Build Productive Employees Who Trust You

restuarant employee engagement

employee engagement and sentiment

I will never forget the day I was finally asked to help manage the restaurant!
I began as a busser, moved up to a server and then got the chance to bartend, however, all of those promotions paled in comparison to the day my manager told me to begin helping him run things. The primary reason for this was the fact his assistant manager recently quit and he was dealing with personal issues at home. Regardless of the reasons, I felt in charge!

Immediately I jumped on the computer and began looking at spreadsheets and schedules. I double and triple checked the budgets and sales goals. We were not hitting our sales goals and shockingly were not even coming close. Time for me to save the day.

I jumped into action by creating new specials and changing the schedules to try and lean things a bit. I reduced the number of acceptable comps each server had and focused on upselling at all times. None of these were necessarily bad, however, I soon realized that I was poorly navigating this ship.

Less than a week into my tenure as “boss,” a small mutiny began. Finally, one of my good friends, and now a server that reports to me, called me out on my micromanagement and poor leadership. He literally stared me in the face and said he was going to quit if I did not change my approach…This was one of my best friends!

“Managing a restaurant is not as much about managing money as it is about managing people!”

I was stunned and hurt, however, this ended up being one of the most important days of my career because I learned that managing a restaurant is not as much about managing money as it is about managing people.

Poor communication is a prevalent issue for all restaurant managers. Furthermore, roughly 70-90 percent of communication is non-verbal and we live in a society today that relies heavily on electronic communication. helps you pick up the non-verbal communication through any and all written text. Whether email, text messages or social media, Mandy serves as a consultant to augment your communication and guide you to be the best leader for your team.

By combining employee engagement and sentiment analysis, Mandy offers deep insights into what your team is feeling and thinking. By highlighting what is working as well as the issues most pertinent to your employees, Mandy guides you to resolve these issues and bridge the communication gap.

Mandy provides daily reports that track your progress and quantify these qualitative analytics. This allows you to monitor improvement and growth as you build a stronger team.

Ultimately, Mandy leverages you with the information you need to best lead your team. This new technology will not only increase your employee productivity but also reduce turnover. Keep in mind that a departing employee will cost you roughly $4,000! By keeping just one employee a year, Mandy delivers an amazing ROI.

Rethinking Employee Wellness: Speaking to the Mind

nurture employees

Rethinking Employee Wellness: Speaking to the Mind

“Wellness” is a relative newcomer to the buzzword family of corporate life. But it matters, and it’s quickly rising to a high priority in many organizations.

By Jared Lafitte

Historically the term has had a health connotation, bringing to mind exercise programs and group yoga options and on-site dieticians. But wellness is much broader than taking care of one’s physical body. In recent years Google conducted a study on what makes great teams. Psychological safety, a sense of trust and security and freedom to express oneself without penalty, was far and away the most common and dominant characteristic named in the study. Team strategies, the accomplishments and expertise of the leader, and the skill blend of the team all stand behind psychological safety as the primary predictors of a team’s long-term success.
This is because psychological safety and an environment of trust are a precursor to these other behavioral and tactical elements of a team’s culture. One must have a healthy environment in which to function if one is able to function at all. And the assumptions one has about their environment, such as whether they will be respected and trusted, must be solidly and healthily in place for them to be able to execute their duties effectively.

This helps explain why there are organizations the world over that brim with talent and expertise and experience, yet cannot catalyze or capitalize on what they have, because they are fundamentally flawed in the environment they create and perpetuate.

It stands to reason, then, that employee wellness, or the enterprise of ensuring that employees are healthy, happy, and whole in their environment, is inextricably tied to the psychological safety of their workplace. Wellness is not simply a matter of physical health; it’s a matter of mental health and one of nurturing the right environment of psychological safety in trust to ensure an employee is well taken care of.

And so any company that endeavors to craft a solid employee wellness program should focus first on Maslow’s list of priorities before yoga mats and diet seminars. Are they primarily, actively and regularly concerned with developing a basic environment of security and trust and psychological safety before moving up Maslow’s ladder toward more advanced things like exotic exercise and retreats?

Employees have greater flexibility and options in choosing their work environments than ever before, and the war for employee talent is fiercer than it’s ever been. Money is great and perks get attention, but the company that actively fosters the best environment for an employee’s mental well-being has the greatest chance of retaining him or her.

Are you taking active steps to nurture an environment of psychological safety in which employees are free to express themselves and there is a basic standard of trust and respect?