Manager Myopia

Why is it that so many unit-level managers (and frequently, even more senior-level managers) seem to have a case of myopia?
 
I just finished a tour of a number of stores for a due diligence project and observed that this all-too-frequent myopia occurred yet again throughout this concept. Too many units had execution and physical store flaws that were visible to me within two minutes of entering.

From my viewpoint, the “devil” is unit managers’ visual fatigue (for lack of a better phrase) as it relates to spotting and addressing physical plant issues in their own units. These managers would likely see the same things that I–and customers–see if they were to walk into the restaurant. Yet, when it comes to their own store, myopia takes hold.

Maybe the managers do “know about it but just don’t have time,” or it doesn’t rise to the top of their already crowded priority list. The problem with this kind of thinking is they underestimate the lasting impression that these physical flaws have on the customers’ opinion of both the unit and the brand. And it’s important to note that this “condition” isn’t found only in tired brands. It can be an issue in highly regarded concepts as well.

I often suggest a particular solution to this kind of problem—-a confidential peer visit. The program is endorsed and set up by corporate. The manager of one unit visits another nearby unit and does something of a mystery shop, then meets with the unit manager to discuss what was observed and how to improve the situation. Perhaps more important, all of the details stay between the two managers. The only thing regional and corporate know is that the event took place. This allows for more open dialogue and, in the long view, better results.

If you are a unit manager, why not walk into your own restaurant with the eyes of an aware first-time consumer. See what kind of first impression your unit makes. You may be surprised.