One of my rocks (what the hell is a rock?) is to improve my communication throughout the company. Specifically, it’s to create a portal that is easily accessible for a consistent communication stream. I’m not very tech/SM savvy but my thought is that I could start off with a blog (on our Lasco website and accessible via password) and perhaps mingle in some podcasts with transcripts as well. So, here it goes…
Our leadership team at corporate has gone through the process of adopting an operating system called EOS (Entrepreneurial Operating System). The benefit of using a system like EOS is to bring structure, efficiency and accountability to our management. In its basic sense, it clearly defines and presents a clear picture to our entire team of who we are and where we are going, through:
- Our vision, core values and core focus–getting us all on the same page with clarity and purpose.
- Our roles and responsibilities–titles really don’t account for much, but it’s critical for each of us to understand what our responsibilities are. Additionally, and this is really important, it’s critical that no one else shares the same responsibility. This is the key to accountability. Now, everyone knows who is responsible.
- Our processes–how we go about accomplishing what we need to accomplish on a daily/weekly/monthly basis. EOS puts structure and accountability into our meetings, our hiring and firing as well as our goal setting (rocks) and problem-solving (IDS).
Now that corporate is six plus months into this program, we can see that it works and is worth introducing at the restaurant level. Though we are in no way experts and we still need to pull out the book and review various aspects of the process, the benefits are apparent. It’s a relatively simple, direct and capable system that when adapted and practiced can streamline your approach, making it more efficient and clear to all. However, like every good intentioned process, it’s only as good as what goes into it–garbage in, garbage out. If you work hard at it, you will get better at it–just like every other aspect of your life.
Here’s how our process has gone:
First off, as a team, we went through and built our Vision/Traction Organizer (VTO) which is made up of the following elements (The Lasco Leadership Team shown below):
- Maintain Trust–do what you say and say what you do–if you can’t, you’d better be explaining, apologizing and re-evaluating your commitments.
- Be a Team Player–humbly confident, not arrogant–we before I and us not them, fight for the person next to you and they will fight for you.
- Always Improving–365 days of small improvements–be skeptical of the status quo–make a positive impact with every encounter.
- Be a Problem Solver–pointing them out doesn’t solve them. Bring solutions, own them and take full responsibility.
- Celebrate Life Every Day!
- Creating Exceptional Experiences–for our guests, our teams and ourselves
10 Year Target:
- Healthy, happy, thriving company with a sense of purpose and accomplishment
Creating and building communities–these are our tribes, know their names, treat them special and they will grow us
3-Year Picture (12/31/21):
An employee-owned and operated business–we will empower our leaders to ownasco Enterprises. This increases the amount of effort, caring and rewards.
- Revenue: $30-50M
- Profit: $3-5M
Low debt, create new concepts, strong teams, small yet powerful, build growth vehicles, spin off some, agile, Texas-based, concept-driven or one-offs that own the land.
1-Year Plan (12/31/2018):
- All locations show increasing sales and profitability–we hope for large increases for many but even if it’s just a little for some, we want everyone trending positively YOY–we’ll start by celebrating winning streaks of any length
Rocks (Q3 9/25/18):
- POS System operational, JH
- To-go model, BW
- Marketing rebirth, KD
- Lack of communication (marketing) with the guest–CRM
- ToGo sales process (packaging, delivery, orders)
- GC Sales and promotion
- Collecting Guest Data
- Proper lead time for promoting events
- Training, accountability and organization
- Facilities related response to issues and priority list
- Retail Sales
- Menu Pricing and process to changes and updating
- Guest data-check avg/count
- TTR Event menus (updating)
- Website Optimization
- Locker Program
This is our Vision/Traction Organizer (VTO) that each leader has been a part of building and is committed to achieving. It lives on our Intranet and is addressed each week at our L-10 meetings. We look forward to working with all of our restaurant leaders on implementing this Entrepreneurial Operating System and getting everyone aligned with our vision and all of our cylinders firing strong!