Are Your Managers Leaders?

(This is the second post on of the five critical areas where managers go awry.)

All too often, corporate management assumes that a successful unit-level manager is a good leader. Unfortunately, that isn’t necessarily true. Many unit-level managers “run good numbers” but do not have the skill needed to be effective in more-senior positions. If you are seeing missed goals, team members who feel disengaged and frustrated, or high turnover, poor leadership skills may be at the root of the problem.

Don’t get me wrong. My point is not to be critical of the skills of unit-level managers, because they are extremely important to any foodservice organization. I simply want to point out that different skill sets are necessary for success at the unit, regional, and corporate levels.

Leaders must be able to direct and motivate people without direct-line authority or day-to-day contact. Many foodservice managers use the Theory X Approach to managing people. This dictatorial style is not very effective and is largely void of the leadership attributes that create team performance, let alone esprit de corps.  It may achieve targets, but is not effective in the long run.

Look for leadership attributes in your hiring and evaluation process. Regional managers also can help spot the unit managers who have real leadership potential. If you’ve hired the right kind of people, additional leadership training will build those effective leadership skills. One thing is clear: a good manager with solid leadership skills will deliver results regardless of the circumstances.