Applying the gift of “fire”

A friend recently gave me a copy of “Setting the Table – The Transforming Power of Hospitality in Business” by Danny Meyer (HarperCollins, 2006). In my view, this is a book that every manager (and educator) can benefit from reading. As Meyer, an award-winning restauranteur acknowledges, this is not a typical business book, and it’s certainly not a how-to book. Rather, Meyer shares some of the lessons he’s learned while developing his approach to “enlightened hospitality” which centres on creating positive uplifting outcomes for human experiences and human relationships. “Business, like life, is all about how you make people feel. It’s that simple, and it’s that hard.” Meyer concludes.

“Business, like life, is all about how you make people feel. It’s that simple, and it’s that hard.”

About two-thirds of the way into this book my attention was drawn abruptly to Meyer’s observations concerning the moment people become managers for the first time. Meyer suggests it is as if three things happen:

• An imaginary megaphone is stitched to their lips, so that everything they say can now be heard by twenty times more people than before
• Other staff members are provided with a pair of binoculars, which they keep trained on the new managers at all times, guaranteeing that everything a manager does will be watched and seen by more people than ever
• New managers receive the gift of “fire”, a kind of power that must be used responsibly, appropriately and consistently.

This last point aroused my interest in particular. Meyer expanded by asserting that most managerial problems stem from an irresponsible, inappropriate or inconsistent use of "fire". Until managers understand all the different ways they can – and must – use their "fire", depending on the circumstances, they cannot reach their own great potential or help others reach theirs.

As I read on, Meyer then described the various ways managers might use their “fire” – for example, as a torch; as a campfire; as a bonfire etc. He also referred to the need to “breathe fire” as a manager on occasions and to possess “fire in your belly” as a way to fuel and refuel one’s ongoing passion.

It occurred to me that Meyer’s observations about first-time managers using their "fire" could be equally applied to educators/teachers/lecturers.

In my view educators can use their "fire" as a torch: a light for guidance and teaching, and for leading and showing one’s students the way. Educators can use their ''fire" to empathise and to make one’s students feel safe. There are occasions when an educator’s “fire” is useful as a campfire: to form collegial bonds, and to inspire one's students and help them grow. Likewise, an educator’s "fire" may be required to fuel a bonfire: to get one’s students motivated and to unify in pursuit of a common learning goal. The way educators “breathe fire” can be a valuable source of motivation that impels one’s students to imitate them, and to grow. Educators must learn to use the "fire in their bellies" as a way to fuel and refuel their own ongoing passion for learning. Even the most compassionate educator must sometimes use "fire" to singe in instances of dishonesty or disrespect. Hence, a sobering question to ask - If educators lack "fire", why would any student want to follow them?

It also occurred to me that Meyer’s concluding observation that business, like life, is all about how you make people feel might be applicable for educators too. Hence: “Education, like life, is all about how you make people feel. It’s that simple, and it’s that hard!”

“Education, like life, is all about how you make people feel. It’s that simple, and it’s that hard!”

All courage to every educator in 2019 as they continue the vital work of telling learners consistently where they’re going; how they’re doing; and how they can achieve even better.