Here's how you can navigate failure in a leadership role in food and beverage operations.

If your crew does not understand how online the backend of delivery works - you’re a failed leader in the F&B operations space. Educate the team members on digital literacy! Online orders have reached an average of 50%+ of restaurants share and if your team doesn’t under the jargons/definitions of the online business - it’s a problem! Educating the staff on how the dashboard works on a daily basis to understand the store operations will boost their morale to deliver sales. Key metrics like uptime of restaurant hours, checkins, order acceptance and cancellation rate, reporting and escalation of issues - backed by a strong performance incentive! Manage team by driving growth!

Navigating failures in a leadership role in food and beverage operation - - Failures at times are inevitable objectives however learning from them and taking into action is more it's all about. - Acknowledging, accepting and embracing the reality is imperative one shouldn't avoid or ignore the shortcomings of the operation. - Analysing the efficacy of failure is crucial. Dive deep into the specific to identify what decision led into failure and what could've been done to avoided it. - Encouraging open and effective communication to help colleagues to share their views and insights. - Leading the team by example as this could be the time to develop and improvise. - Revise and implement new ideas based on the learning procured from past

Failure is a term that often carries a negative connotation in our society. It is commonly associated with disappointment, setbacks, and the inability to achieve desired outcomes. However, failure is an inherent part of life and a crucial aspect of personal and professional growth. It refers to the occurrence of not meeting expectations or objectives despite our efforts and intentions. While failure may initially evoke feelings of frustration and discouragement, it is essential to recognize its significance as a valuable learning opportunity. Embracing failure allows us to gain insights, develop resilience, and refine our skills.

Research has shown that success in fast-paced work environments hinges on various factors such as training, motivation, and effective leadership. A significant 70% of employees leave companies due to poor relations with leadership. Key areas such as store management, logistics, quality control, and employee relations are crucial for success in the food and beverage industry.

Something always important: To really learn is necessary be honest at all times. Act fast and with consciousness. Track your progress and record it, at the end its all about numbers and statistics.

Think for a minute : the issue requires fixing, not analysis. How do you fix service and product glitches is a labor of lots of homework and lots of effort. This is a set of skills that require intelligent folk with initiative. Stick to the basics : recipe ingredients, cost, presentation, margin and sales. Sequence of service according to staffing guides, guest traffic, timely turnover of tables and stations. Lots of proper procedures and training! If you strive for a seamless service environment with a consistent profit margin, you must map your shifts according to your team’s prowess and strengths. No analysis required!

El análisis es fundamental, analizar la zona, el mercado, a los competidores, que tipo de productos se pueden conseguir, que es lo que el publico de la zona busca y desde luego de donde vienen, si son locales o si son turistas.

Communicate openly with your team about the failure. Explain what happened, why it happened, and what steps are being taken to address it. Transparency builds trust and encourages a culture of openness.

Navigating failure in a leadership role within food and beverage operations requires transparency and proactive communication. First, acknowledge the failure promptly and take responsibility to build trust. Openly discuss the issues with your team, encouraging feedback and diverse perspectives to identify root causes. Implement a structured plan to address the failure, clearly outlining steps and assigning responsibilities. Foster a culture of continuous improvement by regularly updating the team on progress and celebrating small victories. Emphasize learning from mistakes, reinforcing that setbacks are opportunities for growth and innovation. This approach strengthens team cohesion and resilience.

Palo y zanahoria. Comunicarles las cosas que han hecho bien pero también las cosas que deberían de mejorar. Al comunicarte abiertamente, también creas que ellos te cuenten los problemas del servicio desde su punto de vista sin miedo, escuchando al equipo podrás corregir errores que desde el punto de vista de manager, no lo detectas, para mejorar el rendimiento de la plantilla.

As a leader, especially in food & beverage, you should relish the opportunities to field difficult complaints in front of other staff members. Never hestitate or shy away from those confrontations. It is extremely valuable to show your team you are always there to support the team in a calm positive demeanor. It also shows them first hand in real time how to effectively deal with the challenges.

Quedo a?os atrás el jefe autoritario. Está mas que demostrado que cuando el jefe es el primero en remangarse la camisa y ayudar al equipo base, en puntos críticos de algún servicio. Ayuda a crear la figura de líder para que puedan seguir trabajando con actitud positiva. También escuchar y ayudar a esas personas que quieran crecer laboralmente y no aplastándolas y desmotivándolas.

Let’s be frank : even the finest leaders will have challenging shifts with adverse outcomes for the business. Crisis happens, guests may complain in a gross and demeaning manner, gossip sours team chemistry and some people do show up drunk with plenty of mints and properly prepared to work. What tools do you have? Be present, be prepared, engage in service and allow others to help you. In order to do this, remember that leading by example requires rigorous honesty.

Votre équipe doit pouvoir compter sur vous, surtout dans les moments difficiles. Il faut savoir prendre sur soi, faire preuve de résilience, garder son sang froid et rester calme et determine à trouver une solution efficace rapidement. Et rien ne sert de crier ! Comme je dis souvent : "ils n'y a pas de mauvais élèves, il n'y a que de mauvais professeurs !"

Cuando las cosas van mal o se detecta que podría ir a mejor, hay que hacer cambios, la plantilla por norma general odia los cambios. Pero si se le explica de forma didáctica el motivo de los cambios y se les da herramientas para que puedan llevarlas a cabo, mostrando posteriormente su resultado positivo. La plantilla te lo agradecerá.

Los cambios deben estar registrados y tener un motivo de ser, no hay que meter a realizar modificaciones de menú, de receta, de metodología, de lugar o de proceso, si no funciona, se cambia de nuevo y se encuentra la solución con otro cambio.

Once the recovery plan has been implemented it is essential to reflect and use this process to learn. Evaluate its success and areas for further improvement. Keep a record of the lessons learned and use them to guide future decisions. Show empathy and provide support to team members affected by the failure. Demonstrate resilience and a positive attitude to inspire your team. Creating a culture of learning and development and growth means that the team, through your leadership and ongoing support recognize that failure is part of the growth process and this is how improvement is driven. They need to trust that you see this and value their potential

Pour ?a, rien de mieux que le briefing avant le service. Cela permet à toute l'équipe de pouvoir s'exprimer, et au manager de pouvoir les pousser à la réflexion sur les points critiques à éviter et les axes d'amélioration. Le mieux est de lancer la discussion et aiguiller son équipe afin qu'ils arrivent d'eux-mêmes à la solution que vous pensez dans votre esprit. Le fait que ?a vienne également d'eux-mêmes les poussera d'autant plus à faire attention et à évoluer. Le manager n'est pas là pour pointer du doigt, punir ou sanctionner. Il est la pour montrer la voie et donner des pistes sur le meilleur chemin à emprunter !

Todo proceso, ya sea en el inicio, en medio o al final, debe abordarse con entusiasmo y alegría. Hay que hacer las cosas con amor y siempre pensando en el bien común.