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 34 of 128

32 • FOODSERVICE EQUIPMENT & SUPPLIES • JANUARY 2019 operator's opinion One critical element is developing lead- ers as coaches. Companies continue to invest in coaching training since many view coaching as crucial for a manage- rial career. Think back: Have you ever received any training in coaching? Merriam Webster offers a number of definitions for "coaching," including: • one who instructs or trains (noun) • one who instructs players in the fundamentals of a sport and directs team strategy (noun) • to train intensively as by instruction and demonstration (verb) Note how the definition refers both to actions and individuals. In other words, as a coach, you have to identify and assess the current skills and potential of the individuals that comprise your current roster. How will you coach and train to position team members to help them address the missing key skills or gaps in their performance? The coach should focus develop- ment to one or two critical perfor- mance areas. This focus will allow the coach to create intentional learning, which includes knowledge, practice, ex- periences, projects and feedback neces- sary for growth. The development plan would look different for each member of the team instead of applying a broad stroke for all. Actively engage the indi- vidual staff member in the process and guide them to seek learning opportuni- ties to support their plan. At the start and end of each season, it's common for coaches and other team executives to meet with players individually to review their develop- ment, plan for the future and more as it relates to the bigger picture. This practice ensures both the team and its players remain on the proverbial same page about their expectations and performance. Coaching and Feedback After establishing a player development plan, the leader as coach creates learn- ing opportunities and instructs, trains, demonstrates and provides feedback on learning and performance to create ongoing dialogue about development and performance. For the best devel- opment, coaching and feedback must REMEMBER UNDERSTAND APPLY ANALYZE EVALUATE CREATE • Operations- service models • Scheduling practices • Productivity drivers • Benchmarking options • Data sources •"Calculate" labor • Worked and paid hours • Full-time equivalents • Compare and contrast productivity or staffing over time • Compare labor performance to work unit volumes • Evaluate labor performance to identify and correct issues impacting staffing • Use ratios to evaluate and discuss performance and trends over time • Develop virtual staffing projections for future budgets or projects • Apply ratios to new situations and programs Competency Skill Assessment —Labor Efficiency Performance Dimension: Financial Management FEEDBACK

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