| Over the last two decades I have consulted to, | | | | have had such little use! |
| provided workshops for, and delivered keynote | | | | Managemento Commandingo Solving problemso |
| presentations on leadership to a variety of | | | | Directing and controllingo Seeing people as they |
| restaurant chains and individual restaurant | | | | areo Empoweringo Operatingo Pushingo Heroic |
| managers. I continue to be surprised by the | | | | managero Quick fix to symptons |
| general confusion between management and | | | | Leadershipo Coachingo Enabling others to solve |
| leadership. Managers push, leaders pull. Managers | | | | problemso Teaching and engagingo Developing |
| try to light a fire under people, leaders stoke the | | | | people into what they can beo Partneringo |
| fire within. Managers command, leaders inspire. | | | | Improvingo Pullingo Facilitative leadero Search for |
| Managers use position power, leaders use | | | | systemic root causes |
| persuasion power. Managers control, leaders | | | | Growing Spaces |
| foster commitment. | | | | I enjoy perennial gardening in our yard. As I have |
| For some reason the contrast between extreme | | | | tended our gardens over the years, I am |
| management and leadership seems to be | | | | continually struck by how some plants will do well |
| especially sharp in the restaurant business. | | | | in some locations and terribly elsewhere in the |
| Management tends to be at the extremes edges | | | | garden. Each spring and fall I move plants around |
| in this industry. It often involves fear and | | | | to match their preferences for particular soil, wind, |
| intimidation. How can fearful and angry serving | | | | and sun conditions, as well as their proximity to |
| staff turnaround and provide great service? | | | | other plants. At times I have been pleasantly |
| Research clearly shows that they don't. As Don | | | | surprised by how some lackluster plants have |
| Cherry might say, it's not "rocket surgery." | | | | suddenly thrived in a new location better suited to |
| Unhappy and poorly served staff passes how | | | | their needs. Since each perennial has a different |
| they are treated to their customers. In today's | | | | bloom time and length, one of the gardening |
| workplace, a management style of pushing people | | | | challenges is to keep color spread throughout the |
| around often pushes the highest performers right | | | | garden from early spring to late fall. It's one |
| out the door. | | | | reason I never "cheat" by using annuals that |
| Maybe it's just because I was raised on a farm, | | | | bloom all summer long. A constant chore is cutting |
| but whenever I hear managers use the term | | | | off old blooms to encourage new ones and |
| "head count" (and I hear it a lot), it grates on me | | | | pruning plants that are becoming overgrown. |
| like fingernails scratching a blackboard. When | | | | Managers often use a "one size fits all" approach |
| managers say things like "we've got to reduce | | | | and try to "mass grow" people. Leaders work |
| our head count" I immediately think of cattle. In | | | | with people to discover where they are best able |
| the community where I grew up, farmers would | | | | to thrive and succeed. Like a good gardener, |
| ask each other questions like "how many head | | | | leaders treat each person in their organization as |
| are you milking?" when talking about cows in a | | | | an individual with his or her own unique aspirations, |
| dairy herd. People were never referred to this | | | | strengths, and characteristics. Leaders then work |
| way. | | | | to put people in the best place for them to thrive |
| Despite all their pious declarations about the | | | | and succeed. They mix and match team |
| importance of people, leadership, and values, far | | | | members to build a well-rounded team that can |
| too many managers treat people in their | | | | show its best colors according to the season - or |
| operations with about as much care as they | | | | is best suited to the current operating conditions |
| would attach to fixtures, equipment, or | | | | of the organization or the team. Leaders tend to |
| décor. They are just one more set of | | | | each person on their team and coach them to |
| assets to be managed. These just happen to be | | | | change habits or prune overgrown methods that |
| breathing and have skin wrapped around them. | | | | may prevent further growth. They are |
| Managers who view "their people" as property are | | | | consistently moving team members around to |
| cold and dispassionate. In fact, they would make | | | | avoid overcrowding and to bring out the best in |
| perfect donors for heart transplants - their hearts | | | | each person. |