Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Leadership and influence in the bar business seminar 2018 07-16

51 views

Published on

The seminar as was shown in Tales of the Cocktail 2018 event, discussing aspects of leadership and influence, management vs. Leadership, vision, techniques, tactics and more.

Published in: Leadership & Management
  • Be the first to comment

  • Be the first to like this

Leadership and influence in the bar business seminar 2018 07-16

  1. 1. #CultureofLeadership
  2. 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. 3. To start with… The manager is NOT necessarily the leader. Neither is the owner. Anyone can be a leader #CultureofLeadership
  4. 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. 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. 6. What kind of leader are you? #CultureofLeadership
  7. 7. Topics of Discussion 1. Vision 2. Influence 3. Fostering and Evaluating leadership 4. Self Leadership #CultureofLeadership
  8. 8. Vision “A leader is a dealer in hope” / Napoleon #CultureofLeadership
  9. 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. 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. 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. 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. 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. 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. 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. 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. 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
  18. 18. Team Building Motivation: Independence Belonging Expertise Impact #CultureofLeadership
  19. 19. Can you get up in the morning? The leadership of the Self #CultureofLeadership
  20. 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. 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. 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. 23. Wrap it up, B 1. Vision 2. Influence 3. Fostering and Evaluating leadership 4. Self Leadership #CultureofLeadership
  24. 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
  25. 25. #CultureofLeadership

×