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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34 • FOODSERVICE EQUIPMENT & SUPPLIES • JANUARY 2019 operator's opinion be ongoing, which also eliminates any surprises once the season or shift ends. Assessing performance and deliver- ing feedback is a learned and practiced skill. Foundational competencies, such as emotional intelligence and trust, are essential for best performance, too. I teach a graduate course in managerial leadership at The Ohio State Univer- sity, and more than 75 percent of the students want to learn how to deliver feedback more effectively. I've also heard this same feedback from new leaders through the years. The most common concerns I've heard with assessing performance and giving feed- back include getting it right, pushback from employees and fear of conflict. Leaders need to remain open to feed- back in developing this skill as well as handle these situations as if they were on the receiving end of the feedback. If you evaluated your performance from the receiving end, how would you rate? Leaders have access to numerous resources to help develop better as- sessment and feedback skills. Jennifer Porter's article in the Harvard Business Review titled "How To Give Feedback People Can Actually Use" offers spe- cific suggestions you can apply. Football performance reviews often take place on a weekly, or even daily, basis. During the season, for example, coaches will break down game film on a play-by-play basis with the team to applaud strong performances and highlight areas for improvement mov- ing forward. Often, football teams will break down film in even greater detail by position groups. Think offense, defense and special teams. And college football coaches will often reward play- ers' performances by providing them with stickers they proudly display on their helmets. What steps do you and your team take to break down game film, so to speak? What steps do you and your organization take to celebrate and reward outstanding performance on an ongoing basis? Summary: The Ohio State University Wexner Medical Center Many years ago, I developed a leader- ship philosophy to establish priorities for myself as a leader. A few of the principles on the list directly support employee development, including: • Invest in people and develop them for broader roles. • Focus on employee needs ahead of my own. • Know that some employee conver- sations must be had, even if they are uncomfortable. By establishing priorities, I made time for them in my schedule as well as for those on our team. We're proud to say that more than 65 percent of leader and administrative support staff has been promoted from within Nutrition Services at The Ohio State Wexner Medical Center, while at the same time, we have made many positive contribu- tions to our organization and profes- sion. Internal talent development has become part of our culture. A few years ago, I began consid- ering retirement from Ohio State. I began to invest more time in preparing for this transition and having focused development conversations with our leadership team. I use a 2-by-2 principle, identifying two skills for development and two skills at which they "rock" — deliver outstanding performance. It is important for staff to under- stand how they can contribute to the team and others' success by amplify- ing their strengths. The 2-by-2 lists have become part of our monthly or bimonthly meeting conversations for development and feedback. Not surprisingly, my replacement at Ohio State, Julie Meddles, has been promoted from within. The remaining leadership team is transitioning and shar- ing their own 2-by-2 feedback for her. Getting better at identifying our strengths and development opportuni- ties allows us to have more personal discussions about performance. In do- ing so, we can continue to support our organizations' talent needs as well as our own goals for personal development. Getting better at identifying our strengths and development opportunities allows us to have more personal discussions about performance.

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