Leadership and influence in the bar business seminar 2018 07-16
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The document discusses leadership and influence in the bar business. It explores how leadership is not defined by one's role or title, and can come from anyone. Various styles and aspects of leadership are covered, including vision, influence, fostering leadership in an organization, and self-leadership. The presentation aims to define leadership and discuss how it can be cultivated among bar staff.
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Leadership and influence in the bar business seminar 2018 07-16
- 2. Leadership and Influence in the Bar Business Presented by: Danny Ronen, Kate Gerwin, Kelsey Ramage and Oron Lerner #TOTC2018 #CultureOfLeadership #CultureofLeadership Contact: Oronlerner@gmail.com Dronen@DCSpirits.com Kategerwin@me.com Kelsey@Thetrashcollective.com
- 3. To start with… The manager is NOT necessarily the leader. Neither is the owner. Anyone can be a leader #CultureofLeadership
- 4. Things we are going to ignore Leadership has a genetic component. Leadership changes across situations, genders, cultures. The “10 traits great leaders have” cliche #CultureofLeadership
- 5. Manager, Leader or Both? ManagerLeader Can involve people, not obligatoryInvolves people Preservation orientedChange Oriented Risk AverseRisk seeking Implementing a visionSetting a vision Authority through positionChange through consensus Doing things rightDoing the right thing #CultureofLeadership
- 6. What kind of leader are you? #CultureofLeadership
- 7. Topics of Discussion 1. Vision 2. Influence 3. Fostering and Evaluating leadership 4. Self Leadership #CultureofLeadership
- 8. Vision “A leader is a dealer in hope” / Napoleon #CultureofLeadership
- 9. Influence Are you aware of your own impact? Guests make cocktails at home, what else do they take with them from the bar? The emotional state of a leading bartender is contagious to other bartenders in the shift. The interaction between bartenders is a reflection of guest experience. #CultureofLeadership
- 10. Layers of influence Bartender -> Guests -> Community Bar Owner / Manager -> Staff Brand -> Local, National, Global “The key to successful leadership today is influence, not authority” / Ken Blanchard #CultureofLeadership
- 11. Styles of Leadership Rational explanations to create internal motivation Lead by Example Lead through Authenticity or Integrity Motivational Speaking style Perseverance Shock factor through realizing consequences Constant Communication Location Location Location Clear directions and goals Empathy and identifying with others Personal connections and friendship Negotiations #CultureofLeadership
- 12. Lets have fun! Leadership through Fun: Kids MRI machine Floor drawings leading to stairs Game of riddles: “Who is your guest?” The Weinsteins’ rules for OTH drinks #CultureofLeadership
- 13. Organizational Culture fostering leaders “Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.” Peter F. Drucker #CultureofLeadership
- 14. Fostering and Evaluation 1.Position of straws 2.In-house competition on reducing waste 3.Assign responsibility on subject to your least cooperative bartender #CultureofLeadership 1.Technical : repetition, low requirements, drone workers. 2.Tactical : requires personal judgment, decision making and priorities that are immediate or short range. 3.Strategic : Long term changes, requires political impact considerations.
- 15. Technical, Tactical, Strategic Technical : repetition, low requirements, drone workers. “Leave the storage exactly as you found it” Tactical : requires personal judgment, decision making and priorities that are immediate or short range. “Leave the storage better than you found it” Strategic : Long term changes, requires political impact considerations. “Treat the storage like you’d expect a manager to” #CultureofLeadership
- 16. Fostering and Evaluating Task or People Oriented (Transactional or Transformational) Clear but not obvious parameters for success Dirty Hands effect Gap changes in group performance Backstage Leaders “When the best leaders’ work is done, the people say ‘We did it ourselves’” / Lao Tzu #CultureofLeadership
- 17. How to train better leaders? Organizational management routines: Briefings, Personal meetings, Brainstorming meetings for solutions and innovation, Clear vision, decision-making processes, role definitions and progress reports, Regular training feedback Personal management routines: Change from within, Inclusive system, Assigning responsibility, Positive approach and language, Measurement based evaluation, Calculated praise #CultureofLeadership
- 19. Can you get up in the morning? The leadership of the Self #CultureofLeadership
- 20. Self Leadership Trickle down effect : If you can lead yourself to improvement, you just might have what it takes to lead others. #CultureofLeadership
- 21. Self Leadership challenge Are you overly busy? Can never seem to find the time to get things done? Feel like there is so much to do and so little time to do it? Are your priorities set straight? Do you work out? Do you sleep 6 hours on average? Do you find the time to have private conversations with your staff? #CultureofLeadership
- 22. Why be a leader? The two most popular reasons people want to advance to a leading role? 2. Great Leaders 1. Terrible Leaders #CultureofLeadership
- 23. Wrap it up, B 1. Vision 2. Influence 3. Fostering and Evaluating leadership 4. Self Leadership #CultureofLeadership
- 24. Leadership and Influence in the Bar Business Presented by: Danny Ronen, Kate Gerwin, Kelsey Ramage and Oron Lerner #TOTC2018 #CultureOfLeadership #CultureofLeadership Contact: Oronlerner@gmail.com Dronen@DCSpirits.com Kategerwin@me.com Kelsey@Thetrashcollective.com
Editor's Notes
- 1.Your manager isn’t necessarily your leader, neither is the owner. While managers are appointed, leaders arise in appropriate situations. In times of crisis, or in a decision vacuum (when decision makers fail or choose to ignore an issue) a member of the group will become its leader. While many organizations try to have their managers also be the leaders in that group, very few seem to take aspects of leadership into account when training management. 2.Anyone can be a leader: Each person has their style, and an appropriate situation in which they will find themselves in the lead. To Lead is to facilitate a change in status, to head towards a definable goal.
- A lot of leadership research is about the sort of childhood you should have had, which is of limited use at this point. Though there are many variables to this discussion, we feel labeling someone as “Leader” or “Non Leader” is denying them the opportunity to prove otherwise. This seminar will discuss the phenomenon that is Leadership, rather than the categorization of who is fit and who isn’t to be a leader.
- Leadership is people oriented, management might not be. A manager’s role is seen as Preservation of status – keeping things running smoothly, whereas a leader’s role is seen as facilitating change, leading towards a different status than the current one. Some research refers to it as Risk-Averse vs. Risk-Seeking Leadership is about setting the Vision – the goal to aspire to, whereas management is about implementing all layers of that change – technicalities, norms and more. A manager has authority over people, and can issue directives to be complied through hierarchy. In leadership, authority is seen as a weak force – at times of difficulty (such as a busy shift), authority might not be enough to convince people to act according to your decisions. At times of crisis, the fear of being fired (ultimately, the worst outcome of refusing to authority in a bar setting) is trumped by more urgent issues. Neither is particularly accurate – and we’ve been using these terms interchangeably for too long for this discussion to distinguish them effectively. But it is high time we examine our manager roles through a leadership perspective.
- Panel photos, social media handles, hashtags Who are you and what kind of leader are you? How do you get people motivated? Oron introduces Danny, asks him what kind of leader he is. Danny to Kate, Kate to Kelsey, Kelsey to Oron. Why was the introduction at this part rather than the start of the seminar? To facilitate a change in vibe – Before the introduction, and after. Accompanied by a change in tone, speaking style and pace. To lead – we must find ways to connect with the people around us. Since we do not know what their internal situation is at the time we meet, we must find ways to change with them – take them with us on a journey, during which both the leader and their communities change. Putting the introduction as a clear cut between Prologue and Content facilitates that, I hope. So leadership is about change – not in others, but together. And there’s a lot of “I Hope” in leadership – and very few determinates.
- The obvious: A clear and well defined goal is easier to achieve. Stories matter – people buy into stories rather than technicalities. We want to identify, to connect, to feel a part of a group and the vision ties these things together into a single destination. Vision is where leadership starts. Where are we headed to? What are we aspiring to? Bereft of a vision, you might not be a leader. You just might be entertaining for the moment. A leader without a vision is an “Alice in Wonderland” If you’re a leader, you must have an agenda – define it, someone else will do it for you. A shared Vision is inspiring and comforting – knowing where we are headed, agreeing to the goal and the path, taking an active part of it – these are things all people want.
- What else are they taking home with them? 70% of American cocktail drinkers will try to replicate the cocktails at home – but they not only take recipes home with them, but also potentially the philosophy of the place (e.g., “Any time someone takes a bite of sushi, they will re-express that philosophy in the way he expressing,” and adds that if he has done it correctly). These philosophies may extend to other parts of their lives (e.g. if you’re working with a specific furniture producer, perhaps you will only use those who trade exclusively with sustainable wood vendors, etc.) Body language during a shift – when they meet each other, they will hug, and guests pick up on that warmth D Ronen example: shaving in a drought environment.
- Examples: Novo Fogo’s philosophy on using broken shards of glass to create the fist line of bottles, Belvedere removing all sugar from their flavored vodkas.,
- In no way conclusive: Rational Explanations : When the subjects just weren’t aware of their actions or consequences, a rational explanation as to why a change is needed just might be enough to create a change. Lead by Example : Especially in difficult times and situations, showing how to do things just might be essential to creating a change. Authenticity and Integrity : true passion for a subject is seen as authentic in a leader. This is the Congruent effect – when actions and discussions are aligned and seen as true of the persons’ nature. The opposite is seen as a manipulative or deceptive leader with short term or hidden agendas. Motivational Speaking style : certain words and phrases are known to pull people into action better than most. This works wonders when the leader connects to peoples’ internal motivations and addresses them. Perseverance : At times it is enough to just push on continuously on a subject to create a change. Shock Factor : discussing or demonstrating the consequences of continuing on the current course of action and comparing it to a suggested, alternative action. Constant Communication : Gives saliency to the topic, making sure it is always present in the thoughts of people involved. Location : Positioning yourself in the right time at the right place in order to handle the tougher and more sensitive parts of a changing process. For example: Be the first in and last one out of a tough shift, eat last, respond last, take the heat first. Clear directions and goals : to avoid confusion, which clouds any action in a group. Empathy and identifying : Is about creating a connection with others, understanding their motivations and tapping those to create a change. Friendship : Creating a change in a system as part of a personal connection with the people involved, as a “favor” or as support to a friend (e.g., Kate motivates). Negotiations : Give and Take to create the desired change (e.g. brainstorming mtg, “what do you need to get that done?” or “You want to create the new cocktail menu, I want to let you do that, can you also do this thing?”_.
- Changing behavior through fun : another case study in leadership Kids MRI : Doug Dietz designed the MRI room to facilitate a Disney-esque painted MRI machine, changing the experience from terrifying to adventurous and fun for the kids Floor Drawings : To get people to take the stairs instead of the escalators, the floor leading to the stairs was painted in a manner adding playfulness to using the stairs. In Sweden it was a Piano-Stairs (playing actual notes when stepped on). WEINSTEIN –we know what you were thinking... Being a good leader also means avoiding judgement and being open – no judging by someone’s currently-unfortunate surname.
- Case study from Tel Aviv: 1. Placing the straws in a less accessible point reduced use of straws by 80%. Is this a leadership issue, though? It is technical, and simple and its people-factor is motivation – it takes more work to get to the straws, they aren’t visible and so asked for less than before and people will more likely enjoy the drink without a straw if it’s served that way. 2. In-house competition: Competitions are harmful when they lead to reward-oriented behavior (“What will I get if I do this?” approach), however – there are subtle competitions, where the achievements are mentioned, updated and published without any reward, and the achievement is then turned into its own reward. This helps create an organizational culture that fosters and promotes motivation towards achievements. 3. Assigning responsibilities is a great way to create motivation, when done right – the person assigned should have some form of relatability to the subject – think about assigning a person hard of hearing to create a music list. As always, if you get your least cooperative bartender along – you can get the rest of your staff in easily.
- Continue from the case study: Layers of operation within an organization. When evaluating a leaders decision – it is important to see at which layers they consider, how they operate and can they contain all three. Not all leaders need to work on a strategic level – many brilliant decisions were made on a technical level, that made any strategic or tactical decisions obsolete.
- Task or People oriented : Do they focus on what needs be done, or on the people involved? For example, how does the leader handle the situation when a team member is late? Clear but not obvious parameters : Pre-determine what to measure, but do not share these parameters with the measured personnel. Examples of subtle measurements : Leaving a piece of trash outside the door to see if they picked it up on the way in or out, focusing on the irrelevant information they’re offering while answering your questions and why they chose to bring it up, put them in a tough or embarrassing spot and see how they react. Dirty Hands effect : the leader’s ability to influence people who are very different from the leaders themselves. It’s easy to lead people who think and act similarly to you, much harder to find common grounds with others. Gap changes : The result of a good Dirty-Hands leader is that the weaker employees grow stronger, and the best performance is no longer repetitively awarded to the same people. This creates a dynamic organization, where people aren’t stuck in some old image of themselves as either successful or failures, but gets everyone involved to push for self improvement. Backstage Leaders : the noisiest person isn’t necessarily the leader. Look for subtle ways in which people influence others, leading toward positive changes (e.g. “Silent waters run deep.”)
- These designations made based on where this item stems from. Briefings : constantly updating in minute details before a shift or an event, allows for better orientation and understanding of what is expected. Personal Meetings : One-on-Ones with a manager or owner once a month is essential to personal motivation and actively taking part in the organization Brainstorming for solutions and innovation : With an upcoming challenge as headline, these allow for all involved parties to take part in finding solutions and implementing them. The leader doesn’t have to have all the answers, in fact – they just need the questions. Clear Vision : what is the goal of the organization? Decision-making processes : How are decisions made? Who to turn to when the need arises (also important factor in assigning Roles)? Role definitions : What is expected of each person in the organization? Whose responsibility is it? Progress reports : With clear deadlines, to keep everyone in the loop. Regular training feedback : Feedback is essential to role definitions, and a desire to continuously improve is critical. Change from within : solutions can come from anywhere, and it is crucial that everyone have a chance to offer their ideas, and have those implemented. Inclusive system : is a system where everyone can take a part in the processes and changes happening, no one is excluded from it. Assigning responsibility : Mostly, realizing that as a leader, you have more responsibility than the rest of the group. Organizations where credit is given and blame is taken foster more active and responsible leaders Positive approach and language : Finding alternatives rather than negating options, taking part in what must be done – even when it is not desired or pleasant, but doing that with a positive approach leads to more fruitful decisions. Measurement based evaluation : feedback cannot remain unclear, undefined or based on personal interpretations – it should always be accompanied by hard data. Calculated Praise – so many organizations fail the Good Word measurement : the ratio of good feedback to bad feedback given.
- These are the four main motivators in Team Building
- The internal conflict of choosing which method of leadership. Kate’s example: one can feel like the staff doesn’t like you because you have to keep your distance a bit as a leader.
- Fosters leadership through example, action, passion. Has measurable impact on discipline, pride, employee satisfaction D Ronen’s Bar manager example: What is the best indicator of a leader? Setting someone up to succeed as a leader who may be the same age or even younger than the rest of the staff.
- Being the first in harm’s way also means you’re the first OUT of harm’s way. Examples: Ronen, hotel opening, making sure the managers were getting what they needed but not taking care of myself. Oron’s example of CAP program at the beginning – last man standing mentality – has gone from a positive to a negative.
- I aspire to leadership either through great example or by absolutely imperative coup.