Now the Leader is behind the Managers, but high atop the tallest tree. The Leader is shouting dow

The one reason...they are too busy working in their business, not on it. How can you possibly expect to have time to manage the store when you are running it? You’re bussing tables, working the bar, helping out in the kitchen. You’re running food, cashing out servers, making schedule changes, covering shifts and dealing with the phone. You’re making table visits; you’re even running an ad in the local paper. But you know what? It’s not enough. The definition of insanity is doing the same thing over and over and expecting a different result. If you spend everyday working in the business, it will not change. Trust me.

Stephen Covey in Seven Habits of Highly Effective People brilliantly explained the difference between Leadership and Management. It goes something like this….

Imagine yourself in the forest. You have a front line of staff who are swinging machetes, carving a path through the thick underbrush. Behind the staff stand the Managers. The Managers ensure that the staff are working as a team, are getting breaks, are using sharp machetes, and the managers administer first aid as it’s needed. They ensure the staff get massages as needed (preventative maintenance) and the schedule stays on time.

Now the Leader is behind the Managers, but high atop the tallest tree. The Leader is shouting down

Essential Resources For Restaurant Owners
Restaurant owners will find excellent resources for building, maintaining and running their restaurant business, both online and offline. Here are some of the best:National Restaurant AssociationAt their website you'll find relevant news and event information to the restaurant industry available for free. When you become a member, you'll have access to helpful tools to increase your profits, industry news, analysis and trends, legal updates, access to development and train

en you are running it? You’re bussing tables, working the bar, helping out in the kitchen. You’re running food, cashing out servers, making schedule changes, covering shifts and dealing with the phone. You’re making table visits; you’re even running an ad in the local paper. But you know what? It’s not enough. The definition of insanity is doing the same thing over and over and expecting a different result. If you spend everyday working in the business, it will not change. Trust me.

Stephen Covey in Seven Habits of Highly Effective People brilliantly explained the difference between Leadership and Management. It goes something like this….

Imagine yourself in the forest. You have a front line of staff who are swinging machetes, carving a path through the thick underbrush. Behind the staff stand the Managers. The Managers ensure that the staff are working as a team, are getting breaks, are using sharp machetes, and the managers administer first aid as it’s needed. They ensure the staff get massages as needed (preventative maintenance) and the schedule stays on time.

Now the Leader is behind the Managers, but high atop the tallest tree. The Leader is shouting dow

Corporate Event Managers - Why You Need One
Corporate events are a showcase for your products and services. You will expect thousands of current as well as prospective customers and clients to show up. For a corporate event to be a success, you need a well planned, well organized, and a well-executed event. For this, you need the services of a professional Corporate Event Managers. Whether the corporate event is a business or a social one, a large or a small one, a formal or an informal one; regardless of the objective, it requir

ough. The definition of insanity is doing the same thing over and over and expecting a different result. If you spend everyday working in the business, it will not change. Trust me.

Stephen Covey in Seven Habits of Highly Effective People brilliantly explained the difference between Leadership and Management. It goes something like this….

Imagine yourself in the forest. You have a front line of staff who are swinging machetes, carving a path through the thick underbrush. Behind the staff stand the Managers. The Managers ensure that the staff are working as a team, are getting breaks, are using sharp machetes, and the managers administer first aid as it’s needed. They ensure the staff get massages as needed (preventative maintenance) and the schedule stays on time.

Now the Leader is behind the Managers, but high atop the tallest tree. The Leader is shouting dow

CRM = Customer's (don't) Really Matter
CRM was supposed to bring companies closer to their clients. The basic idea was to; find out what a client wants and needs, give it to them, and get them to be your client for life.But as with all good technology, it hasn't actually brought the sales teams, marketing departments, R&D, or customer service departments any closer to the customer at all! Technology is a poor subsitute for the human voice and social interaction.I really feel sorry for the companies that struggl

tween Leadership and Management. It goes something like this….

Imagine yourself in the forest. You have a front line of staff who are swinging machetes, carving a path through the thick underbrush. Behind the staff stand the Managers. The Managers ensure that the staff are working as a team, are getting breaks, are using sharp machetes, and the managers administer first aid as it’s needed. They ensure the staff get massages as needed (preventative maintenance) and the schedule stays on time.

Now the Leader is behind the Managers, but high atop the tallest tree. The Leader is shouting dow

Balancing Top-Down and Bottom-Up Change Processes
"Grass-roots change presents senior managers with a paradox: directing a 'nondirective' change process. The most effective senior managers in our study recognized their limited power to mandate corporate renewal from the top. Instead, they defined their roles as creating a climate for change, then spreading the lessons of both successes and failures. Put another way, they specified the general direction in which the company should move without insisting on the specific solutions." — Mic

, are getting breaks, are using sharp machetes, and the managers administer first aid as it’s needed. They ensure the staff get massages as needed (preventative maintenance) and the schedule stays on time.

Now the Leader is behind the Managers, but high atop the tallest tree. The Leader is shouting down, “A little to the left. That’s it you’re right on track.”

You see a Leader has the vision. The Leader is the one who knows where we are going and sees the big picture. The Leader has before her a plan of short-term and long-term goals. The Leader is not clearing the underbrush, but ensures the path through the underbrush is the correct one.

In the game we call “Restaurant”; the plan is your budget, your marketing plan, your one week, one month, one quarter, or one year objectives. Whether they are staff based, financial based, service based, kitchen/culinary based, or all of the above; they are objectives nonetheless.

Now if you tell me you don’t have any plans or objectives, that, my friend is your first mistake. The second would be not taking the time to meet them.

But you can’t get decent staff, you don’t feel comfortable leaving your supervisors in charge long enough to work on your business. If you don’t take the time to hire the right people and develop them and train them properly, you will never be able to get out of the “working in the business” stage.

Here’s what you do:
i. Develop policies and procedures for everything. Yes, everything.
ii. Tra