Ensure a nice-looking Counter Product Display
Communication
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What does it mean?
Mastering the skill of Communication means the ability to initiate constructive dialogues and actively share feedback with Juicers according to a situation in a well formulated manner.
This requires a transparent and inclusive structure for why, how, when, where and to who you communicate a specific and clear message for it to be recieved and understood well.
A rule of thumb for a Leader is, that you can never over-communicate. A message should rather be given twice than not at all. "Repitition is the mother of skill" when communicating.
Main Theory
Verbal & Non-Verbal Communication
Words alone is not enough for an RM to get an important message across to the workforce. The RM needs to master the balance of using both verbal and non-verbal communication in the daily work to communicate effeciently.
Verbal Communication:
This involves using words and language when sharing thoughts, ideas and feelings.
How to improve:
- Pay attention to each word and understand the deeper meaning behind them
- Practice active listening with ears, eyes and body.
- Focus on choosing the right words, speaking clearly, and adapting language to different situations.
Non-Verbal Communication:
This involves using gestures, facial expressions, body language and the tone of voice. It’s basically how we communicate without using words, but instead using emotions and attitude to get a message across.
How to improve:
- Pay attention to body language and control facial expressions.
- Maintain eye contact and demonstrate interest.
- Focus on matching your message to a specific tone of voice to appear more confident.
Examples:
- If an RM strives to demonstrate excitement, then use a more enthusiastic tone and gestures.
- If an RM strives to demonstrate empathy, then use a gentler tone and practice attentive listening.
Overall:
To put things into perspective when analyzing communication. More than 55% consists of body language, 38% consists of the voice and only 7% are the actual words.
The Communication Guide
Go through the Daily Communication Guide below to get an understanding on which message should be communicated via. which platform. A physical message cannot always be given, why it's important to master different communication channels.
Physical + Digital = Good Communication
The daily work as a Regional Manager consists of a lot of communication both written and orally. As a rule of thumb, the strongest combination of a message being communicated is when you are able to give the message face to face first and then sum up the important points digitally e.g. in an email —> Physical Message + Digital Message = Good Communication
Example on Good Communication
- Message: A store has had an unacceptable amount of complaints the last couple of weeks.
Step 1: You meet up with the BM doing a One-one-One Talk to go through the complaints and talk about what actions that need taken.
Step 2: After making an action plan on how to prevent the complaints from happening again, you email the BM a summary of what you agreed. In that way, the BM can always go through the email to freshen their memory or have a reference point for a message given further to the team.
Conclusion:
You need to prioritise your time, but never forget how strong the physical communication actually is. It can easily be forgotten in a busy week where it is easier to email the receiver of the message. In the long run, you can safe yourself a lot of time by following these steps in a communicative message:
1. Reflect on and choose the appropriate communication channel(s)
2. Form a proper and well-descriptive message
3. Provide a strong inevitable “WHY” which essentially gives the receiver the eager to follow the instruction going forward and not just that one time.
If you can manage to practice proper communication, you can save yourself a lot of time by not having to give the message over and over again.
Secondary Theory
Communication in Meetings
A Rule of Thumb:
Before deep diving into how to approach meetings, an RM must understand this basic rule of thumb when engaging and motivating Juicers through communication:
EXPRESS PRAISE IN PUBLIC, EXPRESS CRITICISM IN PRIVATE
Two purposes of any meeting:
An RM should reflect and consider the two goals and purposes below when hosting a 1:1 meeting:
Key principles for a Staff Meeting:
Below are some key steps to gain inspiration from when hosting a staff meeting as a Regional Manager:
1. Preparation
Prepare by having a structure to the meeting, outlining what you will go through today. This will signal professionalism and create more constructive and interactive meetings where everyone participates.
2. Agenda
Always start off the meeting by setting the agenda for the day. This will align everyone at the meeting and give direction to what the focus should be.
3. High Energy
If you present a new initiative with low energy, why should the Bar Managers care or be excited about the subject? Focus on telling the reason ´Why´ we are doing this, and deliver the message with excitement, care, and emphasis.
4. Importance
Never have an attitude of “We need to go through these points today”. It will signal that what you are about to discuss is not of any significance or something that was forced on us. Make the message important!
5. Narrow it down
Avoid trying to implement too much at the same time. It is not possible to achieve everything at once. Decide on one initiative to implement at a time. As long as there is progress, we are moving forward.
6. Inclusion
It is important to include your attendant’s opinions as much as possible. Ask them how they feel about the discussed case. If they are a part of the decision making, it will be easier for them to implement it as they have ownership in the solution and agreements.
7. Follow up
Meetings must always include a follow up on the progress of the initiatives decided/agreed. Without the follow up it is impossible to decide whether or not we are moving forward or what alterations that are needed to be made for the future.
The Conversation Formula
An RM should follow the below 3 headlines when arranging a meeting or attending a difficult conversation:
STICK TO FACTS
Always stick to clear facts or data when the difficult conversion is about someone not performing at the expected level. The person should not feel like the conversation is a personal attack. You need to provide clear and specific situations to the table where it is clear for everyone that the action(s) were wrong.
Stay professional, but be sincere
It is important to stay professional and understanding throughout the whole conversation no matter the circumstances. You must understand the employees perceptual positions and understand every aspect of the situation and then try guide them in how the problem can be solved. At the end of the day, it is in everyone’s interest to make the person perform at the best possible level.
USE FEEDBACK FORMULA
Plan the dialogue according to following formula
1. Positive Feedback
2. Negative Feedback
3. How to improve
4. The Why
Start by focusing on something positive to ease up the conversation and create a descent environment. Then move on to the negative points and explain the flaws or underperformance in a way that makes sense for the employee. Make a plan and agree on how the individual can improve the performance. End off with explaining why it is necessary to change their actions or behaviour and where it essentially can take them in the company.
Situational Leadership and Chameleon Commander
Many messages, guidelines and information have to be given to each of the BMs on a weekly basis and it is in everyone’s interest to make this process as smooth as possible. It all starts with you! You are the one who is giving the message. This means that you are in charge of doing what you can to make it as easy to understand and process for the receiver (BM) as possible. One of the main learnings as a RM is that you need to change your behaviour and commands towards each of the BM’s personalities to ensure that the message is received and understood (situational leadership). In other words you need to be acting as what we call the Chameleon Commander.
All people are different and the way a person is able to digest and understand a message is determined by how well their personality is shaped to receive the given message. Four BMs in a region can have different personality traits - then it is beneficial if the Commander (RM) is able to change the approach how the message is given.
Example on Chameleon Commander
Message = Four BMs need to focus heavily on Correct Waiting Time (CWT) due to negative patterns in all stores
Approach 1
Hand over the message in a calm and structured way breaking up the task in different phases that the Structured BM easily can relate to.
Approach 2
Hand over the messaging an energetic matter that makes it exciting for the BM to focus on.
Approach 3
Hand over the message focusing on how the BM in a social and fun way can make the team focus on CWT.
Approach 4
Hand over the message reminding the BM of how CWT can increase other KPI’s in the BM Report (Returning Customers, Turnover, etc.)
If the RM learn each of the BMs strengths, weaknesses and personalities, and manage to shape their communication after this, they can ensure that all messages are received in the best possible way.
Sum Up
Verbal & Non-Verbal Communication
Words + Body Language
Efficient Communication
Physical Message + Digital Message = Good Communication
3 Step Communication GUIDE
1) Choose appropriate communication channel
2) Form a well-descriptive message
3) Provide a strong inevitable WHY
TWO PURPOSES OF A MEETING
Action & Behavior + Commitment and Passion
Chameleon Commander and Situational Leadership:
If the RM manages to act as the Chameleon Commander, they can ensure that physical messages are easy to process and understand for the receiver
Training
The training of Communication is divided into 5x exercises and 1x exam preparation that the RM must go through together with The Trainer.
This means that the training plan of Communication total requires 9 OH hours. If the Trainer believes the exercises need to be revisited, use the allocated exercise OH hours once again and request approvals from the Market Manager or HR Manager.
Exercise 1: Daily Communication
Objective
The objective of this exercise is to let the RM practice different kind of communication with a focus on how to keep a structure in the way they communicate.
Introduction
The RM will practice using specific communication channels in their daily work, as well as structuring communication with each of their BMs.
Step 1 - Setup Weekly Catch Ups - 15 minutes
Based on the communication guide and by using commander chameleon skills, explain to the RM the importance of setting up weekly structures of communication with each of the BMs.
Let the BM choose a date and time they are going to do their weekly catch ups and create calendar invites. Inform the RM that the catch up should either be a 1:1 Talk, Phone Call or Video Call and preferably take place either Monday or Tuesday where last week’s performance and events are still fresh on their mind.
Step 2 - Execute the Weekly Catch Up’s Together - 30 minutes
The following week: Plan to carry out the weekly catch ups together with the RM and guide them adequately in how to direct the conversation.
Step 3 - BTC Communication - 10 minutes
Inform the RM that another way of creating the appropriate forum for a good discussion is always to start out each shift in a store by asking these 3 questions:
1. Past: What was your biggest challenge previous week? Anything you struggled with?
2. Present: How is the general vibe in the store? Are people motivated and engaged in the daily work?
3. Future: Do you have any concerns regarding the coming period of time? What is the focus points and goals for the store? Are they reachable?
Tell the RM the importance of asking these questions regardless if the person in the store is a BM, SM or a Juicer. Tell them to consider the personality and adapt their questions towards the person they are having the conversation with like the Chameleon Commander.
Example 1: Some people are more introvert and considerate about what is being answered: Then you need to be patient and await.
Example 2: Other people are extrovert and outgoing: Then you need to direct the conversation and get it back on track if it’s getting out of course.
Step 4 - Practice a BTC Communication - 15 minutes
Visit an optional store in the RM's region and let them practice how to enter the store with the correct BTC Communication. Afterwards, bring the RM your feedback of how they managed to adapt the questions depending on the person in the store.
How to videos
Exercise 2: Bar Manager Evaluations
Objectives
The objective of this exercise is to let the RM practice how they can create motivation and development for the BM through one-to-one communication.
Introduction
Let the RM practice how they carry out well-functioning Bar Manager evaluations every second month.
Step 1.1 - Performance Review - 5 minutes
Inform the RM that we carry out Bar Manager Evaluations minimum every second month. Stress the fact that a Bar Manager Evaluation is not just a casual talk, but rather a session where the RM needs to set the scene for an open dialogue. Go through the foundational 3 topics for the dialogue:
Step 1.2 - BM Report Deep Dive
Inform the RM that they need to touch base on the performance of the store shown by various KPI’s in the BM Report. Focus on the bad patterns and poor KPI’s. Talk about why the performance looks as it does and what the BM can do about it? What kind of training do the Juicers lack?
Step 1.3 - 3-Month Plan Deep Dive
Tell the RM that they should evaluate how the 3-month plan is taking form. How is it going with executing the different tasks? Are there any changes? What about the focus area’s and goals provided? Are they reachable? What kind of support is needed to reach the goals in the plan?
Step 1.4 - Critical Thinking Deep Dive
Inform the RM that they should go through the learnings they have developed from working BTC in the store using their Critical Thinking skills. What specific areas of the operation needs to get improved? It can be regarding the store as a whole, the team as a whole or the performance of individual Juicers using the Staff Overview as the information sheet. The BM is responsible for making sure the store is running to perfection, but the RM is responsible of teaching the BM the right optics to do so.
Step 2 - BM Evaluation Questions - 5 minutes
Go through the usual questions of a Bar Manager Evaluation and inform the RM why the questions can be a good baseline for a dialogue:
Step 3 - The Crucial WHY / Sum Up - 5 minutes
Inform the RM that carrying out a BM Evaluation shows that they want to listen and take the time to talk openly and learn more about the state of things within the 4 walls of the store. Also, take them through the 3 benefits of Bar Manager Evaluations:
1. Buy-In
They show the BM that they want to include their own ideas in the coming 3-month plan. It will be easier for them to focus on a specific matter if they came up with the improvement point themselves.
2. Pipeline Suggestions
They will get a better view on how each of the Juicers and SMs are performing and if they should become a part of the pipeline and grow to next MoneyBall level.
3. Set up for success - Not failure
The RM will setup the BM for success. It will be easier for them to reach their quarterly goals if they guide them in how to reach their goals along the way.
Step 4 - First BM Evaluation - 45 minutes
In corporation with the RM, plan their first BM Evaluation with one chosen BM. You will be present as well throughout the evaluation and won’t say anything. Once the evaluation is done, bring your feedback on the quality of the evaluation focusing on how the RM managed to create an open dialogue with well-thought questions directed in a positive direction.
Exercise 3: The Difficult Conversation
Objective
The objective of this exercise is to let the RM feel more secure and confident about handling disciplinary actions in their region.
Introduction
The RM will learn about the different cases and how to handle them professionally.
Step 1 - The RM as The Operational Leader - 5 minutes
Remind the RM that it is their responsibility to ensure that all employees are following our general code of actions. Tell the RM that they will need to be acting professionally in situations where a difficult or unpleasant conversation needs to be initiated with an employee. WHY? If the RM doesn’t react towards employees who either underperform or break general codes of action (lateness or major break of standard procedures), other employees will start to decrease their efforts at work too which is damaging our brand and operation as a whole. Don’t be afraid of confrontation!
Step 2 - Most Common Difficult Conversations - 15 minutes
Take the RM through the most common topics for a difficult conversation:
1. UNDERPERFORMANCE
An employee has been underperforming and needs to step up performance
2. WARNING/DISCIPLINARY
An employee needs a warning due to a general break in codes of action
3. RESIGNATION
An employee needs to be resigned due to a major break in codes of action
4. POSITION STEP DOWN
An employee has been underperforming for a long time and needs to step down a position
5. JUICER SWAP
A BM and a Juicer have disagreements and cannot function in the store together
Explain the general guidelines for when each of the above conversations have to be activated by the RM.
Step 3 - Trainer to Share Experience - 10 minutes
Now share your own experiences regarding the difficult conversation with the RM. Take a minute to gather your thoughts going back in time and open up about how you managed to get the conversation done. What would you have done differently? What went well? How did the employee react? Did you manage to turn around employees in a positive direction - how?
Try and cover each of the 5x most common topics of a difficult conversation from Step 2.
Exercise 4: Communication in Staff Meetings
Objective
The objective of this exercise is to strengthen the RM abilities to host a Staff Meeting.
Introduction
The first part of this exercise takes place at an optional location and is followed by an important exercise when the RM host their first staff meeting, which either could take place in their bar or at HQ.
Step 1 - Staff Meetings - 5 minutes
Inform the RM of the usual three purposes of a Staff Meeting:
1) Bar Manager Meeting
These kind of meetings should be held minimum once every two months having the 3-month plan as the major agenda for presentation. Gathering the BMs in the special group they are is very strong. It is highly recommended to do BM meetings every month to create a feeling of unity in the region.
2) Implementation Meeting
Information about a new company initiative that needs to be presented by the RM to the region
3) Performance Meeting
A store has had some kind of negative performance or incident that needs to be straightened out. In this situation, it should rather be the BM doing the talking if possible, and the RM to support or add specific information
Step 2 - Plan First Staff Meeting - 75 minutes
In corporation with the RM, plan and execute their first Staff Meeting within the following 14 days after the exercise is done. The topic of the staff meeting should be one of the three purposes from Step 1:
Exercise 5: Upwards Communication
Objective
The objective of this exercise is to understand the importance of being honest and transparent towards senior management.
Introduction
Let the RM reach Proactive Honesty to solve and fix problems before they even occur.
Step 1 - Upwards Communication - 10 minutes
Inform the RM about the importance of honest upwards communication in the Regional Manager role. Explain the two most important aspects of honest towards:
Honest about current state of performance in region
Reaching out for support is not a cry for help, but rather what we consider as honest communication. An RM must never feel like they don’t want to ask for help or support from their superior because they want to seem strong and independent. You cannot develop as a leader if you do not accept your obstacles and work hard with your weaknesses. This is done in corporation with your AM or MM who have been in the same place as yourself experiencing the same obstacles once.
Honest about aspects of our business that could be improved
When employees don’t say what is on their mind, the entire company can end up suffering. The same problems may arise across different stores and markets, and therefore it is important to speak up! How are managers able to help their teams succeed if employees don’t share their biggest challenges? Answer: They can’t!
Step 2 - The Four Levels of Honesty - 15 minutes
Take the RM through the 4 Levels of the Honesty Totem and explain how each level can be obtained.
Level 0: Shut Down
The person doesn’t share any thoughts whatsoever, even when asked. At this level the person resists to engage in any conversation where an opinion is needed.
Level 1: Reactive Honesty
The person doesn’t share their thoughts before someone is asking for it. People will be honest if they are asked to, but otherwise keeping information to themselves.
Level 2: Proactive Honesty
The person shares their opinions and thoughts freely. Issues are proactively discussed before major problems arise. It is a “good place to be” but still with room for improvements.
Level 3: Visionary Honesty
At this level the person’s honesty is on point. It is characterised by an open discussion of potential problems that might occur down the road. They constantly think ahead and share ideas that help the future. People communicate both proactively and predictively about key areas of the business.
Example on Visionary Honesty: The RM experiences a new way to keep their BM’s motivated. They actively share this knowledge with the Market Manager and explains the findings. Our company as a whole can then benefit in the best possible way from the gained experience which will strengthen future BM’s.
Step 3 - How to Reach Visionary Honesty - 5 minutes
Tell the RM that it is not expected of them to be at level 3 from the early phase of their RM career. As a minimum it is expected for them to obtain and practice level 2 doing Proactive Honesty. At this level they should constantly look into how they can improve their own work by talking freely of their concerns having a great deal transparency. As they progress to RM Junior it is expected of them to slowly move into level 3 and Visionary Honesty. Their knowledge and feedback will at this point not only make Joe & The Juice a better company for themselves and their BMs, but everyone working in the company!
Clean Seating and Tables
Clean Trash Bins in Customer Area
Deep Clean Centrifuge
Clean Bar Bins
Clean Bar Lamps + Speakers
Clean Cleaning Tools
Clean Drains
Clean Floor Panels
Clean Ice Machine
Clean Menu
Clean Sandwich Grills
Clean Toilets
Clean Walls and Pictures
Clean Fridges
Deep Clean Stockroom + Fridges
Clean Bar Front
Clean Bar Filters
Clean Fruit Baskets
Clean Dishwasher
Clean Sinks
Clean Centrifuge Cave
Deep Clean Mazzer
Deep Clean Mythos
Deep Clean GB5
Clean Blender
Clean Centrifuge
Exercise Sum Up
Each of the taught objectives in the 5 x exercises are the foundation of the RM's abilities within the leadership skill Communication. Therefore, it is important to apply the exercises in the daily work going forward to continuously expand the capabilities within the skill and to support and develop the BM’s.
Go through the above illustration with RM and agree how the learnings and objectives should be applied in the RM's work going forward. Stress the fact that the Bar Manager Evaluation should take place 1 month after the BM Meeting. In that way there is always one month in between the BM Meeting and the individual evaluation.
Introduction
After the reflective exercises has been completed and the Regional Manager now understands what the skill means.
The RM will now gather and repeat the key findings from theory and exercises.
These findings will be written down and saved for them to present in the final exam in front of Trainer and Market Management by the end of the program.
As a part of the sum up and final exam preparation, the RM will explain the three layers of the circle to the trainer.
0.1: SUMMARY OF EXERCISES:
- The Trainer will repeat the headline of each exercise whereafter the RM will repeat the key findings from each step in the exercises. The RM can use their notes from the worksheets to recap what they’ve been through.
The RM will now explain the why, how and what.
1: THE WHY:
- Explain why Communication is an important skill to have when leading and developing people as a Regional Manager in Joe & The Juice. Touch upon the consequences if not leading with Communication.
2: THE HOW:
- Explain how to use Communication in Situational Leadership and how to apply this skillset in the daily work.
3: THE WHAT:
- Explain what the skill means with own words and include key learnings from the main and secondary theory incl. illustrations.
Intro - Personal Hygiene
Handwasing Procedure
Gloves
Illness
Hands
Jewellery
Sinks
Corona Handshake
Clean Seating and Tables
Clean Trash Bins in Customer Area
Deep Clean Centrifuge
Clean Bar Bins
Clean Bar Lamps + Speakers
Clean Cleaning Tools
Clean Drains
Clean Floor Panels
Clean Ice Machine
Clean Menu
Clean Sandwich Grills
Clean Toilets
Clean Walls and Pictures
Clean Fridges
Deep Clean Stockroom + Fridges
Clean Bar Front
Clean Bar Filters
Clean Fruit Baskets
Clean Dishwasher
Clean Sinks
Clean Centrifuge Cave
Deep Clean Mazzer
Deep Clean Mythos
Deep Clean GB5
Clean Blender
Clean Centrifuge
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