Look forward to seeing everyone at the Restaurant Finance & Development Conference November 11th-13th.
Stop by Booth 117 to meet the Wray Team!
Viewpoint
How Great Leaders Build Trust
by Bob Gershberg, CEO/Managing Partner, Wray Executive Search
Trust is integral in top-performing organizations. Proven leaders empower followers through trust.
Clear accountability is a necessary feature of a high-trust culture. As a leader, being trustworthy is about earning confidence, being dependable, being approachable, being honest, being supportive and being consistent. Trust must be earned.
Nothing speaks more loudly about the culture of an organization than the leader’s behavior, which influences employee action and has the potential to drive their results. Show support for your team members, even when they make mistakes. Model the behavior you expect. To build accountability, acknowledge your mistakes as readily as your successes. Admit it when you do not know the answer.
What Does it Take to Start Up a New Restaurant Daypart in 2020?
by John Gordon, Principal & Founder, Pacific Management Consulting Group
Restaurants are doing almost everything under the sun to find sales in the hyper competitive and built out US restaurant space. For example, Burger King is using motorcycles and their apps to find customers and make deliveries in Los Angeles to vehicles in traffic jams along the ever clogged 405, while traveling on the shoulder of the road. One that none of us saw coming was the September 9 announcement by Wendy’s that they would implement a nationwide 2020 rollout of breakfast, their fourth such breakfast attempt since 1985.
I wish Wendy’s the best in 2020. I’ll use the current Wendy’s situation as the model for this note but the same issues Wendy’s is facing could apply to any casual diner trying to rollout breakfast or Pizza Hut, KFC or Popeyes eventually doing the same.
“Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.”
Ten Reasons Why Organizational Culture is So Crucial… and the Implications for Changing It
by Michael Watkins, Ph.D., co-founder of Genesis Advisers and Professor of Leadership and Organizational Change at the IMD Business School
While there is universal agreement that organizational culture exists, and that it plays a crucial role in shaping behavior in organizations, there is little consensus on what it actually is, never mind how it influences performance and, crucially, how leaders can change it.
This is a problem, because without a clear understanding of culture, we cannot hope to discern its connections to other key elements of organizational design, such as strategy, structure and incentive systems. Nor can we develop good approaches to analyzing, preserving and transforming cultures. If we can define what organizational culture is, we will better understand how to diagnose cultural problems and develop better cultures.
Here are ten ways to think about organizational culture and the implications for changing it:
Culture is “how we do things there.”
Culture gives rise to consistent, observable patterns of behavior in organizations. As Aristotle put it, “We are what we repeatedly do.” This view highlights that behavioral patterns or “habits” are a central element of culture; it’s not just what people feel, think or believe. This view also focuses attention on the forces that shape behavior in organizations and their critical importance in making culture change happen. The implication: it’s not enough to focus just on changing values and attitudes – if behaviors don’t change, culture doesn’t change.
by Rebecca Patt, Senior Vice President of Development, Wray Executive Search
Your resume needs to be easy to read at-a-glance. Use bullet points to detail your biggest achievements.
Include all the basic details including your contact info, the companies your worked at and for how long, and what your title and main responsibilities and successes were, and your relevant education.
Focus on quantifiable results, and, if applicable, your experience leading a team.
Summarize the answers to these questions: What kind of revenues and budgets did you manage? How did you move the needle with achieving goals, making money, saving money for your employer? How did you specifically help your company grow and evolve? Who did you manage, and how were you able to develop and promote people on your team?
