Gordon Ramsay's television show provides examples of effective performance management techniques. He sets very high standards and refuses mediocre performance. He also gives immediate feedback to chefs on their performance and focuses intensely on customer satisfaction. Finally, he rewards good performance and removes underperforming chefs from his kitchen. However, the document notes some areas Ramsay and other managers could improve, such as ensuring clear performance expectations and providing more tailored rewards and feedback to employees.
Check out our new capabilities two pager with our "subway map". Featuring some new areas of focus: Mobile, Gaming, CRM, Business Intelligence, eCommerce and more.
This document discusses strategies for hiring and retaining good employees. It emphasizes the importance of finding the right people to hire from the start. It recommends treating employees with respect by considering their needs and suggestions, and empowering them through flexible work environments and an open leadership culture. The document also stresses the value of hiring "nice people" who are pleasant to work with and can learn new skills, rather than solely focusing on experience or degrees. It provides unconventional interview techniques like team activities and car rides to better evaluate job candidates. The overall message is that prioritizing employee happiness leads to better customer service and business success.
The document describes the COSAP Staff Performance Training Method. COSAP stands for Connect, Over deliver, Smile, Attention to detail, Passion & Commitment. The method is a 7 step process to embed these standards in staff and improve performance. It involves setting goals, identifying weaknesses, creating department missions using COSAP words, training staff on the standards, and ongoing evaluation. Customer reviews are provided as examples showing improved service quality after implementing COSAP.
Randy has been promoted to manager of an underwriting unit with 10 employees reporting to him. Like many new managers, he is excited by the promotion but underestimates the challenges of managing people. The document provides advice to help Randy develop self-awareness, choose an effective role model, draft a management credo, and understand that managing people will be a learning process with setbacks.
The document discusses various challenges faced by entrepreneurs including depression, separating personal and business identity, managing cashflow, clients, employees, and more. It provides tips for staying motivated through ups and downs such as focusing on long-term goals, remembering why the business started, and relying on a strong team. When business is up, entrepreneurs are advised to network, develop new revenue streams, and continue marketing and business development. When business is down, entrepreneurs should check in with clients, partner with others, develop systems, polish marketing materials, learn new skills, and network.
A good manager has 10 key qualities according to the document:
1) Choose a field they are passionate about to stay motivated.
2) Hire carefully and be willing to replace underperforming employees.
3) Create a productive work environment that empowers employees.
4) Clearly define success metrics and goals set by employees.
5) Communicate well and develop relationships with employees.
6) Develop employees' skills to take on more responsibilities.
7) Build employee morale by recognizing their important contributions.
8) Lead by example and take on challenging tasks.
9) Make solid decisions the first time to avoid revisiting issues.
10) Make it clear who employees should prior
The nature of careers appears to be constantly changing. Waldemar Schmidt provides a unique take on your career reality.
This was first published in Business Strategy Review, Volume 25, Issue 1 - 2014. Subscribe today to receive your quarterly copy delivered to your home or work place. http://bit.ly/BSR-subscribe
10 Must-Have Work Ethics in Daily Work RoutineHatem Ramadan
Work ethics are defined as set of values and beliefs that drives one’s behavior in the workplace towards colleagues, managers and probably customers as well. A healthy environment is mainly based on group of people with positive work ethics communicating with each other, therefore all companies and big organizations are embedding certain ethics in their internal charters to encourage its employees to closely observe their work attitude.
In these slides I’ll share with you my thoughts on the most important work ethics based on real work-life situations of which it had a great impact to boost my career and others in a way much further.
https://www.linkedin.com/pulse/10-must-have-work-ethics-daily-routine-hatem-ramadan
Check out our new capabilities two pager with our "subway map". Featuring some new areas of focus: Mobile, Gaming, CRM, Business Intelligence, eCommerce and more.
This document discusses strategies for hiring and retaining good employees. It emphasizes the importance of finding the right people to hire from the start. It recommends treating employees with respect by considering their needs and suggestions, and empowering them through flexible work environments and an open leadership culture. The document also stresses the value of hiring "nice people" who are pleasant to work with and can learn new skills, rather than solely focusing on experience or degrees. It provides unconventional interview techniques like team activities and car rides to better evaluate job candidates. The overall message is that prioritizing employee happiness leads to better customer service and business success.
The document describes the COSAP Staff Performance Training Method. COSAP stands for Connect, Over deliver, Smile, Attention to detail, Passion & Commitment. The method is a 7 step process to embed these standards in staff and improve performance. It involves setting goals, identifying weaknesses, creating department missions using COSAP words, training staff on the standards, and ongoing evaluation. Customer reviews are provided as examples showing improved service quality after implementing COSAP.
Randy has been promoted to manager of an underwriting unit with 10 employees reporting to him. Like many new managers, he is excited by the promotion but underestimates the challenges of managing people. The document provides advice to help Randy develop self-awareness, choose an effective role model, draft a management credo, and understand that managing people will be a learning process with setbacks.
The document discusses various challenges faced by entrepreneurs including depression, separating personal and business identity, managing cashflow, clients, employees, and more. It provides tips for staying motivated through ups and downs such as focusing on long-term goals, remembering why the business started, and relying on a strong team. When business is up, entrepreneurs are advised to network, develop new revenue streams, and continue marketing and business development. When business is down, entrepreneurs should check in with clients, partner with others, develop systems, polish marketing materials, learn new skills, and network.
A good manager has 10 key qualities according to the document:
1) Choose a field they are passionate about to stay motivated.
2) Hire carefully and be willing to replace underperforming employees.
3) Create a productive work environment that empowers employees.
4) Clearly define success metrics and goals set by employees.
5) Communicate well and develop relationships with employees.
6) Develop employees' skills to take on more responsibilities.
7) Build employee morale by recognizing their important contributions.
8) Lead by example and take on challenging tasks.
9) Make solid decisions the first time to avoid revisiting issues.
10) Make it clear who employees should prior
The nature of careers appears to be constantly changing. Waldemar Schmidt provides a unique take on your career reality.
This was first published in Business Strategy Review, Volume 25, Issue 1 - 2014. Subscribe today to receive your quarterly copy delivered to your home or work place. http://bit.ly/BSR-subscribe
10 Must-Have Work Ethics in Daily Work RoutineHatem Ramadan
Work ethics are defined as set of values and beliefs that drives one’s behavior in the workplace towards colleagues, managers and probably customers as well. A healthy environment is mainly based on group of people with positive work ethics communicating with each other, therefore all companies and big organizations are embedding certain ethics in their internal charters to encourage its employees to closely observe their work attitude.
In these slides I’ll share with you my thoughts on the most important work ethics based on real work-life situations of which it had a great impact to boost my career and others in a way much further.
https://www.linkedin.com/pulse/10-must-have-work-ethics-daily-routine-hatem-ramadan
This document discusses how Gordon Ramsey exemplifies business-owner thinking and provides lessons that can be learned for front-line managers and key employees. It outlines seven reasons why Ramsey demonstrates business-owner thinking, including his relentless pursuit of excellence, focus on maximizing customer lifetime value through word-of-mouth marketing, prioritizing customer wants above all else, ability to inspire belief in his teams, innovating and embracing change, and empowering employees. The document argues that by cultivating this type of business-owner thinking in an organization, managers and employees can help drive exceptional results for customers and long term business growth.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
This document provides an overview and outline of topics to be covered in a professional service training seminar for restaurant staff. The seminar aims to improve service skills and standards. Key topics included are telephone procedures, greeting guests, personal hygiene, communication skills, quality control, order taking techniques, suggestive selling, wine and alcohol service, sanitation practices, and evaluating performance.
This document summarizes a presentation on whether a positive attitude in the workforce is mandatory. It discusses how positive attitude creates a positive work environment, leads to better health, increases productivity, and improves teamwork. Maintaining a positive attitude can help employees achieve career success and overcome challenges. It also infects others with positivity and makes an employee a role model. Overall, positive attitude benefits both employees and employers.
New ideas are always encouraged the Group. The Group has nurtured and promoted innovative culture. With growth and diversification of the Organization, in order to leverage maximum innovative potential of employees, a formal suggestion scheme ‘I Have An Idea!’ has been launched. The objective is to encourage the employees to think out-of- the-box and suggest for improvements.
This document provides guidance on hiring and retaining employees for restaurants. It discusses attracting candidates through clear job descriptions and targeted recruiting. Interviews should use behavioral and scenario-based questions to assess fit. Training employees regularly in short sessions helps prevent boredom. Engaging employees through cross-training, competitions, and open communication helps reduce turnover.
IS20G11 - "Is the People Problem You?" Mindset VS Skillset - Toni Anne FardetteSean Bradley
In this session, Toni Anne will cover the main differences between a leader and a mere manager. She will also discuss some best practice habits for leaders to be more effective, how to manage by personality type and actual tangible ways you can show your employees you care, which will ultimately result in higher profits, Better customer treatment and lower turnover.
A sales person is a tool to get your offering out to prospects and/or customers. It’s true we can control the offering and we can shape the message presented. But it’s the Sales person’s style, presentation and skills that will determine how the customer or prospect will feel about usIT’S NOT WHAT YOU SAY IT IS. IT’S HOW THEY SAY IT
So today – I want to talk about growth in your career. How to get promoted in your current job. I am going to share a couple of tips that you can apply in your work life to get noticed and promoted in your current job role.
1. Internal communication is key to keeping a company running smoothly. Managers must regularly communicate with employees to inform them of goals, values, and what is happening in the company. This keeps employees motivated and prevents issues that arise from a lack of clear communication.
2. In addition to communicating, managers should clearly define objectives for each employee. Objectives should be reasonable but also push employees to improve. Clearly outlining expectations helps employees do a good job.
3. Managers should be visible to employees by frequently visiting each one to check in, provide advice, and show they care about individual employees and the work being done. This helps employees feel supported.
7 biggest leadership and management mistakesSameerShaik43
Being at the management level, you need to possess excellent leadership skills. This will not only help you to avoid some commonly made leadership mistakes. At the same time, you will also command respect from your juniors & seniors.
The document discusses various topics related to sales leadership and management, including:
1) Different leadership styles such as directive, supportive, and delegating behaviors. Situational leadership depends on the follower's maturity level.
2) The change management process which involves assessing the customer environment, redesigning sales strategies and processes, and implementing and measuring changes.
3) A questionnaire to assess how oriented toward change a person is based on their agreement with statements about trying new ideas and approaches.
4) Key factors that influence groups like activities, norms, interactions, and sentiments.
5) Potential options for addressing issues with an informal leader emerging within a sales team.
The document provides an induction booklet for new employees at a Bread & Butter (B&B) team. It begins by welcoming the new employee and stating that communication is crucial. It then outlines the departmental goals which include exceeding guest expectations through excellent service, creative food, unique design, and customized experiences.
It provides information on essential qualifications for food and beverage staff such as intelligence, manners, enthusiasm and more. It also outlines various departmental guidelines regarding hygiene, uniforms, eating, use of mobile phones and more. The document aims to help orient the new employee on the company vision and standards.
This document analyzes a restaurant's quality management practices based on Deming's 14 points. An assessment of the restaurant's current ("AS-IS") state revealed misalignment between the vision of top managers and internal staff. While managers were committed to continuous improvement and providing customers an exceptional experience, front-of-line workers saw little career growth and commitment. To better involve all employees, the document recommends demonstrating how personal and company growth can be mutually achieved through improved contracting policies that emphasize long-term career prospects.
The document discusses how companies often make mistakes in their agile transformations by asking managers to take on the additional role of Scrum Master. This is problematic for several reasons: managers still have their existing responsibilities, they lack impartiality as coaches since they evaluate their direct reports, and their presence inhibits honest feedback in retrospectives. A better approach is to hire dedicated Scrum Masters and give managers freedom from tasks now handled by self-organizing teams and Product Owners, allowing them to focus on coaching and empowering teams.
The document discusses the transition from a sales executive to a sales manager. As a manager, one is responsible for getting work done through others rather than doing it themselves. Key responsibilities of a sales manager include achieving sales objectives, building a winning team, implementing strategy, motivating team members, and providing on-the-job guidance. Joint field work with team members allows the manager to evaluate performance, provide training, boost morale, and identify key customers. Motivating the team and understanding each member's strengths and weaknesses are important for success.
This document discusses recruiting, retention, and turnover. It provides tips for recruiting qualified candidates such as selling the company and screening questions. It emphasizes the importance of onboarding and training new hires to improve retention. High turnover is costly, so the document recommends establishing superior standards, meeting responsibilities to stakeholders, and exploring opportunities to improve retention.
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More Related Content
Similar to Becoming a Chef at Performance Management
This document discusses how Gordon Ramsey exemplifies business-owner thinking and provides lessons that can be learned for front-line managers and key employees. It outlines seven reasons why Ramsey demonstrates business-owner thinking, including his relentless pursuit of excellence, focus on maximizing customer lifetime value through word-of-mouth marketing, prioritizing customer wants above all else, ability to inspire belief in his teams, innovating and embracing change, and empowering employees. The document argues that by cultivating this type of business-owner thinking in an organization, managers and employees can help drive exceptional results for customers and long term business growth.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
This document provides an overview and outline of topics to be covered in a professional service training seminar for restaurant staff. The seminar aims to improve service skills and standards. Key topics included are telephone procedures, greeting guests, personal hygiene, communication skills, quality control, order taking techniques, suggestive selling, wine and alcohol service, sanitation practices, and evaluating performance.
This document summarizes a presentation on whether a positive attitude in the workforce is mandatory. It discusses how positive attitude creates a positive work environment, leads to better health, increases productivity, and improves teamwork. Maintaining a positive attitude can help employees achieve career success and overcome challenges. It also infects others with positivity and makes an employee a role model. Overall, positive attitude benefits both employees and employers.
New ideas are always encouraged the Group. The Group has nurtured and promoted innovative culture. With growth and diversification of the Organization, in order to leverage maximum innovative potential of employees, a formal suggestion scheme ‘I Have An Idea!’ has been launched. The objective is to encourage the employees to think out-of- the-box and suggest for improvements.
This document provides guidance on hiring and retaining employees for restaurants. It discusses attracting candidates through clear job descriptions and targeted recruiting. Interviews should use behavioral and scenario-based questions to assess fit. Training employees regularly in short sessions helps prevent boredom. Engaging employees through cross-training, competitions, and open communication helps reduce turnover.
IS20G11 - "Is the People Problem You?" Mindset VS Skillset - Toni Anne FardetteSean Bradley
In this session, Toni Anne will cover the main differences between a leader and a mere manager. She will also discuss some best practice habits for leaders to be more effective, how to manage by personality type and actual tangible ways you can show your employees you care, which will ultimately result in higher profits, Better customer treatment and lower turnover.
A sales person is a tool to get your offering out to prospects and/or customers. It’s true we can control the offering and we can shape the message presented. But it’s the Sales person’s style, presentation and skills that will determine how the customer or prospect will feel about usIT’S NOT WHAT YOU SAY IT IS. IT’S HOW THEY SAY IT
So today – I want to talk about growth in your career. How to get promoted in your current job. I am going to share a couple of tips that you can apply in your work life to get noticed and promoted in your current job role.
1. Internal communication is key to keeping a company running smoothly. Managers must regularly communicate with employees to inform them of goals, values, and what is happening in the company. This keeps employees motivated and prevents issues that arise from a lack of clear communication.
2. In addition to communicating, managers should clearly define objectives for each employee. Objectives should be reasonable but also push employees to improve. Clearly outlining expectations helps employees do a good job.
3. Managers should be visible to employees by frequently visiting each one to check in, provide advice, and show they care about individual employees and the work being done. This helps employees feel supported.
7 biggest leadership and management mistakesSameerShaik43
Being at the management level, you need to possess excellent leadership skills. This will not only help you to avoid some commonly made leadership mistakes. At the same time, you will also command respect from your juniors & seniors.
The document discusses various topics related to sales leadership and management, including:
1) Different leadership styles such as directive, supportive, and delegating behaviors. Situational leadership depends on the follower's maturity level.
2) The change management process which involves assessing the customer environment, redesigning sales strategies and processes, and implementing and measuring changes.
3) A questionnaire to assess how oriented toward change a person is based on their agreement with statements about trying new ideas and approaches.
4) Key factors that influence groups like activities, norms, interactions, and sentiments.
5) Potential options for addressing issues with an informal leader emerging within a sales team.
The document provides an induction booklet for new employees at a Bread & Butter (B&B) team. It begins by welcoming the new employee and stating that communication is crucial. It then outlines the departmental goals which include exceeding guest expectations through excellent service, creative food, unique design, and customized experiences.
It provides information on essential qualifications for food and beverage staff such as intelligence, manners, enthusiasm and more. It also outlines various departmental guidelines regarding hygiene, uniforms, eating, use of mobile phones and more. The document aims to help orient the new employee on the company vision and standards.
This document analyzes a restaurant's quality management practices based on Deming's 14 points. An assessment of the restaurant's current ("AS-IS") state revealed misalignment between the vision of top managers and internal staff. While managers were committed to continuous improvement and providing customers an exceptional experience, front-of-line workers saw little career growth and commitment. To better involve all employees, the document recommends demonstrating how personal and company growth can be mutually achieved through improved contracting policies that emphasize long-term career prospects.
The document discusses how companies often make mistakes in their agile transformations by asking managers to take on the additional role of Scrum Master. This is problematic for several reasons: managers still have their existing responsibilities, they lack impartiality as coaches since they evaluate their direct reports, and their presence inhibits honest feedback in retrospectives. A better approach is to hire dedicated Scrum Masters and give managers freedom from tasks now handled by self-organizing teams and Product Owners, allowing them to focus on coaching and empowering teams.
The document discusses the transition from a sales executive to a sales manager. As a manager, one is responsible for getting work done through others rather than doing it themselves. Key responsibilities of a sales manager include achieving sales objectives, building a winning team, implementing strategy, motivating team members, and providing on-the-job guidance. Joint field work with team members allows the manager to evaluate performance, provide training, boost morale, and identify key customers. Motivating the team and understanding each member's strengths and weaknesses are important for success.
This document discusses recruiting, retention, and turnover. It provides tips for recruiting qualified candidates such as selling the company and screening questions. It emphasizes the importance of onboarding and training new hires to improve retention. High turnover is costly, so the document recommends establishing superior standards, meeting responsibilities to stakeholders, and exploring opportunities to improve retention.
Similar to Becoming a Chef at Performance Management (20)
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The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
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L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
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Becoming a Chef at Performance Management
1. Becoming a Chef at Performance Management
H.Brittmann, Becoming Manager. 1
Performance Management
“à la”
Gordon Ramsay
(Becoming a Chef at Performance
Management)
2. Becoming a Chef at Performance Management
H.Brittmann, Becoming Manager. 2
Note
I tried contacting G. Ramsay to get his agreement on this paper, which is the
honest thing to do before writing anything about anyone. But, since I don’t know
the man personally, he did not reply to my request. Nevertheless, I hope that this
paper will fare well with him (if he gets to read it) especially considering that it is
not an attempt to use his celebrity and talent to my credit, but rather using a non-
obvious and interesting example for discussing a topic that is close to me. Being
French, I could have picked Napoleon as my example, but this paper is about
performance management, not strategy.
3. Becoming a Chef at Performance Management
H.Brittmann, Becoming Manager. 3
Becoming Gordon Ramsay without the abuse
Probably because I’m French, I like watching cooking programs and learn new
tricks from Michelin’s star chefs. Not only do they have unmatched talent and skills
to produce astonishing dishes, they are entrepreneurs, line managers, and more
recently (thanks to the BBC) entertainers. What I also like is that, like you and me,
they are human and not equally gifted in all aspects of what looks like a very
complex job.
One that I particularly like is Gordon Ramsay. If I don’t necessarily agree with the
verbal abuse that has become his trademark, he is one of few daring to present
himself in situation, running a kitchen. Most other chefs appearing on TV are
engaged in one-on-one intercourse with a camera, displaying their technical skills at
length, which is somewhat different to running a ‘real’ kitchen. Any manager, even
the most self-centered could present an amiable profile in a one-to-one
conversation and reserve their true self for their team. Therefore, there is courage
in what Mr. Ramsay does.
Finally and that’s the point of this paper, G. Ramsay with all his colorful language is
a living example of management competencies that we can all learn from. When it
comes to performance management, we can become chefs looking at the way he
runs his crew and that’s what this paper does.
4. Becoming a Chef at Performance Management
H.Brittmann, Becoming Manager. 4
Performance management “à la G. Ramsay”
(Cooking time +/- 2 years – serves small to large number of guests)
Ingredients
100% systematic refusal
of mediocre performance.
Chop down mediocre performance. In his
colorful way, G. Ramsay draws a clear line to each
aspiring chef working in his kitchen. He is the gate
keeper of the food that gets out of hell’s kitchen and on
the plate of the customer. Catching a mistake will
seriously aggravate the man.
20g of immediate
performance feedback
Add a good amount of feedback. By throwing
things around and back to the sender, he gives immediate
and individually tailored performance feedback to his
team members. The most impressive displays of rage
happen whenever something less than perfect gets
through that gate.
1x very strong customer
focus
Warm up with customer focus. Whenever less
than perfect food gets passed him, he is confronted with
several problems:
- a lack of performance in his team
- a flow in his own quality control process
It is the second that probably causes the explosion
because it confronts the chef to his sense of
responsibility toward his customers, as well as his own
standards of performance which are not being fulfilled,
all that being enough to get him started.
1x fresh will to develop
team members
Finish with a touch of praise. Well that’s pretty
much the principle of the show and there surely is an
economic motivation to it, nevertheless, seeing one’s
ability develop will make our chef show himself under a
different (positive) light and praise the progress and good
performance.
In that, he is not very different from our every day
manager who develops people not because of an
unconditional love of mankind but because their
improved results will help them getting the new beemer.
Having said that, Chef Ramsay is probably more
deliberate in praising what’s good and highlighting what’s
not than most of us are.
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H.Brittmann, Becoming Manager. 5
Additionally, Gordon Ramsay is a true situational leader. His show could be
displayed as schoolbook example at the Ken Blanchard Company. In few steps, he
provides leadership instructions covering the whole range of ability from
enthusiastic beginner to high achiever by first demonstrating the steps of a
particular recipe (D1) then letting the team try it on (D2) then letting the team do it
for real (D3) then letting the team come up with their own recipes (D4).
All these points contributing to my thinking that besides making perfect fish and
ships, we can learn a thing or two from G. Ramsay when it comes to performance
management.
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H.Brittmann, Becoming Manager. 6
It’s all about standards
In performance management, you get what you tolerate. A zero tolerance policy for
mediocre performance is the starting point of great performance. A manager
should not tolerate anything below their standard, unless medical or emotional
conditions contribute to an exceptional situation. When that is the case, this team
member needs to be addressed separately and given work that will meet acceptable
performance standards while an effort is made to recover the medical or emotional
balance. If that is not possible, then this team member needs to be removed from
the team: “thank you for your efforts now get out of Hell’s kitchen”. But of course and
fortunately, employment laws protect associates from what would otherwise be an
unforgiving selection process. Additionally there is a catch in that standards should
apply equally to all, hence the word standard…The managers setting high standards
for others and low for themselves will rapidly find themselves at odds with their
team, and that’s where G. Ramsay has an edge on some of us; first and foremost,
he is a great cook!
Once you’ve got your standards right, it’s also about developing an acute sense of
responsibility for the customer experience. What gets on the customer’s plate has G.
Ramsay’s label on it, independently of who cooked it. Whatever your team
members are doing is done by you. No manager should ever hide behind their team
or pretend that the manager is only as good as their team. The minute one does
that, he or she stops servicing the customer. Again this is where standards will
come to the rescue, one need to set superior standards of excellence. A manager
with low standards will necessarily achieve low performance.
Finally, it’s about immediate and tailored feedback. There is no mistaking or playing
around about who’s doing a good job and who’s failing the customer in G.
Ramsay’s kitchen. It may be tough but people who are doing a good job ALWAYS
get to hear about it. Similarly, people who are not, also ALWAYS hear about it.
The fact that this feedback is given early on allows these people to recover from
what could be a “normal” mistake, or what could be an inability to perform. This is
only possible because the manager cares about his customers and about developing
his team. Without feedback there can be no realization and no progress.
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H.Brittmann, Becoming Manager. 7
Where we could all improve in performance
management (and that includes G. Ramsay)
Clear performance expectations – It is one thing to have high standards, it’s another to
ensure that they are known and understood by our staff. Ramsay knows what he
wants: a Michelin’s star experience in every plate but do the candidates understand
this standard? I’m not sure. It seems that most of them are seasoned chefs but
operating in radically different environments. My mom who’s an old lady and a
good cook would get some abuse from Chef Ramsay while producing her best
plate of food because although better than most on the show (I’d say, being a good
son and all) her food is no Michelin’s star material, just good family food.
Wouldn’t G. Ramsay make his life easier by getting the candidates to become
intimate with what Michelin’s level quality standards are? That would require them
to seat at the table of the Michel and Albert Roux of this world, rather than on
shopping trips, or motor cruises whenever they have done something well. But,
that surely would be worth it. At the end of the day, maybe they do? (I don’t watch
the show every week). There is a side benefit to these trips though; they provide a
safe environment where the Chef can level with his team and present his most
approachable profile. A manager will have interest in providing such moments,
while staying clear from the schizophrenic side of it, which consists in showing our
good profile only outside of the office. Relating to the team at personal level will
play a crucial role when the going gets tough and the team has to cope with you,
your standards, and the customer pressure.
Tailored rewards – Ramsay rewards good performance, punishes bad performance,
and gives tailored feedback. The show being a game facilitates the principle. The team
meeting the performance expectations during the challenges is indeed rewarded.
Unfortunately, the nature of the reward is too random and collective to be
considered good management practice. Ideally, some of these people would want
to be given different rewards matching their different needs. Ideally, you’d like to
reward them in their own ways (some might want some time with their family, some
might want to learn something from the great Chef, and so on). Nevertheless, as a
general principle, it’s perfect! Similarly, bad performance is punished with chores
and up to the capital punishment which is to be sent home. There again, it is
proper as a general mechanism, though employment laws prevent us from sending
poor performers home too easily. To be generally acceptable, G.Ramsay’s practices
would have to be extended with an analysis of what went wrong in the
performance delivery and a research of correction by the team in order to come
back on the performance track. Then on, it would become proper performance
management, but a rather boring TV show.
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H.Brittmann, Becoming Manager. 8
Summary
G. Ramsay in his show, set high standards of performance, takes entire
responsibility for the customer experience, coaches his teams according to
situational principles, gives immediate feedback and praise, and finally rewards
good performance and punishes bad one. It is a simple recipe and that’s all it takes
to become a chef at performance management.