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1- Choose a staff member or nominate a small project team to tackle the project. Do not attempt to tackle too many projects at any one time as this will overload your staff and cause resentment. Some of these projects could take several months and it is wise to be patient and supportive during the process.
The reason for this is the owner or senior manager of a hospitality business is responsible for the development of the business rather than getting bogged down working in the business. Ultimately if you wish to grow your business a number of systems need to be installed which are aimed at creating self-controlling business units.
The owner or senior manager is responsible for this happening but much of the process of installing these systems can be handled by cheaper and less experienced people who occupy positions lower down in the pyramid or hierarchy. It is a foolish leader who takes the whole process on themselves. The benefits of doing this include:
– reduced workload and stress on the owner or senior manager
– much faster evolution of the business
– much faster development of subordinate managers and supervisors
– ultimate creation of the self-controlling business unit
2- Provide the staff member or project team with the project brief which is specific about the nature of the project and the required outcome. Break the project into bite-size steps and negotiate a timeline or deadline for each.
3- Make a note of the timelines and deadlines in your diary and set up a schedule of regular follow-up to check on progress and motivate your staff to complete the project. Do not just accept their word that they are making progress, request to see their work and check that what you are being told is actually occurring.
Assess the long-term benefit to your business of the complete installation of each system before you make the decision whether to ask staff to engage in projects in their own time, or on paid company time. Some of these projects do require significant amount of time — for example the creation of a training manual may require a substantial amount of staff time. We would like to remind you that this is an investment in your future, not a cost, and if done properly will have an impressive payback.
Once the project is completed it is good practice to provide those involved with some form of formal recognition for work they have done above and beyond their basic job description. This might be in the form of a cash bonus or nights out to them and their partner or a weekend away; use your imagination.
-Templates and documents from this website
-Eldred Hospitality training course handout notes