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<v Speaker 1>Helping leaders motivate their people to a higher level of

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<v Speaker 1>performance through strong human relations, team building, and goalachieving. This

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<v Speaker 1>is the seven Minute Leadership Podcast with your host Paul Fellowledo.

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<v Speaker 2>Hello everyone, and welcome to the seven Minute Leadership Podcast.

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<v Speaker 2>It's episode three eleven. In today's episode is a little different.

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<v Speaker 2>It's inspired by one of my basic and original leadership

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<v Speaker 2>concepts of studying other businesses. Call it a personal leadership

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<v Speaker 2>field study. So when I go out to eat fast

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<v Speaker 2>food or chain or even mom and pop restaurants, I

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<v Speaker 2>love to just sit there and be a silent observer

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<v Speaker 2>of the business, quietly watching the way these teams operate

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<v Speaker 2>in real time. It's kind of like getting a front

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<v Speaker 2>row seat to everyday leadership and action, the kind that

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<v Speaker 2>isn't polished for a conference or prepared for a presentation.

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<v Speaker 2>It's leadership on the front lines during lunch rushes, behind counters,

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<v Speaker 2>and in drive through lanes. So in my mind, I

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<v Speaker 2>have a simple, yet powerful leadership and efficiency scorecard that

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<v Speaker 2>looks at the operation across five key areas leadership and management,

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<v Speaker 2>team efficiency, in workflow, customer experience, crisis handling, in overall performance.

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<v Speaker 2>So first up, as leadership and management. I love to

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<v Speaker 2>watch for visible leadership. Is there a manager out front

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<v Speaker 2>with their team or are they hiding in the office

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<v Speaker 2>completely disconnected from the reality of what's happening in the

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<v Speaker 2>front of the house. Are they giving clear direction to employees,

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<v Speaker 2>seem comfortable approaching them? Are they solving problems quickly and professionally?

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<v Speaker 2>And how is their temperament, their appearance, their confidence. Number

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<v Speaker 2>two is team efficiency and workflow. Here I pay attention

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<v Speaker 2>to how the team flows together. Are they coordinated or

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<v Speaker 2>is everyone doing their own thing? Do they move with

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<v Speaker 2>purpose or bump into each other when it gets busy?

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<v Speaker 2>Do they adapt or does chaos take over? Is one

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<v Speaker 2>person doing the bulk of the work while someone else

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<v Speaker 2>is off to the side on their phone. Number three

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<v Speaker 2>is customer experience. First impressions matter. I look for friendly greetings,

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<v Speaker 2>clean dining areas, and respectful service. How do the employees

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<v Speaker 2>treat customers? And when I leave does the experience feel

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<v Speaker 2>complete or unfinished? Number four is crisis handling. Every restaurant

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<v Speaker 2>has its moments burn fries, upset customers, machines breaking down,

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<v Speaker 2>or servers dropping a plate of food or spilling a drink.

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<v Speaker 2>This is when true leadership shows up. How does the

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<v Speaker 2>team handle the unexpected? Do they freeze or take control?

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<v Speaker 2>Does the mess stay on the floor or does someone

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<v Speaker 2>quickly arrive with a mop and a broom. Number five

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<v Speaker 2>is overall performance. Would I come back based on the

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<v Speaker 2>experience that I had, not just for the food, but

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<v Speaker 2>for how the team made me feel? That question matters

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<v Speaker 2>more than many leaders think. So I've been doing this

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<v Speaker 2>for a long time. I love business all kinds, it

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<v Speaker 2>doesn't matter the industry. I strongly believe that there are

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<v Speaker 2>leadership lessons everywhere you look. Restaurants are a prime example

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<v Speaker 2>of this. This is why in my first book, I

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<v Speaker 2>made sure that part of the daily Leadership Challenge was

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<v Speaker 2>to remind you to get out there and study other

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<v Speaker 2>businesses and study other leaders. You will learn key lessons

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<v Speaker 2>if you pay attention to them, because they are everywhere.

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<v Speaker 2>And you can ask everyone on my leadership team what

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<v Speaker 2>going to lunch is like with me? They will laugh

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<v Speaker 2>and say he picks up on every consistent detail and

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<v Speaker 2>makes it a point to try and incorporate that into

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<v Speaker 2>our business and into our leadership toolkit to become better

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<v Speaker 2>and more efficient. Things like the world famous my pleasure

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<v Speaker 2>from the staff at Chick fil A to the always

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<v Speaker 2>consistent crease and twist that is in every Jersey Mike's

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<v Speaker 2>sub bag. It's the small things that are taught to

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<v Speaker 2>employees on day one that ensure your culture and your

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<v Speaker 2>promise will be kept in good hands for your customers.

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<v Speaker 2>But it all starts with leadership. So this scorecard thing

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<v Speaker 2>that I do, in my mind, isn't just for restaurant managers.

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<v Speaker 2>It's for all of us. Every workplace is a version

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<v Speaker 2>of this environment. Teams, timelines, customer needs and pressure. The

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<v Speaker 2>lessons you learned sitting quietly with a cup of coffee

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<v Speaker 2>and a can be applied to retail teams, hospitals, offices, startups,

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<v Speaker 2>you name it. Maybe in a future episode, I'll share

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<v Speaker 2>what I observe, what worked, what failed. Most importantly, what

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<v Speaker 2>any leader can learn from watching everyday operations in places

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<v Speaker 2>that most of us visit without a second thought. Until then,

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<v Speaker 2>I challenge you go sit somewhere quietly and observe, not

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<v Speaker 2>as a critic, but as a student of leadership. This

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<v Speaker 2>has been the seven minute Leadership Podcast, and I thank

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<v Speaker 2>you for listening.

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<v Speaker 1>For more. Paul fell of Alito Podcasts visit Paulfellowalito dot com,