Back to Basics Program

To be successfully implemented into a store, BBP needs to be achieved through a BM.

It’s the attention to detail with all the smaller elements of the store which all add up and create ‘The Ripple Effect’.

Therefore Back to Basics can’t be achieved through an OM’s 1 day “motivational” visit to Århus, Gothenburg, Manchester, Kristiansand…as it’s too superficial, too theoretical, and not in-depth practical enough.

RM working once per week in a store is still too shallow to fully achieve well-implemented structures across the entire team.

Back to Basics requires daily input, effort, emphasis, practical execution, and follow up for the team to see actual progression…. This is the fundamental purpose of the BM Role in JOE.

Why do we need structure in our stores?

Juicers naturally don’t welcome working within structures until they actually start to experience working within them. Then they start to appreciate the value of a structured bar because it naturally allows them to enjoy their workspace far more!

Whereas when they are working in an unstructured bar they are less productive, motivated, or committed.

“If the Juicer doesn’t clean properly then why should I?” – Is the mindset created. No structure = NO OWNERSHIP.

To really change the dynamics of a store, requires FULL-TIME focus with someone to lead the way, set the example, and practically demonstrate the right standards to achieve before others will accept and eventually follow.

Structure builds a platform for our juicers to be able to:

FEEL SECURE
because everything is working and in place, so they can come to work and focus on doing their job well without unexpected interferences such as a bad close, missing stock, equipment not working….

PERFORM AS A SKILLED JUICER
without distraction as the store is now set-up for them to focus 100% on what they do best… Juice with a positive attitude.

BE CONFIDENT
because they trust & believe the BM will take care of any issues when they occur.

MORE ABLE TO RECEIVE ADDITIONAL TRAINING FROM THEIR BM
with the store running optimally, they can feel they have more capacity to learn without distraction or excuse.

‘The Ripple Effect’

CREATE THE NATURAL JOE VIBE
because when everything is prepared well it’s easier to execute a good day with more time to enjoy and socially engage with both colleagues & the customers.

Key Values

CARE
the cushions, olive trees, candle lights, general display of the bar… if we don’t show care why should they?

IDEAL CUSTOMER AREA CHECKLIST
plants watered, stains removed from furniture, seating arranged nicely.

BRAND BEHAVIOUR WITH A HUMBLE APPROACH
Murph, no matter what position, NO ONE is too good or cool to empty trash, clean dishwasher, clean wall behind centrifuge…

STRUCTURE
Daily Workflow, Ideal Prep, Ideal Stock, Open / Close…

TRAINING
with proper qualification! TEST multiple times until they pass. Distinguished MONEY BALL levels across the team which are obvious to all…. Prospect vs Juicer vs Juicer Graduation vs Super…SM Prospect vs SM ..etc

KNOWLEDGE
tell the stories of the company, brand, history, names, key figures, CEO, COO, CM… Make it more human… tell your own story so that the possibilities & opportunities become known and more real!

BROUGHT TOGETHER
The Juicers want to feel a part of something outside the bar. Play Station nights, beers, burgers, workouts, football tournaments. Doesn’t matter what it is they just want to get together, so they can see it’s not all about work but also family & friendship.

BM’s 5 Step Approach

1) Earn your respect

Lead by example and be a part of the team
First 2 weeks, focus only on working very hard, being part of the team & socially engaging with the Juicers to get to know them personally = BUILD RELATIONS

Don’t act as BM, don’t give instructions, instead work hard, do everything yourself = SHOW YOU ARE COMMITTED TO IMPROVING THE STORE YOURSELF Only work open or closes, no Palermo shift (11-17:00). Make sure you work weekends = SHOW PRESENCE TO TEAM

• Work Hard, inspire and motivate the team
• Take open / Close and weekend shifts (show presence in the bar)
• Stay extra to make sure everything is on point (extra prep or cleaning)
• Take all tasks and make sure the bar is 100% clean – HELL WEEK
• Show the team that the BM is the first one to take the dirty tasks because the Juicer cares about the bar
• Make a connection to the Juicers so they get a good first impression of you
• Fix all broken equipment

ADVICE – SOCIAL GATHERING
Invite the team out with an initiative that allows them to hang out together away from the store. This gives them a feeling of being part of something more than just one bar, gives them the opportunity to meet each other and get to know each other more personally. From there your team will naturally start hanging out together and develop the JOE Culture Foundation. The effect = juicers start helping each other out covering shifts, visit the store while off work for coffee and say “hi” and generally start caring about their team & store.

This foundation creates a strong platform for BM to then build on going forward.
Initiatives can be anything you want; beer at a bar, workout, go running, PlayStation night… or whatever suits your mutual interests as a team.

2) Set the standards

Implement the structures across the store & team.
After the first 2 weeks, the BM has become familiar with the store and is able to now customize all structures to suit that store.

Communication is key to motivate the juicers and create a positive team spirit. By engaging the Juicers they will feel they’re a part of something bigger. Many Juicers like to come with inputs on how to improve the bar, if they do it shows you they care about the bar.

End of the 2nd week the BM should hold a TEAM Meeting. Make an AGENDA and send to the team before the meeting;

• THE JOE Story & YOUR OWN STORY. Start by telling your story, provide knowledge & story of the JOE Timeline and opportunities for all. This will catch their interest and motivate the team.

• Then explain that the purpose of this meeting is to align everyone and confirm new standards. Promote the team to provide questions and discussion throughout the meeting before finalizing the agreement and setting expectations for the whole team to follow new structures the following week.

• Clearly inform and set the standards that you expect the team to follow from now on.

• Make a clear stock structure (with photos or physical check), Ideal Stock & Ideal Prep, and present to the team.

• Introduce Daily Concept Workflow

• Inform the team that you will be closely monitoring their ability to follow all procedures (Ideal Stock, Ideal Prep. Open, Shiftchange, Pre-Close, Close, and following up with all of them during the entire 3rd week.

• Allow time in the end for the team to bring up any other points/areas they feel could be improved within the store & team.

• Finish meeting by setting Team goals that are made collectively and agreed by all. Schedule and announce a date for a follow-up team meeting, 1 month later to evaluate if the team has achieved original goals and set new goals.

3) Follow Up and Act – Ongoing

During the entire 3rd week focus on fully implementing the store structures across the team BTC with them following. Start to instruct & remind them when to shift-change, Dailyworkflow. How to open & close properly and point out when they haven’t done any tasks or procedures properly.

IMPORTANT TO SHOW THEM YOU MEAN WHAT YOU SAID AT THE MEETING & WILL CONTINUE TO FOLLOW UP!!
It’s super important to follow up and remind each Juicer if they are not following the basic standards/structures.

Analyse –> Optimise -> Analyse –> Optimise. Never let go of basic structures.

MONITOR THE TEAM’S CAPABILITIES TO FOLLOW THE STRUCTURES
and be prepared to highlight and remind when they forget because THEY WILL. The more following up initially the quicker the structures will be implemented across the team and show you mean what you say and have a complete overview of them all the time! Keep track of those who constantly fall out of the structure and schedule a follow-up meeting to discuss further outside the bar.

• Remind Juicer if anything is not done properly as explained at the team meeting

• Make sure to show recognition when they do follow correctly – Motivation

• Be ready to re-train BTC any Juicers lacking

• Activate sit down Juicer talks at the end of shift to reflect on their day

IF ANYONE IS CONTINUOUSLY LACKING AND NOT FOLLOWING STRUCTURES

• Set a meeting to talk in more detail to the lacking juicer to get to know the problem.

• Do they need more training or they simply don’t want to improve?

• Explain Why things are done in a certain way + explain what we expect from the Juicer

• Be supportive and give the Juicer the extra push so they feel part of the team ->

Nobody lets their team down! = if you create the right team, it’s most likely they work hard for each other and the bar.

Follow up and act is not a one time task for a BM but an ongoing duty. The more focused the follow-up in the beginning the less reminding that will need to be done later on as the team WILL eventually respect you are sticking to these points without exception! Although, be aware! As soon as you forget to follow up they will start to fall out of the structures again! Therefore follow up everyday!

ADVISE – End of 3rd week start to schedule 1 on 1 meeting with each juicer to run through the structures in further detail and provide printed handouts on all for them to keep and read through. Finish 1 on 1 meetings by setting goals for individual Juicers and schedule a date for a FOLLOW UP meeting 1 month later.

4) Training plan

Based on the success of implementing the structures across the team, training can now be planned, to further the development of the team. When the store is structured the team will feel more capacity to learn and develop more skills behind the bar.

Prioritize training efforts by first starting with those who have struggled to adapt to the new structures then moving through all Basics with each Juicer before going on to Advanced Training and eventually Shift Manager Training…etc. With a fully trained team, your job as a BM will be much easier because the Juicers will automatically perform IF you have trained them properly and they follow all structures. Eventually, it becomes easier for the team and more fun for them to work even in the busiest periods because they know how to execute well!

The goal of the BM is to create team players who have knowledge about the company with speed and motivation.

To have an overview of what training exactly is needed, first measure each Juicer’s individual level by making a Juicer Control Sheet on each to rate their abilities on all areas behind the bar and highlight what areas are lacking.

Once made on the full team, plan with the RM & prioritize training efforts by making the Training Plan Schedule. RM will follow up weekly on the Training Schedule and be present at the store to qualify ALL Juicers when progressing through MoneyBall levels.

TRAINING PLAN SCHEDULE

• Training the team is the BM’s key to success

• Train Juicers every day !!!

• Use Juicer Control Sheet and Training Plan Schedule

• Highlight Qualification stages for RM to check & Qualify

• Next Step = Train SM

5) Team Position

After proper training & qualification has been carried out across the team, the BM will now have an idea of their Dream Team. These are the most skilled, reliable & responsible Juicers who should be trained to become Shift Managers.

SM will assure the store is running smoothly when BM is not at work. They will also help with training juicers and making sure all cleaning and daily structures are carried out correctly.

Once the team is defined it is important the BM ensures the correct team positioning across each day throughout the week.

BM and SMs should be positioned to either open or close every day, meaning to spread out key Juicers to cover responsibility across the entire day all week. The BM can then delegate & follow up on who is responsible for the quality of each shift but also ensure when New Juicer Prospects are working there is always someone to support, train and certify the shift runs smoothly.

There is NO LIMIT ON SM’s in any bar! SM’s = BM PIPELINE

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