Page 25 - GBC spring 2018 eng

“To make a change in the bottom line we must realize that managers lead and staff manage. “
MANAGING FROM THE BOTTOM UP
If you feel like your foodservice operation is busy being busy, that is quite possible. Restaurants Canada reports there is less than a nickel net pro t after depreciation and before taxes. This could be due to managing from the top down, resulting in staff having the wrong perception of their position or role in the business.
The real need for management is at the line level or from the bottom up. To make a change in the bottom line we must realize that managers lead and staff manage. To make this happen, management must change their thinking too.
It is key to share whatever knowledge you have with your staff, leading to a healthier business and opportunity for you and your staff to grow. By doing this, you make the business perform as a team, forming a strength from the bottom up, thereby making it possible for the staff and manager to grow in their positions.
Smarter staff equates to more pro ts and possibly better pay for everyone. Adding better equipment may also allow staff to do a better and more pro table job. The result is loyal and happy staff who want to work smart and hard for your business.
10 TIPS TO MANAGE YOUR
BOTTOM LINE
So, how do we reach our pro t targets? We provide staff with the tools and training to do their job and help them manage from their position. This is the path to follow when implementing the staff’s paradigm or attitude change of their role in the business.
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