Ensure a nice-looking Counter Product Display
Connecting the Dots
1/
7
What does it mean?
Mastering the skill of Connecting The Dots means the ability to adapt your choice of leadership and adjust the level of effort as a fit response to the situation you are in.
This requires an understanding of how to work with input, the leading KPI's and how to analyse the output, the lagging KPI's. When putting the pieces together in a holistic overview, you will be capable of taking the best decisions.
As a Leader, "The connection of different skillsets, is a skill itself". It is important to always stay in balance and have a fitting response to a specific situation.
Main Theory
Introduction
In Joe & The Juice we’re working with specific KPI’s (Key Performance indicators) to track and measure performance.
4 benefits of working with KPI’s:
- To measure progress towards overall goals
- To identify strengths and weaknesses
- To make data-driven decisions
- To communicate performance to relevant stakeholders
Overall, it’s a great way for a Regional Manager to measure and understand store performance, identify areas for improvement, make data-driven decisions and communicate progress to colleagues and other members of the Management team.
Understanding the KPIs
The overall company target is to have a higher AUV, which stands for Average Unit Volume. AUV is used to measure the average revenue generated by each individual store over a specific period.
It’s found by dividing the total revenue generated by all stores within a specific period by the total number of stores.
As a RM you will work with KPIs within the following four categories: Employee Engagement, Employee Turnover, Guest Satisfaction and Performance.
All KPI’s within the four categories are contributing to improving AUV and hereby the overall performance of Joe & The Juice.
See the below scheme to get a further understanding of the KPIs.
Leading & Lagging KPIs
To work efficiently with KPIs, it’s important for the RM to understand the difference between Leading and Lagging KPIs and how to approach each of them optimally.
The Lagging indicators are the observable and measurable factors that comes from the data we have available: Output. This is defined as analysis of past performance.
The Leading indicators are proactive and preventive measures that will forecast future performance: Input. This is defined as influence of future performance.
Example:
Leading KPI / Input: Train employees in Till Discipline and brand behaviour to deliver great guest experiences.
Which leads to
Lagging KPI / Output: Higher Turnover, increased basket sizes and returning customers
The RM has to navigate through the Leading and Lagging indicators and should never settle for only one indicator. If the RM does settle for only one indicator the following scenarios might happen.
It’s a balance of analysing past performance, setting goals to influence the future performance.
Trust the Process
It requires a lot of patience to increase KPIs, this is because bad KPIs are not necessarily equivalent to bad performance. If the RM has taught the team and BM how to train staff with quality and deliver great guest experiences consecutively over time, the performance KPIs should also increase simultaneously over time (with a delayed increase).
It’s important to understand that good guest experiences comes from the employees. Therefore, giving the BMs in your region the right tools to maintain a high engagement will lead to great guest experiences and result in high KPIs. In the other words: The RM must trust the process.
The Input-Output Circle
When working with leading KPIs the RM should plan their work on improving the performance, while remembering to follow up on it. The learning of following up and improving performances can be put into a circle of On-going Development.
1) Learn
Reflect and learn from the analysis on what was a successful implementation and what wasn’t.
2) Apply
Application of an appropriate skillset or tool: 3-month plan, Pipeline etc. to boost performance (Leading KPI)
3) Follow Up
A follow up on their work to give an understanding of how their implementation is going.
4) Analyze
Reflection of their observations and analysis of impact (Lagging KPI).
The Ongoing Development happens when the RM constantly learns from their prior work and are able to reflect on their successful and unsuccessful implementations to ensure the RM will have a sustainable development.
A principle of an ongoing development is that learning is more crucial than knowing meaning that new learnings and experiences are more valuable than the knowledge the RM already possesses.
Manifest: “If you really try, but fail – we forgive”
Secondary Theory
Understanding Long-Term Sustainable Performance
In Joe & The Juice, the RM has to make decisions about how to run the operation based on the current performance of each store. To get an honest view on how each store is performing, the RM has to use the information available for them to analyse on. This information is usually divided in two:
If the RM needs to gain insights on how a store is performing, they will need to manage and use both ways of collecting data.
They need to look at the different KPIs to investigate and give an indication of how the store is performing, as well as getting their own experience of how the case or performance actually plays out. It is simply not enough only to focus on one parameter. Both parameters will usually follow each other, but we can see a different scenario:
All stores can essentially maximise performance for 1 week and deliver both great guest experiences and amazing KPIs. However, we know that only one bad experience can change a guest’s behaviour drastically:
The Connection Between Skills
To reach a commercial mindset, the RM must be able to get a holistic overview of the region and be able to analyse complex situations by comparing 3 major puzzle pieces together:
Being able to connect skillsets is a skill itself and should be practiced by the RM to have a great understanding of Why, How and What —they should make their decisions based and being able to plan forward.
The DJ
To put Connecting the Dots into perspective, you could say that the RM is working as a DJ. The RM will play music, control the volume, smoothly transition between songs, master the bass and treble. It’s the RM’s job to play for their region.
The RM will carefully choose a song, in their case a project, according to the current atmosphere. The atmosphere of their region could be cozy during slow periods, or very upbeat during busy periods. When the song is chosen, the RM will control the notches of the DJ controller, to match the bass and treble, to the current project playing. When the RM controls the bass and treble, they will turn up and down for their leadership skills.
When being the DJ it’s important to understand that all skills shouldn’t be maxed at any time, this will make their work unbalanced, and ultimately result in bad results or a burnout. The RMs most noble task is therefor to keep the levels of all skills in balance. Learning to master the DJ Controller and when to max up leadership skills for a given project or seasonal period and when to transition is difficult to master. Nonetheless, being able to connect the dots and stay in balance is an essential skill as a RM.
How to apply your skills into your daily work life
"Unlock the full potential of your acquired knowledge and learnings by integrating them into your daily work life and habits as a Regional Manager.
-See and follow this recommended structure and overview on how to transform each learning into a habitual practice with the appropriate frequency."
Sum Up
- KPIs in Joe & the Juice and why we work with them
- What are Leading & Lagging KPIs
- Why you should trust the process
- How to reflect on and apply learnings with the Follow up Circle
- How to plan Short & Long term
- Observed vs. Analysed - To get the Holistic View
- How to balance all skills
- Application of the Leadership Skills
Exercise 1: Connecting the Learnings
Objectives
The objective of this exercise is for the RM to reflect on their learnings throughout the RM Leadership Education, enabling them to understand the synergies of all leadership skills.
Introduction
In this exercise, the RM will recap the modules and the toolbox to the Trainer, who will work with the RM to create a holistic overview of all leadership skills. By reflecting on what they have learned, the RM can gain a deeper understanding of how the various skills fit together and complement each other.
Step 1 - Sum up of all RM leadership skills - 15 minutes
The RM will review all the leadership skills they have learned throughout the training. This will prompt the RM to reflect on their learnings and summarize the skills they have acquired. The RM will then write down the three most important learnings and one tool they gained from each module.
Step 2 - The Trainer sums up - 10 minutes
The trainer will sum up all the modules by going through the “Circle of Skills”. The RM will compare their notes with the Trainer to great a holistic overview of their optics gathered throughout the RMs Education.
Step 3 - Revisit the Toolbox - 10 minutes
The Trainer will show the RM the toolbox, where all the tools from the modules are stored. The toolbox will be the RMs work companion moving forward.
Once the toolbox has been introduced, the RM and the trainer will discuss when each tool should be used. By doing this, the RM will get a better understanding of which tool to use in different situations, helping them work more successfully.
Exercise 2 - Observed vs. Analysed
Objectives
The goal of this exercise is to help the RM get a better grasp of what’s going on by looking at both observed and analysed performance.
Introduction
In this exercise, the RM will check out observed and analysed performance and then dig into it to get a deeper understanding. By putting everything together, the RM can see the big picture and get a better idea of what’s happening.
Step 1 - The Observation - 15 minutes
The RM has visited two stores and made the following observations:
The Trainer will discuss with the RM what how they would approach each store to improve or uphold performance.
The RM must base their actions solely on what they have observed.
Step 2 - The Analysation - 15 minutes
The RM has analysed the RM Report for two stores and made the following analysis.
The Trainer will discuss with the RM what how they would approach each store to improve or uphold performance.
The RM must base their actions solely on what they have analysed.
Step 3 - The Holistic View - 20 minutes
The RM will now look at both the observed and analysed performance for both stores. This will give the RM a holistic view of the actual store performance.
The RM will now discuss with the Trainer why that any actions should never been made without having the holistic view of a store performance.
Step 4 - Short & Long term - 10 minutes
The RM will plan short and long term for both stores.
The RM should plan their actions based on the insights they gained in step 3.
The RM will present their short and long term solutions to the Trainer. The RM should remember to trust the process.
How to videos
Exercise 3 - Master the Balance
Objectives
The Objective of this exercise is for the RM to able to balance the use of their leadership skills.
Introduction
The RM will now learn how to use their leadership skills appropriately. The RM will be the DJ in their region and learn to master the DJ mixer.
Step 1 - Play the Beats - 5 minutes
The RM will now act as the DJ and set the correct level of leadership skills corresponding to the seasonal calendar.
Using the DJ controller, set the skills for each quarter of the seasonal calendar created in the toolbox. The RM can assign each skill a level between 1 and 5, where 1 represents the minimum and 5 represents the maximum usage of a leadership skill.
Step 2 - Evaluate your Jam Session - 5 minutes
Now that you have played the beats and controlled the levels of leadership skills, it is time to evaluate your session with the trainer. The RM will present how they balanced their skills in each quarter to the trainer.
There are a few things to evaluate:
- Did you maintain the right balance between skills, or were all skills maxed out at the same time?
- Could you turn down some skills and focus more on others?
- Did you smoothly transition between the quarters of the seasonal calendar?
- Did you go from the maximum to the minimum level of a skill from one quarter to the other?
Step 3 - The First Concert - 5 minutes
The RM has now tried to balance the use of their Leadership skills. The RM will now solve a more complex case by choosing two Leadership skills to focus on.
The Case:
You are a Regional Manager, and you have experienced an increase in complaints over the last few weeks.
A lot of the complaints concern product quality and last time you visited one of your stores you observed the following:
A guest visited one of your stores and had a disappointing experience. The juice they ordered didn’t meet their expectations, and there were chunks of fruit and ice throughout it that made it difficult to drink. When they asked for a refund or exchange, they were told it wasn’t possible. The guest left the store dissatisfied and is unlikely to return.
What 2 Leadership skills will you use to solve the situation?
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 Connecting the Dots is an important skill to obtain Commercial Mindset as a Regional Manager in Joe & The Juice. Touch upon the consequences if not leading with Connecting the Dots.
2: THE HOW:
- Explain how to use Connecting the Dots in short and long term planning 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.
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
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
Prev
13/
7
