 |
|
 |
          
|
| Waiter Training Newsletter |
Books & Manuals Restaurant Training Manuals Training Book for Waiters & Waitresses Giving Criticism in a Positive Manner
Oxymoron, you say? I don’t think so! You have to tell your people when they’re performing less than great – and you can tell them how they need to improve without making them feel like idiots.
No one likes to tell an employee that her sensitive feelings get in the way of productivity, or that another employee has to pay more attention to side work and not try to sneak out before it’s all done. There are so many issues that could be talked about here because you have so many different people working for you. They’re from different backgrounds and belief systems and they all have their own unique personalities. And that’s the wonder of life - all those unique personalities!
Remember a time when we tried to make us all the same by calling us “waitrons?” Waitron sounds like a servant robot – not at all what anyone ever wants his/her servers to be! At least I hope not! Be glad we’re all different!
Ok, now the wonder ends. You have to deal with those unique personalities on a day to day basis and try to make them all work together as harmoniously as possible. No small task! How do you handle Myra’s chronic attitude problem in the early morning hours? How do you handle Jack’s consistent skating on side work?
Most people respond to flattery – sincere flattery – and a little bit of it goes a long way. Before you start reprimanding Jack for his slacker attitude toward side work, give him a sincere compliment. It should flow into the perceived problem without sounding like a big “BUT” kind of speech. Start with phrases such as:
- “I think it’s great that you remember your regular customers’ names…”
- “Guests are so appreciative when you…”
- “I wish everyone had your natural knack for selling wine…”
The idea is to be specific and be truly appreciative of the good qualities. After your initial compliment, you have to bring up the problem or opportunity for improvement. A good way to start that is by saying, “We seem to be having a problem with side work. I’ve noticed that you kind of lose your energy and leave your side work unfinished. We’re all tired after a busy shift and it isn’t fair to leave before all the work done. We all suffer when things aren’t completed.” You might offer help: “I’m sure you don’t do this on purpose. Just to help you remember, I need you to check with me before you leave and I’ll check you out.” Most of us don’t appreciate having to do a special check-out, separate from the others. It makes us feel singled out and watched and sometimes that’s just the deterrent you need! Start with small “punishment,” for lack of a better word, and move into bigger stuff as necessary.
Beginning the conversation with an employee with a moody temperament might start like this: “Myra, I notice that you aren’t always in the best mood when you come in in the mornings. When you come in and don’t smile and slam doors and just generally don’t seem happy, we and your customers feel like we can’t approach you. We’re a little afraid of you. Is there something about mornings you don’t like? Is there something we can do to help you be happier?” If Myra realizes her attitude is noticed and not appreciated, she may have to decide if a morning job is for her. On the other hand, it may be something as simple as Jack not leaving enough opening items for her to begin the day. Some people don’t realize they can ask questions; they get into bad moods instead.
Obviously, these situations are simplistic, both in approach and in solution. Problems are never black and white. Sometimes if you ask a lot of questions that require more than just “yes” or “no,” you can find out what is really going on with an employee.
This can work in your quarterly reviews or whenever the need arises. You have to ask Jack if he can stay after his shift today because there a couple of things you want to go over with him. Don’t make a big deal out of it and neither will Jack. Keep your attitude light and personable; condescension or a scolding tone will insure a defensive attitude.
If you have a good rapport with your staff, you can talk to them about anything and avoid scolding sessions. Myra may require a different approach than Jack and Scott may require yet another approach. This is your business and you obviously care about it. Show your employees you care and talk to them about their performances. If they know you care about them, they will learn to care about you and the restaurant they represent.
I have restaurant training manuals available for sale, as well as my new book, “A Waiter’s Training,” for the individual server who wants to learn more about his/her career and improve on skills. You can visit my store at http://www.waiter-training.com/order.html.
Training and information is the key! Contact me, Susie, at Waiter Training, either by phone or email. My business number is (720) 203-4615, and web address http://www.waiter-training.com.
Susie Ross has been involved in the hospitality industry for ten years
. She has just written a definitive work on front of house customer service and techniques for waiters and waitresses. For more information about Susie's book, "A Waiters Training," her training manuals and training seminars please visit her at http://www.waiter-training.com or email her at susie@waiter-training.com.©Waiter Training 2003
Excellence is an act won by training and habituation.
We do not act rightly because we have virtue or excellence,
but rather we have those because we have acted rightly.
We are what we repeatedly do.
Excellence then, is not an act, but a habit.- Aristotle
Subscribe
to my newsletter
It's free!
For Further Information:
720-203-4615
Email
 |
|
|
 |
|
|
|
|
ã2003,SUMARO
INC. |
