Ensure a nice-looking Counter Product Display
Follow Up
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What does it mean?
Mastering the skill of Follow Up means the ability to revisit given tasks and initiatives in order to provide feedback and guidance to ensure sufficient quality of work.
This requires a structured way of systemizing the frequency of your follow ups, and also evaluate the time you have available to prioritise the completion of urgent and important tasks.
As a leader, do remember that "everytime you give a task you also get a task" - to follow up!
Main Theory
A RMs week is heavily surrounded by following up on previously delegated tasks and assignments. The reason being that it is impossible to ensure any quality of work without follow up’s:
When an unfamiliar task has to be executed by a BM or a Team, it will for sure take time before the actions are completely familiar and built in the employee’s routines. The co-relation between quality of work and follow up’s is usually very strong which is shown in the graphics beneath:
The Follow Up Graph
Training Done (First bullet): When a new task is trained or explained to a person, the quality of work is high, because all details and guidelines are still fresh in memory. After the training, the quality level will slowly drop as own interpretations of the task is being developed. Perhaps, some of the information and guidelines are also forgotten.
Follow Up 1 + 2 + 3: The RM is following up on the task four times. Every time a follow up is executed, the quality of work will raise to the same level or a bit higher compared to the last follow up. The quality is slowly getting better.
Follow Up 4: After appropriate amount of follow up’s, the task is so familiar to the person or team that the quality is kept high going forward. They have been reminded and followed up on so many times that the task is a complete part of their routine.
Secondary Theory
Follow Up as a Development Tool for Everyone
If you choose to keep your old Bar Manager mindset and take care of everything yourself, you are bound to fail as Regional Manager. Either by becoming stressed, having low performing stores, or running around like a ‘headless chicken’ trying to put out fires yourself.
To succeed in your role, what is most important now is to learn how to delegate tasks to your Bar Managers and follow up on these tasks creating a continuous development for your BMs and your region. Each task delegation is not only a help for yourself, it also functions as a development for your BMs as they discover new fields of the role and becomes stronger in their position as they keep a healthy learning curve. You need to rely on the BMs to receive the proper Training (from you) and then get the Necessary Follow Up’s (from you).
If a Regional Manager does not follow up on a task, the employees might not take the leader seriously and two possible outcomes will happen:
Both scenarios are equally worse. Having a lacking workforce is obviously bad for the store performance on various parameters, but having demotivated Bar Managers can really make a long-term impact on the store performance that will be harder to straighten out. Therefore, the planning and execution of follow up’s are essential in order to make a region perform well.
Mastering time with the Matrix of Eisenhower
Being a leader with power and responsibilities, your success relies on knowing the value of your own time. You should always consider when a task should be done and by who or if the task doesn’t deserve your attention. With this mindset, you will be able to prioritise your time accordingly and never feel stressed or guilty about what you either do or don’t do.
By following the principles of the Eisenhower Matrix, you will be able to work time efficient while maintaining a high performance. If we fail to follow the principles of Eisenhower and want to be everywhere, we’re going to end up nowhere. Meaning that the RM will end up spending most of their time doing tasks that could be planned, delegated or eliminated. Being efficient in your work, trusting your employees, planning forward being proactive you will end up with a high operational performance. Also consider, by delegating tasks within your Region, giving them the trust and belief to succeed with a certain task, you also end up building strong leaders below yourself.
Sum Up
Training + Follow Up = Quality Work
Ensure quality of work by training and plan+execute follow up’s in the region
Quality of Work Graph
Every time a follow up is being initiated on a delegated task, the quality of work will increase and then slowly decrease again, until appropriate amounts of follow ups have been done and the task (procedure/routine) has been practiced and repeated so many times that it is incorporated in the person’s routine and habit.
Follow Up a Development Tool for Everyone
Delegating, Training and following up on a task is done to ensure that RMs don’t do all work themselves and to develop the BM’s further towards next MoneyBall position
Two Worst Case Scenario’s in the Absence of Follow Up’s
- Lack in task execution as there is no consequence of not doing the task
- No need to do a good job as the deserved praise isn’t taking place
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 the RM and Trainer have to cover 4 different exercises with a total 3.5 OH hours and 1x exam of 1.5 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: Time Management
Objectives
The objective of this exercise is to learn the importance of different tasks and build confidence in how to prioritise time efficiently.
Introduction
The RM will practice how to pair up different kind of tasks with level of urgency.
Step 1 - Time Management Introduction - 5 minutes
Once again, inform the RM that being a leader with power and responsibilities means that their success relies on knowing the value of their own time. At this point in their career, they cannot maintain high performance if they expect to do everything themselves.
Following questions often get asked:
How do I plan my time most efficient in the Regional Manager role?
How do I prioritise what tasks that should be delegated to my BM’s?
—> Explain the RM that the answer/key word to the questions is already given in the question itself: “plan”. Explain that having a plan with follow up’s that need done throughout the week is the only way that the RM can plan their own time in the best possible way. Hopefully then, they will manage to navigate around urgent quick fixes that take up their time.
Step 2 - Task Importance - 5 minutes
All tasks and follow up’s should essentilly get planned. However, an unseen and urgent event can take place. Explain the RM that as a rule of thumb, they can divide tasks into four categories.
Inform the RM that they need to tend to a task themselves if it is highly important, and delegate it if their own presence is less vital. Being proactive they should never let any task become urgent. This means that their goal is to always plan for every task and thus operate through the second (yellow) and third (green) box.
Step 3 - Task Examples - 20 minutes
Go through each or the examples and inform the RM why they are placed in each of the categories.
Do it yourself and do it now
These tasks are both urgent and important. They need to be executed immediately by yourself. Your goal is not to let important tasks become urgent through pro-activity and planning. However, we know that unexpected things can happen which results in an urgent matter of task solving.
Examples:
- Urgent Shift Covers
- Major DOC issues affecting operation heavily
- Serious guest complaints
As an RM, you are in charge of finding the solution - whether this means doing it yourself or finding a solution with your BM delegating the task. The RM’s ever-changing responsibility is to strengthen the BM’s. Therefore, try and include your BM’s and if delegated and solved, make sure to give the acknowledgement and encouragement in order to develop their performance. This must never be neglected or postponed!
Plan and do it yourself
These tasks are important but less urgent. These activities have no pressing deadline, but are important for optimising performance. Through planning and pro-activity, you should be able to place most tasks in this box. In this way, you get them done before they become urgent.
Examples:
- Pipeline Planning
- Juicer Rotations
- Shiftplan Assessments
Most of the above tasks are taken care of through a solid 3-month plan as well as weekly planning with follow up’s.
Delegate it
These tasks should be delegated. They are urgent, but less important, which means you don’t need to tend to them yourself. Delegate these to your BM’s and use them as training tools to develop your BM’s leadership skills. Even though you are delegating these tasks, you are still responsible to ensure performance. You must monitor and mentor the BM’s by following up on every tasks. You cannot delegate successfully without a follow up! Because, how can you then ensure quality, as well as give acknowledgement to the well performed tasks?
Examples:
- Usual DOC issues
- Late deliveries
- Training
- Any 4-wall related tasks
- KPI driven performance areas
These tasks can easily be delegated to BM’s with appropriate guidance from you.
Eliminate it
The tasks you value as unimportant and not urgent. These tasks should not receive
your focus as they do not provide any value to the performance or contribute to any
value to the training of your BM’s. These tasks are just pure distractions from what
your job and presence is supposed to result in. Your shift should stimulate
sustainable excellence in the 4-wall operation, whether it is regarding training,
mentoring, following up or other. If it does not, then your energy is better spent on
something else.
Examples:
- Chasing hours BTC without a purpose
Step 4 - Time Management Introduction - 5 minutes
It is difficult to give direct guidelines on which tasks that should be prioritised first. In the optimal world, all tasks would be fully planned and executed according to your plan, both by the RM and by the BM’s with appropriate follow up’s. However, some markets are more volatile than others, and unseen events can happen. As a guideline, tell the RM to always ask themselves, which category each task fit into, and go through the scheme below as a reference point for future tasks:
Step 5 - Write Down Weekly Tasks - 5 minutes
Make the RM write down a list of all the different kind of tasks that they carried out the previous week.
Step 6 - Fill Out Tasks in Scheme - 20 minutes
Now, let the RM place all the different kind of tasks in four categories of task importance. Initiate a dialogue about the chosen categories and share your feedback and thoughts.
How to videos
Exercise 2: How to Give Feedback
Objectives
The objective of this exercise is to learn the how to give proper feedback to employees.
Introduction
The RM will practice 2 different feedback methods and learn about the timing of feedback.
Step 1 - How to Give Feedback - 5 minutes
Teach the RM that we work with two kind of feedback methods in Joe & The Juice:
Inform the BM that both methods have the potential to stimulate progress and motivation.
Step 2 - Example on both Feedback Methods - 5 minutes
Take the RM through both examples of feedback:
2 examples of how to give feedback:
Positive: “What you did in this situation is excellent! This is why it is good…”
Corrective: “Good job, I admire your effort! Now, I believe you can do even better. Here’s how I think specifically…”
Explain why both examples are both useful for the receiver of the feedback.
Step 3 - Practice both Feedback Methods - 30 minutes
Visit two stores in the RM's region and practice both ways of giving feedback. Practice identifying actions to follow up on as well as applying both feedback methods to each of the BMs.
This means that the RM should do 2x visits where they do 2 kind of Follow Up’s with each of the BMs. Once both visits are over and all both feedback methods have been practiced twice by the RM, provide feedback on how they managed to deliver the feedback in both a positive and a constructive manner.
Step 4 - Timing of Feedback - 5 minutes
Tell the RM that they should never wait to offer feedback. Some people find it unpleasant to deliver corrections, and will therefore postpone it. However, it will not become easier next time the opportunity for sharing feedback is there. Inform the RM that if they choose to postpone giving feedback, they essentially rob the BM the opportunity to develop though the feedback/correction. How is the BM supposed to develop if they aren’t aware of their mistaken actions?
If the correction is constructive and delivered with a situational and empowering approach, the RM offers the most optimal baseline for the BM to develop.
Exercise 3: New Vs Old Learning Follow Up
Objectives
The objective of this exercise is to learn how different tasks and procedures requires a different follow up approach.
Introduction
The RM will be taken through the difference of a “Old learning follow up” and a “new learning follow up”
Step 1 - The Difference Between Follow Up’s - 10 minutes
Take the RM through the difference between a “New Learning” & “Old Learning follow up:
Step 2 - Example on New Learning Follow Up - 15 minutes
Now take the RM through the example of a New Learning Follow Up. Go through the example step by step and compare each step to the graph from the Main Theory:
Imagine if no Follow Up’s were planned and executed at all. Then the teams progression would stop after the first Implementation Phase: “Training Done”. The product quality of the salads would not be aligned to company standards and the implementation would never become a succes. In other words, the quality of work would look totally different due to the fact that the RM did not prioritise any Follow Up’s:
It is not fair for the BM to just leave them alone with a task without any follow up and support. Remember that a follow up is not supposed to be a hassle. At the end of the day, a follow up is a way to ensure performance and with appropriate Corrective Feedback, ultimately result in Positive Feedback for the BM that will be highly motivation going forward.
Step 3 - Example on Old Learning Follow Up - 10 minutes
As mentioned earlier, making a follow up on an old task or procedure requires a slightly different approach. Take the RM through the example of an Old Learning Follow Up. We will stick to the same example:
Remember, the “Timing of feedback - Don’t Wait!”. If you experience a lack of performance on a specific area, do not wait with giving the feedback and action points. It will only get more difficult to straighten out the situation the more you wait.
Exercise 4: How to Plan a Follow Up
Objectives
The objective of this exercise is to teach the RM how they can plan their work week for week based on what they have to follow up on.
Introduction
The Trainer will agree with the RM how to plan their follow ups in the most efficient way.
Step 1 - How to Plan a Follow Up - 5 minutes
The conclusion of the different ways of delegating tasks is that we work with 3 ways of delegating tasks and following up. Remind and teach the RM the 3 different ways of planning a follow up:
Inform the BM that both methods have the potential to stimulate progress and motivation.
Step 2 - How to Plan a Follow Up - 15 minutes
Inform the RM that there are no guidelines in how to plan the Follow Ups. Initiate a dialogue with the RM about how they should plan their follow ups going forward.
Suggested Key Aspects:
Inform the RM that the most important aspect is that they have a purpose for every day they go to work or every time they visit a store. If there isn’t already a purpose or something to follow up on - create one!
Step 3 - Plan a 3-month Plan Follow Up - 10 minutes
Inform the RM that they need to practice the planning of a follow up:
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.
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
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 Follow Up 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 Follow Up.
2: THE HOW:
- Explain how to use Follow Up to maintain time-efficient work 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
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