Foodservice Equipment & Supplies

JAN 2019

Foodservice Equipment & Supplies magazines is an industry resource connecting foodservice operators, equipment and supplies manufacturers and dealers, and facility design consultants.

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Page 32 of 128

30 • FOODSERVICE EQUIPMENT & SUPPLIES • JANUARY 2019 operator's opinion Scouting In a business sense, scouting centers on identifying potential in employees. Unfortunately, what often happens is that leaders use employees' past success to predict future performance without consideration for those key skills that will drive desired outcomes. Other fac- tors that can cloud identifying potential in staff members include overlooking broader competencies due to a focus on technical skills necessary for an individual position; being fooled by a resume and an accomplishments list that lacks the backing of how the work was completed; and lastly, understand- ing that each leader has a bias as to what true potential looks like. The Center for Creative Lead- ership has studied potential and global leadership competencies for many years. Their research identifies adaptability, comfort with ambiguity, self-awareness, creativity, strategic thinking, collaboration and manag- ing change as necessary for the new workplace. Being a learner and being curious are also key traits. Can you identify some of these skills in your existing staff? What skills would you consider on your "potential" list? Two National Football League teams offer a stark contrast when it comes to identifying and developing talent. Take, for example, the New England Patriots. Despite having low draft choices, the team continues to develop many key contributors from within and remains one of the league's elite teams. The exact opposite is the Cleveland Browns, who, despite having very high draft choices year after year, can't seem to come up with a winning strategy for developing players, which consistently keeps them at the bottom of their division. Player Development Do you work with staff members on a joint development plan? How can you develop their best potential and identify what assignments will give them the intentional practice growth requires? At times, leaders defer these consid- erations to HR. When leaders take on the role of coach, however, they now drive these conversations and partner with their staff for mutual benefit. This shifts the ownership and evaluation for leaders from an approach focused heavily on business outcomes to one that also includes staff development. If you were evaluated on the success of your staff, how would you rate? Do you prioritize time in your schedule each day to develop and coach staff? In their Harvard Business Review article "HR Goes Agile," Peter Cappelli and Anna Tavis provide a backdrop of key changes developing staff require. REMEMBER UNDERSTAND APPLY ANALYZE EVALUATE CREATE • Define • List •Memorize •Describe • Explain • Recognize • Translate INTENTIONAL LEARNING — content, practice, experiences, feedback and self development • Use • Demonstrate • Execute • Operate • Solve • Organize • Compare • Contrast • Examine • Test • Defend • Judge • Support • Critique • Design • Assemble • Construct • Formulate KNOWLEDGE SKILLS/ABILITY Skill Development —Role of the Leader PERFORMANCE FEEDBACK SUCCESS

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