an error since they wouldn’t learn and I would not be working with the other members of the department.
On the show, Vivian remarks that show doesn’t feel as if she’s doing anything when she’s in the restaurant’s kitchen now because it runs most days without her. I used to feel the same way as I was learning that my job entailed different “doings.” Wandering around and listening, clarifying goals, working with other department heads, giving a pat on the back to someone and a kick in the butt to another are all part of the manager’s job but when you’re used to having an overloaded project list and deadlines, it doesn’t feel as if you’re doing much at all. In reality, Vivian has done a fantastic job managing since her operation runs well on its own. She can focus on the next project – new dishes, new restaurants, the next book – while knowing her business is operating efficiently. Not a bad model for any of us!