Developing multi-unit managers is too important to be left to chance
Become the manager of managers
- Role of the multi-unit manager and how it differs from single-site operations
- Remote management challenges of a multi-unit manager manager
- Behaviours of effective multi-unit managers
- Leadership essentials and your leadership brand
- Servant leadership
- Emotional intelligence
- Mental toughness/resilience.
Operational disciplines: periodic business reviews
- Periodic and structured reviews between multi-unit and individual site managers to cover all aspects of the balanced operation including:
- Formal and consistent review of all KPIs
- Quality of operations
- Impact of the Big Rock quarterly action plans – mitigating gaps and exploiting opportunities
- Review progress with people inventory development goals.
Operational disciplines: quarterly Big Rock plans
- SWOT analysis to understand internal and external factors
- Review performance of KPIs to identify the “Big Rocks”
- Formation of the quarterly Big Rock action plan to drive performance across KPIs
- Once core goals have been identified:
- What are the measures of success?
- What proactive actions should managers commit to?
- Accountability – when will these actions take place, by who and how often?
Operational disciplines: effective 4D ops visits
- Planning and preparation
- Conducting the visits – operations in 4D:
- Customer experience
- Quality of operations
- Competitor activity
- Colleague development
- Progress with quarterly Big Rock plans
- Opportunities to increase transactions, average spend, enhance customer experience
- Post-visit review/feedback/actions and accountabilities.
Leading a customer experience culture
- Creating and sustaining a customer service vision, hardwiring the customer at the heart of every decision and action taken
- Importance of shift briefings to structure, focus and energise teams to deliver exceptional service and genuine hospitality
- Understand customer data (such as NPS results), customer feedback, external insights and benchmark service
- Local store marketing opportunities to increase transactions and frequency, average spend per customer.
Tough talking: confidence and competence
- Preparation for the conversation
- What is the outcome that I want?
- What examples will I share?
- What reaction might I get? How will I respond?
- Conducting the conversation
- Awareness of body language, tone of voice, trigger words
- Note taking including specific actions to implement
- Setting formal review dates/time.
- Coaching skills for line managers:
- Holding back
- Goal setting
- Effective delegation of tasks to store managers
- Differences between training, coaching and mentoring.
Time management magic
- The productivity spells:
- Clarity – identifying the “game-changing” goals at work and at home
- Planning – 60:30:10 productivity code
- Technology – use of relevant technology (eg, Outlook) to prioritise and focus
- Meetings – preparing and facilitating high-value meetings that matter
- Delegation – developing others, building their expertise and maximising personal productivity to focus on critical activities.
Building bench strength
- Multi-unit manager responsibility to build a pipeline of future talent
- Rule of 7 development plan – unit/district approach to succession and development
- People inventory – reviewing individual strengths and development needs relating to skills (technical/cognitive), behaviours and knowledge
- Building a robust and user-friendly personal development plan
- Quarterly performance appraisals.
Well-being for multi-unit managers and teams
- Self-care strategies to promote well-being, prevent stress turning into overwhelm, burnout or a more serious mental health illness.
- What causes stress? Identifying triggers and high-pressure zones
- Creating a sense of security and reducing stress levels
- Identifying key stressors within your team
- Building resilient teams, navigating the complex and uncertain world we live in today
- Dealing with failure as a team.