“Taking Over” is about People, Purpose & Profits.
If you work in a food service or retail management position, chances are you will be making a change. Are you ready with an action plan?

  
September 7, 2004
Michael Hartzell

     Whether you are getting a promotion, filling another supervisors empty shoes with a transfer, opening a new location or getting that new job, ”taking over” in a management position can be a little tricky.

     There might have been a superstar in the position before. Possibly you are following a marginal performer. In either case, potential change for the staff can create a daunting environment if not prepared.

     On occasion, the staff may have been in place for decades and your new role in a management position might seem insignificant at best. Maybe you were promoted and now in the lead over another who has been working hard for the same position. (they believe you stole their job)

     It might seem complicated to set goals, earn respect and gain each persons cooperation to achieve the goals placed on you by the company.  (or for your own company)

     First, know yourself to be the person you would like your peers and team to identify you as. If you do not have a full understanding of how you are perceived, all the effort in the world will be useless. Be sure your actions and communication style represents who you truly are.

     Second, while not mandatory, the old time values will be quickly identifiable as you work closely with people.  Honesty, Sincerity, Commitment, Loyalty, Caring, Strong Principles and a consideration of other’s opinions will stand out like a beacon.  Caution, if you “play / pretend” these character traits, you will quickly be considered a “con” and the potential damage may not be repairable.

     Before implementing any plans and providing solutions an assessment of the team is needed. Since each person has a beneficial talent or skill, the sooner you have knowledge of these, the less time it will take to make good decisions. Remember, without the assistance of your staff and peers, you are using only your limited view of any operation and may have incomplete facts. What appears to be true, so often is not!

    In this environment work side by side with each person. Maintain a keen awareness of each person's accomplishments and skills. Recurrence and repetition of these ‘side by sides’ will also offer them that chance to get to know your views and goals of the operation. This then provides the opportunity to lead by example. You will learn of frustrations and obstacles each team member.

     As your evaluation evolves, recruiting staff becomes a high priority.  Also, your awareness at to the purpose for the location you have become responsible for will become more apparent as you connect with the marketplace.  Each is unique and the local community provides future staffing and customers.  Again people are the key.  The dining area must be on your of rounds to connect with people  Your customers areas are a great place to recruit your next staff person!. 

     The customer is without a doubt the smartest person in the restaurant. The customer knows more than anyone if they feel important, special, and if they are happy.  Unfortunately, they sometimes refrain from giving a reason at to why a dissatisfaction might occur.  But then, that is why you are there!  Your company will have a business model which has already proven successful, but you are there to give it that bit of extra, some “Heart & Soul”.  Find out what the guests are thinking!  Watch their body language, ask questions, be available.

     Do not be dismayed if not everyone on staff warms up to you and cooperates in the first 30 days or so (though with a diligent approach, most should).  It can take time to build faith and trust.  Each person would like to believe you are sincere and care about their livelihood and not just out to make a buck. Often times those who came before you might have been bad leaders and have already set the stage for your success.

     Perseverance is a key factor. Rarely will attitudes remain the same from the first day to the 90th day.

Summarize some key points:

	What are your personal characteristics?
	How are you perceived?
	Lead By Example
	Get to know the staff by working side by side
	Observe, Listen, Appreciate, Give feedback.
	Assess skills, Note the historical obstacles
	Who are the customers and community to determine a purpose of the location.
	Remember to include; Patience, Consistency and Persistence in your goals.

     With these star points in mind, you will have a greater appreciation and understanding of your new position and role. The more rapidly this is accomplished, the earlier you will be able to make a "manpower plan" to achieve the sales and profit goals.

      You will also be tracking data relative to sales & costs.  Without  data analysis,  efforts by the team can be wasted.  What is the result vs. the budget?  “Data  analysis” is less time consuming than training, developing and leading the team.  Allow for time to do both with the emphasis on time for your staff.  Cooperation from your team is essential to keep the operation financially healthy.  "Taking over" requires a heavy initial investment into people while maintaining great awareness of the financial / operational results.

With these principles in mind, you should prove successful as others have time and again,

If you are saying at this point, “these points are obvious”. Then to you I respond: 'you have my respect as you are probably already very successful at managing transitions and the company you work for should appreciate your skills'.

Good Luck in your new role, and don’t forget that this new role is the stepping stone to your next.

 Recommended Reading for Taking-Over operations:

• 7 Habits of Highly Effective People by Stephen Covey 
• 7 Habits of Highly Effective Managers by Stephen Covey 
• How To Win Friends and Influence People by Dale Carnegie 
• Website: Turn Around Management Association (free) 

This can be reproduced and distributed (no changes) for training purposes and reference the author for contribution.