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FOCUS ON SUPERVISION:
Guiding Principles for Supervising Success
Marcia Thomsen
Washington, D.C.
October 25, 2005
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Recognize &Reward
InfrastructureIn Place
Set Clear, Universal Goals
Measure &Report Results
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GUIDING PRINCIPLESFOR
DRIVING EXECUTION
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Set Clear, Universal Goals
• Articulate precisely what is expected
• Focus entire workforce against same goals
• Translate goals for every business unit
• Communicate, communicate, communicate
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CE GUIDING PRINCIPLE #1
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Infrastructure In Place
PHYSICAL• Qualified, trained people at each level
• Workable spans of control
• Support System to enable success• people (trainers)• systems & processes• materials & equipment
PHILOSOPHICAL• Interdependency
• Training/coaching/enabling culture
• On-site mentality
GUIDING PRINCIPLE #2
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• Every goal must be measurable
• Data collection must be credible
• “Results are King” mentality
• Regularly report to all levels
• Data drives decision-making and deploys workforce
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Measure &Report Results
GUIDING PRINCIPLE #3
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Recognize &RewardE
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• Results = Rewards
• Structure Incentives to Reinforce Desired Results/Activities
• Promote all available incentives to drive team• financial• recognition• opportunity for advancement
GUIDING PRINCIPLE #4
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SUCCESS LOOPConnecting the four principles in a continuous loop drives success and continuous improvement
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• 4 State region• 600 Restaurants• 16,000 employees• $350MM sales• 28MM transactions/yr
APPLYING THE PRINCIPLES: A CASE STUDY
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Set Clear, Universal Goals
• Deliver in < 30 minutes, 85% of the time
• Achieve customer loyalty score of 65%+
• 100% staffed restaurants/100% trained employees
• Hit profit plan ($40MM)
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SET CLEAR, UNIVERSAL GOALS
• Articulate precisely what is expected
• Focus entire workforce against same goal(s)
• Translate goals for every business unit
• Communicate, communicate, communicate
• Deliver in < 30 minutes, 85% of the time
• Achieve customer loyalty score of 65%+
• 100% staffed restaurants/100% trained employees
• Hit profit plan ($40MM)
PRINCIPLES
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Infrastructure In Place
DVP
MARKET “COACH”
AREA“COACH”
RESTAURANT MANAGER
SPAN OF CONTROL
600
90 – 130
9 - 16
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FACTORS INFLUENCING SPAN OF CONTROL: • Expertise/Tenure of Supervisor• Health of Restaurants• Geography
Physical Infrastructure
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DVP
MARKET“COACH”
AREA“COACH”
RESTAURANT MANAGER
ON-SITE VISITS
1x/year
1x/month
1x/week
FRIDAY NIGHT: ALL-HANDS ON DECK!
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Infrastructure In Place
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• Purposeful Interdependence
• Train and “Coach” to enable success
• Effort ≠ Results
• Single Unit Mentality, not averages
• On-site culture; no ivory tower
• Management Exists to support unit “We serve those who serve our customer”
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Infrastructure In Place
Philosophical Infrastructure
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Philosophical Infrastructure supports inverted pyramid“We serve those who serve the customer”
DVP
MARKET“COACH”
AREA“COACH”
RESTAURANT MANAGER/EMPLOYEES
Training Specialist
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Infrastructure In Place
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INFRASTRUCTURE IN PLACE
PRINCIPLES
DVP
MARKET“COACH”
AREA“COACH”
RESTAURANT MANAGER/EMPLOYEES
PHYSICAL• Qualified, trained people at each level
• Workable spans of control
• Support System to enable success• people (trainers)• systems & processes• materials & equipment
PHILOSOPHICAL• Interdependency
• Training/coaching/enabling culture
• On-site mentality
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Measure &Report Results
• Identify Problem Units (Outliers)
• Identify “Best Practices”
• Focus & Deploy Workforce
• Report Widely & Often
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65 CLI
% < 30 Minutes
Staffing/Training
Profitability
Customer Phone Surveys (Weekly)
Automated Thru Driver Dispatch System
Certified HR Specialist
Register Downloads, Creates P&L
CLEAR, UNIVERSAL GOALS MEASUREMENTS
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Measure &Report Results
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TRIAGE RECOVERING STABLE HEALTHY
EACH BUSINESS UNIT IS LIKE A PATIENT
BEST PRACTICES• Observe/replicate
• Train Peers
• Promotion Pool
EMERGENCY ROOM TACTICS• Diagnose Problem
• Deploy Specialists
• Performance Management• 30, 60, 90 day milestones
• Multi-level interventions
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TRIAGE RECOVERING STABLE HEALTHY
Data Drives Purposeful Activity
MOTIVATIONRestaurant StaffMarket/Area CoachDivision StaffTraining Specialist
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Data Reported Widely and Often
• KPI data polled weekly, monthly, quarterly
• Restaurant level data organized & personalized - by Market Coach - by Area Coach
• Rack ’em and Stack ’em - rank “Best” to “Worst”
• “Triage” Units trend reports - analyzed weekly for progress
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Frequent Forums to Review Results & Share Best Practices
Cascading Conference Calls (or Webcasts):- DVP Market Coaches (MC)- MC Area Coaches (AC)- AC Restaurant Managers (RM)- RM Crew
Attendees- DVP - MC- Specialists
Attendees- DVP - MC- AC- Specialists
WEEKLY ROUND-UP
MONTHLY MEETINGS
QUARTERLY CONFERENCES
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• Every goal must be measurable
• Data collection must be credible
• “Results are King” mentality
• Regularly report to all levels
• Data drives decision-making and deploys workforce
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Measure &Report Results
GUIDING PRINCIPLE #3
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Recognition &Reward
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RECOGNITION
ADVANCEMENT
PERFORMANCE = REWARDS
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PERFORMANCE ≠ REWARDS
RECOGNITION
ADVANCEMENT
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PERFORMANCE = REWARDS
PERFORMANCE APPRAISAL!
• Annual process
• Tied to results vs. goals
• Standardized data-driven evaluation
PAY RAISE
• % increase off base
BONUS
• Incremental
• Meet or exceed result targets
• Exponential if excelling
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PERFORMANCE = REWARDS
KEY PERFORMANCEINDICATORS
• CLI• %< 30• Profit• Staffing• Overall
RECOGNITION
WEEKLY
MONTHLY
QUARTER
ANNUAL
• Phone call• e-Newsletter
• “Broadcast” v-mail• Newsletter• Personal letter• Pin• Award @ Qrtly Mtg• Opportunity to teach
• Join DVP Roundtable• Nominated for Manager of the Year• CEO/COO Visit
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RestaurantManager
TrainingSpecialist
AreaCoach
MarketCoach
Division/HQStaff
ADVANCEMENT
• Broader Skills • Broaden Influence• Higher Salary • Greater Prestige
PERFORMANCE = REWARDS
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Recognize &RewardE
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• Results = Rewards
• Structure Incentives to Reinforce Desired Results/Activities
• Promote all available incentives to drive team• financial• recognition• opportunity for advancement
GUIDING PRINCIPLE #4
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FOUR GUIDING PRINCIPLES FOR SUPERVISING SUCCESS