MASTERCLASS: HOW TO MANAGE YOUR STAFF AND BUSINESS DURING CHALLENGING TIMES
To help bar managers and staff navigate their way through challenging times, Sean Finter - Founder and CEO of BARMETRIX shares industry advice on leadership in a crisis, best practice for keeping in communication with staff, forecasting budgets, staying agile and adapting to evolving circumstances.
Bar and Restaurant Supervisors: How Important Are They?
In an industry with an astronomical failure rate there is always much debate as to why. Lists are produced with the “Top 10 Reasons” and often the most important reason doesn’t show up on that list. A critical constraint is the strength of their shift supervisors; the “Field Generals”.
About 80%+ of the staff in bars and restaurants are managed by young, junior leaders—but only the top 1% of operators focus adequate time, attention and training to these critical team members.
Many believe supervisors are every bit as important to the success of a business as the GM. In many cases, supervisors have a greater influence on output, standards maintained, and the quality of hospitality offered to guests. Supervisors define the difference between a GOOD business or a GREAT one; the difference between a struggling business or a stable, profitable asset.
What makes the role so difficult?
We depend on supervisors to make hundreds of important judgement calls each and every shift while upholding the standards of the business. They set the pace on the floor, and their relationships with the staff determines the energy given each night by every member of the team. Entry level management is often the most difficult and stressful position in a bar or restaurant. I can’t think of another managerial position that comes with as much responsibility, complexity, and real time variables. It’s the only position that interfaces with every staff member and hundreds of customers each shift.
Despite the fact that supervisors may be in the driver’s seat of a multi-million-dollar business, in most cases, they are offered little training. They’re normally thrust into the position last minute, covering an unexpected departure. We suddenly “promote” someone from the best server—a role in which they thrived—into a floor manager, and then wonder why they’re not happy (“half the money, double the hours for some!).
This is known as the Peter Principle: When we promote someone to their level of incompetence.
As the Supervisor’s Shift Goes, So Goes the Guests’ Experience.
No one accepts the role of supervisor unless they are brave. Unfortunately, this bravery can get them in over their head. Chances are, these high-achievers won’t ask for the help they need, even when they’re drowning. That would imply they can’t handle the new responsibility—which is not what they want to convey.
The young leader will push forward, often struggling through, inadvertently creating a tense environment for the whole team. Bad habits form quickly, and standards drop. This is the beginning of the end for countless businesses.
What Do Some of the World’s Best Bars Do?
They invest heavily in junior management. Not just money—but time—from the senior leaders and outside mentors. Developing a leadership program is one best investments a hospitality business can make.
Here are some key components to a robust leadership program:
● Lay out a multi-year path with milestones (36 months is the norm)
● Develop a series of mentors who will meet regularly with new managers
● Have a quarterly learning theme (e.g., Finance, Leadership, etc.)
● Small budget for books and courses
● Exchange program with another venue to get an outside perspective
● Regular 360 evaluations (monthly for first 6 months, then quarterly)
You've got to build a complete business system—you have that in the Business of Bars. The Acceler8 Course will walk you through exactly how to attract, hire and retain the best employees.
That's the secret: It's a system, not a tool. You can't just do ONE thing differently. You have to change the way you approach your business. You have to be far more patient in the approach and commit to the structure.
Before you put all your efforts into trying to attract and hire great staff members for your team, make sure you’ve clearly defined what leadership looks like in your business.
BAR CHAT PODCAST
BAR CHAT: HOW TO INCREASE PROFITS AND IMPRESS CUSTOMERS
In this episode Director of Bars at The Savoy, Declan Mc Gurk and Founder of Barmetrix, Sean Finter chat to host Tristan Stephenson about the link between venue profitability and customer satisfaction. Tune in now to discover the changes you can start implementing today!
BAR CHAT: HOW TO NURTURE HAPPY AND SUCCESSFUL TEAMS
Join Anna Sebastian, Bar Manager at the Artesian and Sean Finter, Founder of Barmetrix, as they explore the many ways you can nurture a happy and successful team.
Take a look at our business of bars tools and help boost customer satisfaction and sales in your venue!
Menus are critical for inspiring your customers and helping them make quick and informed decisions about what to drink when they enter your venue.
SPEED AND EFFICIENCY
In the fast-paced environment of a bar it’s vital to deliver smooth, quick and efficient service each and every time, while looking for opportunities to enhance the customers’ experience and drive sales.
Most retailers review their portfolio at least once a year to ensure they have the right products for their customers.
TIPS FOR ONLINE SUCCESS IN YOUR VENUE
With 27% of the world population using social media on their mobile devices and with lots of people using the internet to find a venue, having an online presence has never been more important.
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