Start Treating Your Applicants Like Your Guests

I keep reading that so many companies are short-staffed, yet I know great people whom I've worked with that are applying for 50+ jobs and hearing radio silence.

Something's off. Hiring practices need a hard look.

When someone applies for your company, chances are they know someone who's worked there, they've had a great meal at your spot or you have a great reputation.

Whether or not you hire that person, you still have an opportunity to make a connection, offer an experience that exceeds their expectations and create a guest.

No one likes to be kept waiting at a table without being greeted.

Why should them reaching out about a job be treated any differently.

Putting it simply, a job application is not just a resume; it's a human being with experiences and dreams.

It's about time we put 'hospitality' back in 'hospitality industry'.

The next time someone applies, deal with them not as a number in a database, but as a prospective customer who might review your restaurant on their next visit.

Take-action: The next time you have a job application, don't just read the CV. Engage them, treat them like a potential customer, and watch how it impacts your business positively.

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Christin

Why Your Employees are Not Using their Benefits

I have a client who is currently seeking a new job, and our discussions have revolved around their desired lifestyle and finding a job that aligns with it, in regards to schedule, salary and benefits. 

This process has prompted me to reflect on my experiences interviewing managers throughout the years, particularly the conversations I've had with candidates where I focused on promoting the company's benefits.

In retrospect, I realize that I should have been inquiring about the lifestyle they aspired to lead in order to determine if the company would be a good fit.

While most candidates seemed impressed by the comprehensive benefit packages we offered, many of them didn't fully take advantage of these benefits beyond the basic health insurance coverage.

This has led me to ponder whether we were providing the right set of benefits. After all, benefits are intended to attract and retain talented individuals.

However, in most of the companies I've been associated with, we primarily discuss benefits during the onboarding process and rarely revisit the topic unless it's time for open enrollment, when we inform employees about increases in insurance rates.

Today, I want to highlight an exceptional case that occurred during my tenure at Sweet Cow in Denver. As part of our benefits package, we provided a $100 monthly wellness stipend to each manager.

This stipend was clearly outlined in their profit and loss statements, and it was my responsibility to review these statements and inquire about any unused funds.

The unused funds were not a result of desire, but rather the result of poor time management or a lack of understanding of what the benefit could be used for.

During these conversations, we realized the need to enhance the flexibility of our wellness stipend to better cater to the individual needs of our managers.

We also began to understand the importance of having monthly conversations with employees to remind them that we offer benefits to enhance their quality of life, something that was important to our company culture.

Rather than simply reacting to their requests for specific benefits, we aimed to foster a proactive approach to self-care among our managers.

The outcome was the development of a clear, concise, and customized benefit package that aligned with the unique needs and lifestyles of our managers. This new package served as an excellent reflection of both the collective and individual preferences of our team, as well as the culture of our company.

When was the last time you evaluated your benefits to assess their utilization and determine if you're investing resources in benefits that don't meet your team's needs or desires?

Christin

Initiating Personalized Leadership Development Conversations with Your Boss and Hiring a Coach

Throughout my career, I have always placed great importance on leadership development.

It was a priority not only for my personal growth but also for the betterment of those working alongside me.

I devoted countless hours to reading books, attending leadership seminars, and seeking inspiration from various resources.

However, I must admit that I sometimes fell into the trap of absorbing valuable insights without effectively implementing them or allowing them to influence my team.

Deep down, I yearned for a more tailored approach to leadership development, one that resonated with my unique style and aspirations.

But the challenge lay in finding the right avenue to fulfill this desire.

It seemed elusive, like an uncharted path waiting to be discovered.

Embarking on personalized leadership development requires initiating conversations with your boss and considering hiring a coach.

This blog offers tips on how to approach your boss and make a compelling case for resources tailored to your growth.

Reflect on Goals and Needs:

Take time to reflect on your leadership goals and challenges before speaking with your boss.

Research Relevant Resources:

Explore coaches and programs that align with your goals and leadership style.

Schedule a Meeting:

Request a meeting with your boss to discuss your development aspirations.

Communicate Passion:

Express your passion for personal growth and share past improvement examples.

Present Benefits:

Highlight the benefits of personalized development, linking it to team success.

Showcase Your Plan:

Present a well-thought-out plan addressing your needs and desired outcomes.

Be Open to Feedback:

Listen to your boss's concerns, address questions, and reassure them of your commitment.

Explore Available Resources:

Inquire about existing coaching programs or professional development budgets.

Consider Hiring a Coach Independently:

If necessary, invest in an external coach aligned with your goals.

By initiating conversations with your boss and considering a coach, you can take meaningful steps toward personalized leadership development. Reflect, research, communicate, and present your plan to create opportunities for growth and success.

Christin

Embracing Vulnerability: How My Professional Coach Gave Me Permission to Be Authentically Messy

When I decided to take the plunge and enlist a professional coach, it felt like jumping into an unknown abyss. I was stuck in limbo and desperate for change but had no idea how to begin my journey down this unfamiliar path.

With their help though, I'm now well on my way!

My first session was March 9th of 2022. My coach, Ryan, laid out some ground rules for us but the most important one he said was to “show up as myself no matter what.” 

This permission was something I had never heard before from someone I considered an authority nor ever given myself.

As a leader, I was taught, you are always on stage, always have to be positive, leave your shit at the door, lead by example. Sure, I was told to be myself but never to show up as I was.

This created a really safe space for me and is something I cherish and pass along to my clients. 

He also told me he would speak hard truths a.k.a call me on my shit. He still does this to this day when he hears me start to beat myself up. I can be vicious to myself sometimes mentally but I am working on that :)

He also told me I didn’t need to come prepared everytime we met. This was refreshing as I have put so much time and energy in my life being prepared for everything. It’s exhausting.

I remember getting off that first zoom call full of hope for the first time in awhile. I had found someone who wanted to help me do some serious investing in myself. Yes, I had a very supportive husband and incredible boss, but this was different. 

I had found a partner. 

I didn’t feel alone anymore.

My first challenge to you: Find a partner.

Find someone who supports you, calls you out on your shit, holds you accountable and allows you to show up just as you are.

Christin