Management

How Passion4Hospitality can shape your career

Here’s a little feel-good story worth sharing about a Management Graduate with a promising future in the world of hospitality. We finally said Hello at SkillsLondon when we both represented

BaxterStorey

in our roles as Springboard Ambassadors 

(see picture)

Full Article Here:

https://www.instituteofhospitality.org/news/2013/december/simrian_kaur

"Participating in the Institute of Hospitality's P4H Student Debating Competition and Careers Forum led to Simrian Kaur finding a job that she really loves.
Having worked all through university, Simrian had a choice of more than one graduate position…"

Simrian Kaur and Thomas Kilroy: Meeting at the P4H debate led to an exciting new job opportunity...

If you are a student or (or even a lecturer) in the field of Hospitality, I can only urge you to get a team signed up. This is a fantastic opportunity to demonstrate your leadership potential… and who knows what doors you might open?

Please feel free to leave a comment. And if you enjoyed reading this you may like other related posts listed below. To receive future posts don't forget to subscribe via email (just enter your email above), or by RSS, or why not follow me on twitter

@mykitchensync

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Five great nuggets of advice to kickstart your career.

Last week I joined a number of Oxford Brookes University alumni to share our career experiences with an audience of management graduate students. All of my co-panellists spoke eloquently about their transition from study to employment and the myriad of opportunities they encountered along the way. 

In doing so, each had a little nugget or two of advice to offer the students setting out on their career paths of the future. Here are five worth considering:

1) Find the job you would do for free and build a career around it. 
I wrote a broader post about how to figure this out here. Starting out I just wanted to be a chef, but that lead to patisserie, then to restaurants, then to cooking demonstrations and TV, then consultancy, then management, then marketing, then social media and here we are. Back to you. Although the scenery may have changed, my vehicle was always hospitality and it was fueled by my desire to create great guest experiences. And guess what? I do it at home for free when we throw a dinner party.

2) Travel, learn a language and immerse yourself in other cultures.
Immerse yourself in other cultures
Try and do this while you are young and independent, because later in your career you will be swayed by other commitments which will talk you out of it. And why is this experience so important? At some stage you will be required to lead a team and understanding how we communicate will be fundamental in getting the best from your team. As Peter Drucker once said "Culture eats strategy for breakfast". You can put all the plans you like in place, but if the culture of your team, company or customers are not aligned with that plan, then you are setting yourself up for failure. Talking of which..

3) Embrace failure, learn from it and move on quickly.
We all have setbacks in our lives, but it is how we react and deal with them that sets us apart. If you can demonstrate your ability to bounce back from failure, you will show up on the radar of senior management or investors. Many, if not all of the greatest business leaders have been through some form of life changing setback which made them stronger and more measured as a result. Did you know Richard Branson has dyslexia? There's a fascinating article about some famous adversities here.

4) Be yourself, but bring your 'A' game.
Nobody is as well reahearsed at being unique as you are. If you're still trying to figure out certain aspects of who you want to be, don't worry. Most people are. Try and work with people you respect, learn about people you admire and don't be afraid to emulate their mannerisms, behaviours and thinking. However at some point you have to arrive at the person YOU ARE. When that day comes, you will have gained a huge advantage on many of your colleagues and competitors. (Bonus tip: also don't forget you can learn from the people you dislike about the kind of person you DON'T want to be. An equally important distinction.) As for your 'A' game - that simply means work hard, play hard. Make sure however that you know the distinction, because confusing the two is where most of the energy will be sucked out of your career on that ladder to success.


5) Don't underestimate loyalty, respect and determination.
These should be qualities you display and qualities you seek out in the people you work with. Sometimes you are faced with making a decision where you might appear to be letting someone down (leaving a job, re-locating, turning down a promotion etc). But if the overriding verdict was out of loyalty or respect for someone else, or as part of your determination to grow as a person or leader, then the other party will respect the outcome. A simple question to evaluate this thought process is to ask yourself: Is this the best I can do? Business leaders know they can teach tasks, duties and processes, but they can't 'teach' integrity. That comes built in as part of your character. Bring that as part of your 'A' Game and the road will rise to meet your journey.


These are just five. If you have any other qualities, characteristics or nuggets of advice to offer someone starting out in their career, please take a minute to write a small comment below. Who knows how inspirational that might be to someone.


Please feel free to leave a comment. And if you enjoyed reading this you may like other related posts listed below. To receive future posts don't forget to subscribe via email (just enter your email above), or by RSS, or why not follow me on twitter @mykitchensync.

What has the Institute ever done for us?

A rather flippant title which paraphrases the old Monty Python scene in Life of Brian, but it underlines my basic premise here that you only get out of something what you put in.


Although I only joined earlier this year, the Institute of Hospitality has been a little bit of a revelation for me. The networking opportunities, the chance to discuss and share industry trends and business latest with like-minded professionals and ultimately, having a forum where I can put something back into the industry, are some of the main reasons why I enjoy being a member. In short, it's that satisfaction of being part of something really worthwhile that counts and I happen to like what the Institute of Hospitality stands for and the people it represents.

But not all members are made in the same mould and I suspect there are one or two who begrudgingly fire off the annual cheque and wonder what good it has done them beyond a quarterly magazine and a shiny plastic card in the post. From one end of the year to the next, they shy away from attending events or spreading the Insitute's message. Whether or not they can be encouraged to participate more, I'm not sure. I guess at least they are sending in a cheque. And I know that it is gratefully received, so please keep doing that.

With this in mind, I was very interested at the Annual Lunch to hear two or three different conversations on the challenge of attracting new members. As an organisation, the Institute has a lot to offer, but I have a feeling that not too many people in the wider industry are aware of what it is or what it sets out to achieve. People who don't have the words Hotel or Director on their business cards for example. Or don't even have business cards for that matter. Although from what I have seen, this does look set to change with some renewed energy.

Now, if you’re not a member and wondering what it is the Institute does, then go to their website here and have a look. It’s a professional body that offers training resources, industry guidance, personal development and the most fantastic networking opportunities imaginable to really boost your career prospects, business credentials and industry profile.  Whether you are a student (especially if you are a student!), a manager or an entrepreneur, I would urge you to consider becoming a member. And if you’re still not convinced, then give them a call to see if there is an event happening near you. Go along and see what you think. And whatever you do, make sure you follow them on Twitter (@IoH_Online).

If however, you are currently a Member or Fellow of the Institute reading this, don’t pat yourself on the back too soon, because (upstart that I am) I have a challenge for you. Why not pay it forward? I am sure you have been rewarded by your membership over the years, but the Institute needs new members and revitalised energy in the pipeline. Why not pick out an aspiring and talented younger member within your team and reward them by sponsoring their first year’s membership fee. Get them involved, get them motivated and get them talking about the Institute’s good work. That small contribution could make such a big difference to the future of the Institute. More importantly, it could make a profoundly big difference in the future of their lives.

It’s what you put in that determines what you get out. So perhaps the title of my post should have been ‘What have you done for the Institute lately’?

We're not looking for anyone too ambitious right now.

I couldn't help going over to shake hands with a senior Director from a rival Catering Company who I spotted in the crowd at the Savoy Hotel yesterday...
"You probably don't remember me, but you interviewed me for a job about three years ago."
"Don't tell me I didn't hire you."
"You didn't hire me."
"Who do you work for now?"
"Eh, the chap about to give the lecture. Just celebrated three years with BaxterStorey last Friday." 

I'll never forget his summing up of me in that interview:
"Thomas, I can see you are so ambitious, that whatever I do offer you, you'll be banging on my office door within eight months demanding a newer bigger  project."
And...?

More points on that Tesco purchase...

While tidying up my last post on that Tesco acquisition of Giraffe, I was surprised to note the backlash being meted out to the restaurant chain's founders, reducing Juliette Joffe to tears of despair as she defended the move in emails from 'appalled Giraffe loyalists' according to this article in the FT.

And, oh boy is there gnashing of teeth in the comments section at the end of articles such as this. So much so, I'm surprised they're not calling on our newly-annointed Dear Leader Pontiff to perform an exorcism on the Tesco Board of Directors to reveal which one of them is in fact the Devil incarnate. "Calm down Dear!" as ol' Winner used to say. (I do miss him, oddly enough.)

I agree there is a lot of disdain for Tesco, and that is an issue for them to work through if they are to rebuild the nation's trust in their brand, but to take out such anger on hard-working risk-taking entrepreneurs like the Joffes - who simple made a VERY smart business decision - is just plain silly.



From what I can see, they dared to dream and took a restaurant idea from a holiday napkin through to realising a £25m return on investment within just 15 years. That sounds like the kind of opportunity most people would snap your hand off for. Why shouldn't they sell to the highest bidder? And more importantly, what business is it of ours to berate them for it? After all, they have said they're staying on to oversee the expansion. At least wait and see.



In response to my previous piece, the point was put to me this morning on Twitter that this might be a great deal for Tesco, but it's not so great for the consumer. I agree with the sentiment and certainly in this case, time will tell. For this deal to work for you and me, the Tesco Board should leave the Giraffe operation in the capable hands of the restaurant operators who started it in the first place.

Selling value while ignoring values
If anything the Board needs to keep a laser-like focus on the wider issue of Tesco's attrocious brand perception with the general public. I'm sorry, but A5 leaflets saying you're changing while STILL pulling products is not good enough. The company needs to get back to basics in delivering terrific customer service while concentrating on getting the supply chain, human resource and core business values right back to the top of the agenda. If you are going to turn the brand around, then do your marketing team a favour and work from the premise that you can't polish a turd.


To Juliette and Russel Joffe, I say Congratulations to you both. Celebrate the success, persevere with the plan and ignore the spitefulness. After all.. haters gonna hate.



A Leader who knows his Onions


A colleague of mine recently had to give a short presentation which involved describing a leader that inspired her, but using food as the analogy to describe that leadership inspiration. Her challenge caught my imagination and we had an interesting discussion about it. As we are in the catering sector, the humble onion is one ingredient that gets overlooked in our business and yet underpins so much of what we produce from our kitchen. With that in mind, here is a leadership analogy that might just work for you.



An onion packs lots of character despite its size. 
And like a true leader, this appearance belies an unflinching willpower that’s fueled by passion. (Be careful of the smaller ones, they tend to have more bite!)


If you cut an onion open during a meeting, it’s aroma will definitely stand out.
… and this ability to ‘stand out from the crowd’  and leaving that memorable impression is what turns a good leader into a great one. 

However, the same onion has a harmonizing effect when cut within a kitchen.
Skilled leaders create harmony and team spirit by motivating the people around them.

Sometimes the humble onion leads from the front - just look at French Onion Soup. 
- true leaders don’t shy away from situations that others might find very challenging.


And in other recipes the onion leads from behind by bringing out the best in other flavours.
Through empathy, influence and skillful maneuvering, a smart leader can energise the team to raise their game. 
Onions add bite & texture when thrown in a salad, but cooked down in a sauce they add sweetness. 
Different challenges have diverse paths to a solution requiring the canny leader to think outside the box and encourage the team to explore those paths.

Cutting across an onion reveals a number of rings - symbols of both strength and continuity. 
Like great leadership, these represent new experiences or challenges, with one bigger than the last.



And as any search on leadership will tell you, an onion - just like our proverbial leader - is made up of many layers. 
For me, each layer represents a chapter in our experience that moulds us into the type of leader we are today.
As for stripping them away, you might think there will be nothing left. But paradoxically, I believe we are left with ‘everything else’. Put simpIy, the leaders who shaped our early behaviours, continue to influence our decisions today. So it is vital to seek out - and offer - great leadership!
If nurtured under the right conditions, an onion can be cultivated to produce a future crop. 
This can also be said of true leadership skill. Be that manager, mentor or coach.







One final point about the humble onion: 
like any great leader, they also have the potential to move you to tears.

Five Key Management Philosophies

My company have invited applications for a new and very exciting ‘Leadership Academy’ training course which involves a year long course of study, field trips and projects for the twelve successful candidates lucky enough to be chosen to take part. The process involved a number of essays being submitted which is to be followed up by an assessment day held in London at the end this month.

Due to my hectic schedule over recent weeks (more about that later), I have to admit that I have been neglecting you guys for too long now, so I thought I would adapt a couple of my essay submissions and share them with you since I think they come from an interesting perspective....

Management Style

The Management Style I have developed over the last 20 years can be distilled down to five key philosophies: Inspiration, Delegation, Discipline, Ownership and Trust.

Inspiration is the fuel that gets your personal and team goals off the ground and keeps the group moving towards that vision. When all is going well, this can be self-fulfilling. However during difficult circumstances it is your ability to inspire that can pull the team together and drive individuals to achieve their maximum.

Delegation is the front line attack in freeing up your schedule if you are to get the real work done of planning and leadership. In my current role, the stock take is a collective team effort, while our Head Chef finally has a computer to work on after 10 years in the job so that he can communicate directly with the client and suppliers. This frees me up to spend time on further training, assisting other sites with my  operational experience or on the frequent marketing projects that hit my inbox.

Discipline is twofold: discipline within yourself to strive for excellence at every level and discipline among your colleagues to understand what is expected of them and the boundaries they have to work within. As employer and Chef Patron in my restaurant operations, I have always encouraged my chefs to teach the Kitchen Porters how to prep the dishes, but no chef is entitled to change a recipe without my consultation since the business depends on our food and service consistency. Incidentally, shelling langoustines during downtime for a steward also has the knock-on benefits of motivation, development, delegation and succession planning.

Ownership is a fundamental tool of empowerment that I have always given my team if they are to have full confidence in their role. At the height of my success as an entrepreneur in Nepal, a typical service saw my teams serving hundreds of guests across multiple venues. This meant relying on my staff to make decisions in my absence that would reflect the values of the business. For example a complimentary Irish Coffee sent to a table celebrating a birthday or a personalised dessert served to a VIP. This resulted in an abundance of goodwill and repeat business which greatly enhanced our bottom line, not to mention our brand equity.

Trust is possibly the most difficult entity to fully appreciate and develop within a team. And by trust I don't mean vigilance that your staff might steal from you (values-based recruitment should avoid this), I am referring to
i) trusting each team member that they will deliver their best work at all times.
ii) inspiring the team to collectively trust in my leadership ability.
iii) encouraging team members to trust in their own ability to deliver excellence.
iv) fostering a fun yet professional atmosphere where staff trust each other.

Without this mutual trust, I have found one can end up micro-managing your staff or worse, doing their job for them and this is a huge waste of your energy and their potential. To avoid this, I have a simple policy: I trust my staff to get it right (and we share the credit), however if something doesn't go according to plan, then I trust them to tell me first (and we share in finding the solutions).

What are your key philosophies in Management, and do they work for you?

Google: Your People Skills

So, according to an article in the New York Times, the "people analytics" teams within Google decided they would trawl through 18 months of personnel files, staff feedback and management meeting notes, feed the answers into an algorithm to distill the data down and have finally come up with an eight-point plan to becoming a great manager within the Googleplex.

Although a noble (if extraordinarily over-engineered) piece of navel gazing, the results were not as pioneering as Google perhaps hoped for. I suspect the boffins would have arrived at the same conclusion had they fed the twenty best-selling business motivation books into the same algorithm... especially with such familiar sounding mantras floating to the surface as "have a clear vision and strategy"; "be a good coach" and other nuggets of obviousness.

Cynicism aside however, I think this scientific study based on empirical evidence does confirm what we suspected all along: that great management is about having great people skills. All-to-often managers believe that having a superior knowledge and experience of the tasks they set their subordinates will be enough to turn them into great managers. If this were the case, then why don't we see Premier League managers run onto the pitch to replace an injured team member in the dying minutes of a huge game. Simply because their job is to manage, not to play.

To be a great manager, you must hone your skills in getting the best out of your people. What sort of skills am I referring to? Skills in listening, coaching, mentoring, leading (by example), communicating, mediation, fostering trust, showing empathy, instilling discipline. The list goes on. In short, you have to be 'in tune' with each team member and with the team as an entity.

Put the whole together and it sounds intimidating. If this is the case and you don't know where to start, then start small by beginning with yourself. Follow these basic principles and you will quickly see results:

Get your office in order.

  • Turn up on time.
  • Be smartly dressed.
  • Keep your language in check.
  • Think twice about everything you say and do.
  • Get your office in order.
  • File everything (and keep it that way).
  • De-clutter your desk (and keep it that way).
  • De-clutter the workspace (even that dirty old radio someone thought was a good idea).
  • Keep your door open whenever you can.
  • Smile, spend time with your people and be receptive.
  • Listen actively.
  • Reflect on the consequences (before as much as after.)


Guess what? On a subliminal level, you are now moulding your people. If you extol these virtues diligently, you will quietly influence your team to follow suit thus creating a more professional environment. Now just build on that with the eight-point Google plan, or better still, seek out training and experience opportunities within your organisation to further understand this vital area in team leadership.