FOCUS ON SUPERVISION: Guiding Principles for Supervising Success

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FOCUS ON SUPERVISIONGuiding Principles for
Supervising Success

• Marcia Thomsen
• Washington, D.C.
• October 25, 2005

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GUIDING PRINCIPLES FOR DRIVING EXECUTION
EXECUTIONAL EXCELLENCE
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GUIDING PRINCIPLE 1

• Articulate precisely what is expected
• Focus entire workforce against same goals
• Translate goals for every business unit
• Communicate, communicate, communicate

EXECUTIONAL EXCELLENCE
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GUIDING PRINCIPLE 2

• PHYSICAL
• Qualified, trained people at each level
• Workable spans of control
• Support System to enable success
• people (trainers)
• systems processes
• materials equipment

Infrastructure In Place
EXECUTIONAL EXCELLENCE

• PHILOSOPHICAL
• Interdependency
• Training/coaching/enabling culture
• On-site mentality

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GUIDING PRINCIPLE 3

• Every goal must be measurable
• Data collection must be credible
• Results are King mentality
• Regularly report to all levels
• Data drives decision-making and deploys
  workforce

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GUIDING PRINCIPLE 4

• Results Rewards
• Structure Incentives to Reinforce Desired
  Results/Activities
• Promote all available incentives to drive team
• financial
• recognition
• opportunity for advancement

EXECUTIONAL EXCELLENCE
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SUCCESS LOOPConnecting the four principles in a
continuous loop drives success and continuous
improvement
CLEAR GOALS
RECOGNIZE REWARD
INFRA- STRUCTURE
MEASURE REPORT
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APPLYING THE PRINCIPLES A CASE STUDY
CLEAR GOALS
RECOGNIZE REWARD
INFRA- STRUCTURE
MEASURE REPORT
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Set Clear, Universal Goals

• Deliver in lt 30 minutes, 85 of the time
• Achieve customer loyalty score of 65
• 100 staffed restaurants/100 trained
  employees
• Hit profit plan (40MM)

EXECUTIONAL EXCELLENCE
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SET CLEAR, UNIVERSAL GOALS
PRINCIPLES

• Articulate precisely what is expected
• Focus entire workforce against same
  goal(s)
• Translate goals for every business unit
• Communicate, communicate, communicate

• Deliver in lt 30 minutes, 85 of the time
• Achieve customer loyalty score of 65
• 100 staffed restaurants/100 trained employees
• Hit profit plan (40MM)

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Physical Infrastructure
SPAN OF CONTROL 600 90 130 9 - 16 1
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Physical Infrastructure
ON-SITE VISITS
1x/year 1x/month 1x/week
FRIDAY NIGHT ALL-HANDS ON DECK!
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Philosophical Infrastructure

• Purposeful Interdependence
• Train and Coach to enable success
• Effort ? Results
• Single Unit Mentality, not averages
• On-site culture no ivory tower
• Management Exists to support unit
• We serve those who serve our customer

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Philosophical Infrastructure supports inverted
pyramidWe serve those who serve the customer
Training Specialist
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INFRASTRUCTURE IN PLACE
PRINCIPLES

• PHYSICAL
• Qualified, trained people at each level
• Workable spans of control
• Support System to enable success
• people (trainers)
• systems processes
• materials equipment

• PHILOSOPHICAL
• Interdependency
• Training/coaching/enabling culture
• On-site mentality

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• Identify Problem Units (Outliers)
• Identify Best Practices
• Focus Deploy Workforce
• Report Widely Often

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CLEAR, UNIVERSAL GOALS
MEASUREMENTS

• 65 CLI
• lt 30 Minutes
•  
• Staffing/Training
• Profitability

Customer Phone Surveys (Weekly)
Automated Thru Driver Dispatch System
Certified HR Specialist
Register Downloads, Creates PL
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EACH BUSINESS UNIT IS LIKE A PATIENT
STABLE
TRIAGE
RECOVERING
HEALTHY

• EMERGENCY ROOM TACTICS
• Diagnose Problem
• Deploy Specialists
• Performance Management
• 30, 60, 90 day milestones
• Multi-level interventions

• BEST PRACTICES
• Observe/replicate
• Train Peers
• Promotion Pool

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Data Drives Purposeful Activity
RECOVERING
STABLE
TRIAGE
HEALTHY
MOTIVATION
Restaurant Staff Market/Area Coach Division
Staff Training Specialist
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Data Reported Widely and Often

• KPI data polled weekly, monthly, quarterly
• Restaurant level data organized personalized
• - by Market Coach
• - by Area Coach
• Rack em and Stack em
• - rank Best to Worst
• Triage Units trend reports
• - analyzed weekly for progress

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Frequent Forums to Review Results Share Best
Practices
WEEKLY ROUND-UP

• Attendees
• DVP
• MC
• Specialists

MONTHLY MEETINGS

• Attendees
• DVP
• MC
• AC
• Specialists

QUARTERLY CONFERENCES
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GUIDING PRINCIPLE 3

• Every goal must be measurable
• Data collection must be credible
• Results are King mentality
• Regularly report to all levels
• Data drives decision-making and deploys
  workforce

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CLEAR GOALS
RECOGNIZE REWARD
INFRA- STRUCTURE
MEASURE REPORT
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PERFORMANCE REWARDS
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PERFORMANCE ? REWARDS
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PERFORMANCE REWARDS
PERFORMANCE APPRAISAL!
PAY RAISE

• increase off base

• Annual process
• Tied to results vs. goals
• Standardized data-driven
• evaluation

BONUS

• Incremental
• Meet or exceed result targets
• Exponential if excelling

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PERFORMANCE REWARDS
KEY PERFORMANCE INDICATORS

• Phone call
• e-Newsletter

WEEKLY

• Broadcast v-mail
• Newsletter
• Personal letter
• Pin

• CLI
• lt 30
• Profit
• Staffing
• Overall

MONTHLY

• Award _at_ Qrtly Mtg
• Opportunity to teach

QUARTER

• Join DVP Roundtable
• Nominated for Manager of the Year
• CEO/COO Visit

ANNUAL
RECOGNITION
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PERFORMANCE REWARDS
Division/HQ Staff
Market Coach
AreaCoach
Training Specialist

• ADVANCEMENT
• Broader Skills
• Broaden Influence
• Higher Salary
• Greater Prestige

Restaurant Manager
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GUIDING PRINCIPLE 4

• Results Rewards
• Structure Incentives to Reinforce Desired
  Results/Activities
• Promote all available incentives to drive team
• financial
• recognition
• opportunity for advancement

EXECUTIONAL EXCELLENCE
Recognize Reward
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FOUR GUIDING PRINCIPLES FOR SUPERVISING SUCCESS
CLEAR GOALS
RECOGNIZE REWARD
INFRA- STRUCTURE
MEASURE REPORT