Assignment W3

2 0 • March 27, 2006 NATION'S RESTAURANT NEWS

HUMAN RESOURCES

Effective leaders champion communication skilis Communication is one cf the most funda-mental processes of management, and effective communication is essential for orga- nizations tc run smoothly. Not only is commu- nication essential for information sharing and decision making, it is also vital for leveraging productive relationships with customers, co- Vi/orkers, vendors and the media.

In the fast-paced foodservice industry, near- ly every aspect of executive management involves communication — whether it is man- aging the daily v^orkflow, recognizing progress and achievement, offering solutions to obsta- cles, or reinforcing the company's vision, mis- sion and values. In his classic study cf execu- tives, researcher Henry Mintzberg found that executives spend most of their days commu- nicating with other people.

Numerous studies show that communica- tion is closely tied to an organization's totai effectiveness, which underscores why organi- zations need "communication champions" in order tc be successful. Research conducted by The Elliot Leadership Institute identified communication as one ofthe 10 Dimensions of Executive Leadership critical to effective exec- utive leadership in the industry.

The communication champion is acutely aware of nonverbal communication, messages

that are transmitted through facial expres- sions, movements, body position and physi- cal contact. Studies show that 60 percent of a verbal message is communicated through facial expressicns and body movement. Consider the messages communicated by a simple nod, a frown, a ragged T-shirt worn to work, a disapproving tone of voice or a closed office door.

Within organizations there are many chan- nels of communication that allow for an ongo- ing exchange of information: downward, upward, horizontal and informal.

Downward communications from supervi- sors to customers or employees tends to flow in one direction, discouraging response, whereas information sent upward from sub- ordinates to superiors encourages feedback. Sharing information horizontally across department lines or among peers can help eliminate duplication and improve teamwork.

Meanwhile, the most informal communica- tion channel, the social interaction among associates known as "the grapevine," can also be the most influential in business.

At the center of all this information flow is the communication champion, whc under- stands that all channels of communication are intrinsic to organizational performance. As

Loren B. Belker, author of 'The First-Time Manager," sug- gests, executives should "communicate downward to subordinates with at least the same care and attention as [they] communicate upward to superiors,"

In the same vein, the communication champion rec- ognizes that effective communication is not one-way. Sending a mass e-mail or letter to employees is a super- ficial way of disseminating information. It does little to build a foundation of trust. Real, two-way communication involves face-to-face interaction.

Communication champions invite open and honest dialogue, creating an environment of inclusion where com- munication is encouraged, valued and rewarded. They encourage employees to express their ideas, suggestions and disagreements. This develops a foundation of trust, which in turn creates a culture of innovation and enterprise,

Doug Brooks, president and chief executive of Dallas- based Brinker International, embraces just such an envi- ronment. Instead of waiting for directives to flow down- ward, employees at Brinker are encouraged to think proactively, Brinker facilitates two-way communication by establishing vehicles and processes for exchanging information to ensure that employee viewpoints are heard. These vehicles include surveys; small leadership

(See EFFECTIVE, page 28}

Louise van derDoes, Ph.D., is chief research consuitant, and Stephen J. Caldeira is co-founder, president and chief executive of The Eillot Leadership Institute in Tarrytown, N. Y.

Q&A

Aboody: Great leadership, positive work culture foster loyalty among employees Employees don't leave jobs, they leave bosses. Restaurant operators have repeatedly heard this theory since the landmark 1998 Employer of Choiee report, which was under- written by Coca-Cola for the National Restaurant Association Educational Foundation, that examined turnover in the foodservice industry. The link between leadership and loyalty is still critical today, advised Denise Franck Aboody, a for- mer restaurant trainer who now does consulting, coach- ing and leadership training for restaurant companies through her Minneapolis firm, d franck & associates.

How does leadership impact loyalty? Leadership defines the cul- ture. Culture changes per- ception and perception drives loyalty.

What are the leadership qualities need- ed to build a positive culture or work environment? Vision, character and adaptability. As an individual leader, your vision and how well you communicate it to various levels

of the organization is important.

What about character? Does the individual walk the talk? Are they the embodiment of the organization's values?

Adaptability means being able to communi- cate with a dishwasher and with an executive vice president. One ofthe core needs ofa leader is to identify in 30 seconds who you are dealing with and how to adapt yourself to that individual.

Denise Franck Aboody

How does leadership define culture? Leadership sets the stones in place, the expec- tations for perfonnance. That builds the foun- dation of the culture and defines how people view themselves as part of the organization. People have perceptions ahout the organization based on the culture. If they feel appreciated, if what they are doing is making a difference and they have an opportunity for advancement — there are increased levels of loyalty.

But aren't good leaders people who have natural leadership ability? I'm a firm believer that everyone has a leader within him. With the right coaching and diagnostic tools, you can identify areas that are holding people back or blocking them. Most of the things we do are learned habits and behaviors. Natural talent does exist, but snperstars can be developed.

— Dina Berta

NEWS DIGESTS Pioneering chef-educator Patricia Bartholomew dies at 61 BROOKLYN, N,Y, — Patricia "Pat" Bartholomew, a chef-educator who was chairwoman of the hospitality management program at New York City College cf Technology, or City Tech, here for 18 years, died March 10 after a long illness. She was 61 years old and lived in Manhattan and White Lake, N.Y

Before she started her teaching career, Bartholomew was a pioneering chef at such establishments as the Waldorf-Astoria, Ruskay's and The Front Porch,

She is survived by her husband, Geoffrey; son, Rafael of New York; daughter, Rebecca Soiler of Port Washington, N,Y,; parents, George and Patricia Procak of Phoenix and White Lake, N,Y; and four sisters and their families, Patricia Bartholomew

New ServSafe food safety training materials available in April CHICAGO — The National Restaurant Association Educational Eoundation, based here, is launching a new edition of ServSafe, a food safety training and certification program for the foodservice industry, early next month.

The fourth edition of the ServSafe product line includes updates on federal government guidelines and information on the best food safefy practices. Additional enhancements include real-world scenarios, a microbiology chapter, new jurisdictional requirements and a new employee training section.

The edition is based on the 2005 Food Code by the Food and Drug Administration. It will be available beginning April 3.

HR Happenings High school students Angelica DeRobles and Jack H o g ^ recently beat out 19 other competitors to win four-year scholarships worth more than $80,000 in the Johnson & Wales University National High School Culinary Challenge at the school's Charlotte, N,C,, campus, DeRobtes, a student at Central County Occupational Center in San Jose, Calif., baked a chocolate lava cake. Hcgan, who attends Portsmouth High School in Portsmouth, N,H,, made duck breast with butternut squash risotto and maple-noasted squash puree. J&W is based in Providence, R,l,

Human resource items may he sent to Dina Berta, Nation's Restaurant News, 2266lvySt, Denver, CO80207, ore^maiiedtodberta@nrn,com. Ortheymay be faxed to (303) 333-1867.

www.nrn.com

28 • March 27, 2006 NATION'S RESTAURANT NEWS

HUMAN RESOURCES

Elliot group: Effective execs champion communication skills (Continued from page 20) groups that discuss behaviors and strategies through what Brooks refers to as "discovery map games"; and open, candid dialogue with small "quality circles" that include employees from every level of the oi^anization.

Communication champions like

Brooks use their communication skills to keep employees involved and satisfied. The best way to do this is to give employees a voice in the decision-making process. Everyone appreciates being "in the know" and feeling as though he or she is part of determining the orga- nization's direction and success;

obtaining buy-in is not enough. To inspire employees, the communica- tion champion engages people by encouraging ownership of strate- gies, ideas, projects and results.

The communication champion not only uses communication skills to motivate hut also to sim- ply say "thank you."

Communication champions seek to break down barriers that block the flow of effective commu- nication, recognizing that these obstacles can create wide gaps between employees that negative- ly impact efficiency and produc- tivity. As Brooks reminds us, "What one person says might

Carve your way into tne nearts OI your guests.

present them with the

new Parmland Steamship

Leg OPork made from

ALL NATURAL' hams.

Your guests will fall in love witn

tnis unique ana impressive entree,

maiie from ALL NATURAL kams.

TKis EXTRA TENDER®, Deep Basted"

leg or pork is ruli ot tne rlavor you expect

rroni Farmland, making it tne natural

centerpiece lor your gourmet fauiret.

j ^ ^ Food from the Beartl

For menuing ideas and more infnrinatioii calIl-888-FARMLAND

or visit www.rariniandioodservife.com

mean different things to different people." Communication champi- ons therefore make a concerted effort to overcome barriers, while continuously striving to improve their own communication skills.

The results of a 2005 survey of 25,000 employees representing 17 U.S-based companies show that employees want communication that is open and honest — both the good and the bad — and materials that are clear and understandable. When asked to evaluate their com- pany's overall communication effectiveness on a scale of 0 to 100, respondents' scores averaged 69.

Complementing the 2005 sur- vey, the Development Dimensions International 2004 Leadership Forecast study looked at what lead- ers are delivering. Of more than 1,500 leaders, most at first or sec- ond leadership levels, 84 percent indicated that communication, or "explaining ideas clearly," is most critical to their jobs. Yet, only 38 percent rated their own profi- ciency in this area as high. There is a large gap between the perceived importance of communication and the executives' relative abilities.

Research conducted by The Elliot Leadership Institute shows that executives in senior manage- ment positions do not participate in communication tasks to a high degree. Three-quarters or less are involved in establishing commu- nication guidelines, identifying methods of communication, estab- lishing communication channels and measuring communication effectiveness.

Of all leadership dimensions, top managers participated in communi- cation tasks the least. Moreover, top management did not rank commu- nication tasks as "extremely impor- tant." Compared with other Elliot Leadership Institute dimensions — for example, strategist, change agent and technology enabler — foodservice executives ranked com- munication as least, or next to least, important to their positions.

The findings also show that the longer top executives have been in their positions, the less clear their communication plans are. Unfortunately, this leaves everyone in the company guessing, creating a learned incapacity at every man- agement level, and renders employ- ees reactive rather than proactive.

There is a critical need for improvement of executive commu- nication in the foodservice industry. Communication and leadership are inseparable, and without effective communication, there is no real leadership. Communication cham- pions recognize this and leverage the power of clear, open, two-way communication to engage, inform and motivate their organizations. •

www.nrn.com