As in any job, running a high performing restaurant requires many different things. These include a clear vision, healthy culture, enough great people, good systems, and more. The goal should be to consistently satisfy customers, maintain fulfilled employees, and maintain healthy profit margins. In the restaurant industry specifically, sustaining strong food safety processes is a must.

A number of years ago I challenged my store, and a specific kitchen manager, to ensure completion of a daily food safety list. While our safety performance overall was pretty good, I felt that this tool could make us even a little bit better. A few days went by, and then I noticed that this was still not being completed. I set a personal reminder and started going to the manager to ensure the task was handled. Each day the conversation went about the same:

“Have you completed this?”

“Not yet, but I will.”

“When are you going to do it?”

“Around 2:00 pm”

“Okay. Once you complete it please come let me know.”

Some days this hard-working leader would indeed circle back to update me. Other days I would again have to go back later and follow up.

Fast-forward about two months and every day this same manager would approach me every day saying, “Before you come ask, yes I already completed this”. I’d reply with, “Awesome, good work!”, and then move on to the next thing.

Over the months and years to come multiple other managers shifted into the job role that oversaw this safety list. And like clockwork I would work them through this same process until they caught stride. Fast-forward a few more years and we had a streak going of over 1,400 straight business days of completion. This is over 4.5 years without missing a single day. 

What can be learned about management from this story? And is there a lesson here that can be applied to broader life?

The Lesson

In his fantastic book The Culture Code, author Daniel Coyle says that leaders must be TEN times more clear about their expectations than they think they should be. Another way you’ve probably heard this said is that you have to say something 7 times before someone begins to really hear and understand it. 

We inherently know this to be true. Here’s an example: Ask me about the Nick Cage movie Next, which I have seen one time about 15 years ago, and you will get very little by way of response. But ask me about a movie like Happy Gilmore, something that I have seen recently and 10+ times overall, and I can quote at least half of it word for word!

So, at its core, what’s the lesson here?

PEOPLE MUST BE LED WITH CONSISTENT REPETITION!

This is certainly true of employees in the workplace. But it also applies to volunteers, kids, friends, and other realms of life. Leaders often make the mistake of telling their people something once or twice. Then, when there’s no shift in performance, they get frustrated. In a perfect world others would hear feedback the first time and make immediate changes forever! But this is far from reality. Leaders must take it on themselves to do whatever is necessary to ensure that people get the memo and then do it.

A Few Tools

Here are a few specific things that help with this:

–Time, lingo, location: As much as possible, keep the timing, verbiage, and even the location the same each day when communicating expectations to others. While the first and third things are not always possible, the second is easily within control. Say things using the exact same phrasing every day.

–Firing: Sometimes you reach a point where even your best efforts at leading with consistency still cannot yield acceptable results. At this point you need to consider removing the person from their role. Is there another available role that is a fit for them? If not, you need to exit them (for their own sake as much as for the sake of the organization). 

–Systems: People need to use good systems so that they don’t forget important things. Challenge people to create a system for necessary tasks. If they show themselves to be incapable of this, give them your system and require them to use it for a while. Systems are like a crutch for someone with a broken foot…they make ALL THE DIFFERENCE! 

–Persistent: Check in every day, every single day. Do this for 200 straight days if needed. Don’t pester people, but maintain the conviction to set a high standard and help people achieve it. Be relentless when required. 

–Elephant: Point out to people the fact that you are having to check in every day. Ask them if they are enjoying this. Ask if they believe that you are enjoying doing this. Address the elephant in the room and encourage them that you want to and will check in less as soon as they take ownership themselves and perform. 

There’s a fine line between ensuring excellent performance and micromanaging. Have the wisdom to avoid the latter but the confidence to maintain the former!

In Closing

Do you practice 10x communication? Are you consistent with expectations and check-ins? If so, are these done monthly, weekly, or daily? What adjustments might you need to make to help your people be their best while ensuring that the organization achieves its objectives?