2016 SMG Food & Beverage Director's Meeting - Leadership
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This document discusses creating leadership teams with shared vision and purpose. It outlines four disciplines for effective leadership: 1) building a cohesive team based on trust, conflict, commitment and accountability; 2) creating clarity around the organization's purpose, values, goals and priorities; 3) over-communicating this clarity consistently; and 4) reinforcing clarity through hiring, training and performance management. It applies these disciplines to the leadership team of Puff 'n Stuff Catering & Events, which transformed the family business by developing a cohesive, aligned leadership team with a clear shared vision and purpose.
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2016 SMG Food & Beverage Director's Meeting - Leadership
- 1. Creating Leadership Teams with Shared Vision and Purpose Inspired by: The Advantage from Patrick Lencioni Warren G. Dietel Puff ‘n Stuff Catering & Events 1
- 2. WHAT IS LEADERSHIP? • The ability to influence a group toward the achievement of goals • The process of providing direction, energizing others and obtaining their voluntary commitment to the vision • A LEADER creates a vision and goals, and influences other to share the vision and work toward the goals 2
- 3. OLD PUFF • Opened in 1980 as family-owned business • Positive reputation in the community • Purchased in 2003 at operational limit • Infrastructure required improvements to enable growth • Leadership meant something different • Complete immersion • Relearning market and business • Strategy for future 3
- 4. PUFF TODAY • Diligent focus on efficiencies, people, process and products • Building and strengthening the team • Transitional leadership • Right people, right seat. Keep ‘em engaged • Evolving number of staff members • Hiring and firing for the right reasons • Onboarding, training and retention • Diversifying offerings and location • Expansion to Tampa with New Commissary 4
- 5. 5
- 6. FUTURE PUFF • Hyper-focus on internal people, process and product • Leader empowerment – Ownership of the vision – Cascading approach to leadership • Continue to grow, train and inspire staff members – Key external hires + promoting from within • Growth offerings: cuisine, service and locations • Product and market expansion • Partnerships and rapid growth 6
- 7. A GAME CHANGER • Discussed as a team • Worked through exercises together • Created positive conflict • Continue to revisit principles • Not an overnight fix 7
- 8. “When an organization’s leaders are cohesive, when they are unambiguously aligned around a common set of answers to a few critical questions, when they communicate those answers again and again and again, and when they put effective processes in place to reinforce those answers, they create an environment in which success is almost impossible to prevent. Really.” 8
- 9. ESTABLISHING TEAM #1 • Focus and devotion FIRST to the team that runs the organization then to the team (department) run by the individual • Leadership must be aligned, otherwise direct reports in different departments are left to fight battles • Come together and make decisions for the good of the entire organization, rather than the needs of one department • Until the leaders unite and come together as one there will be dysfunction • Place higher priority on leadership team than the team they lead • TRUST IS AT THE CORE 9
- 10. OUR PARADIGM SHIFT • Strategy • Marketing • Finance • Technology • Minimal Politics • Minimal Confusion • High Morale • High Productivity • Low Turnover Smart Health 10
- 12. DISCIPLINE #1. BUILDING A COHESIVE TEAM • Building Trust: Team members who trust one another are comfortable being open, even exposed, to one another about their failures, weaknesses and fears. • Mastering Conflict: When trust is present, teams are able to engage in unfiltered ideological debate around ideas, issues and decisions that must be made. • Achieving Commitment: The ability to engage in conflict and provide input enables team members to buy-in or commit to decisions. • Embracing Accountability: After commitment is established, team members must be willing to hold one another accountable and remind each other when actions are counterproductive to the team. • Focusing on Results: Collective team results must supersede any departmental or personal objectives or pursuits. 12
- 13. DISCIPLINE #2. CREATING CLARITY The leadership team must agree on the answers to six simple but critical questions 1. Why do we exist? 2. How do we behave? 3. What do we do? 4. How will we succeed? 5. What is most important, right now? 6. Who must do what? 13
- 14. DISCIPLINE #3. OVER-COMMUNICATE CLARITY • Employees are skeptical about what they’re told unless they hear it consistently over time • Need to be CROs – Chief Reminding Officers • Buy in to the direction even if there is initial disagreement. Avoid the “meeting after the meeting” • Leaders need to tell ‘true rumors’ • Cascade a consistent message through the company • End leadership meetings answering the question: What are we going to go back and tell our people? And make sure there is agreement • It is difficult to gain credibility with your team if the message shits frequently or is inconsistent between members of the leadership team 14
- 15. DISCIPLINE #4. REINFORCE CLARITY • Every process that involves people needs to reinforce the answers to the six questions • Institutionalize culture without bureaucratizing it • Hire for cultural fit • Orientation needs to be built around the six answers and leaders need to take an active role in design and delivery • Performance management needs to be simple and stimulate the right kinds of conversations on the right topics • Leaders give recognition and personal appreciation, and be quick to take out employees who don’t fit the values 15
- 16. OUR JOURNEY • Group of cohesive leaders, with unique talents • Balancing act between momentum and the growth culture of PnS • Everyone supports healthy growth • Focused on growing leadership team and personal leadership • Genuine belief that we are doing something good, there is a passion and it’s personal for our leaders 16
- 17. WE ALL DESERVE RESPECT AND SHOULD HAVE A VOICE. THE CULTURE OF YOUR ORGANIZATION DEPENDS ON YOU. EMBRACE THE RESPONSIBILITY! “We all deserve respect and should have a voice.” Stay tuned for the next chapter… 17
Editor's Notes
- Warren’s personal idea of leadership
- Here is what I walked into… I had to leaning the business, AGAIN! Re-learned the Orlando market and determined a strategy to re-enter. Staff number was much smaller and I immersed myself in every possible position and process of the company.
- As Puff grew, accepted that I can’t do everything and I must find leaders that support my vision. It’s my job to find the right people and put them in the right seat.
- Update images on this slide with finished commissary.
- In order to do this I need the support of the entire team.
- Well, duh? But this is easier said than done and it doesn’t happen overnight.
- Smart is what people focus on first. Use scale to show what most people do, however, healthy is actually more important.
- Pulling in same direction Are you all in agreement How does the communication make it’s way down to people Ensure communication has been recieved
- This was Puff’s #1 challenge.
- It’s not that staff doesn’t hear you, it’s that they don’t believe us because the message shifts frequently.
- Screen/hire staff that demonstrate our core values.
- What drives our leaders? First 3P, find leaders, aligning leaders and getting by-in. Going to continue to get better, better food oh and by the way our executive chef jason he has created…. Sharing our story, stay tuned for next chapter. To be continued.