The SCORE, Issue 4 2023 by Franchise Business Services (FBS)

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THE MAGAZINE OF FRANCHISE BUSINESS SERVICES

2023 ISSUE 4

Emerging Technology and Customer Engagement

Mobile apps are taking over! Learn more about the trend on page 14.

Can technology replace the human touch? Read more on page 16.

PROUD TO BE YOUR WINGMAN SINCE 2012

McLane Foodservice offers its sincere gratitude to the BUFFALO WILD WINGS franchisees for their years of partnership and success in growing together.

TABLE OF CONTENTS

2023 Issue 4

FBS Board of Directors James Bitzonis Chairman Roz Mallet Vice Chairman Ed Lynn Secretary/Treasurer Wray Hutchinson Chairman Emeritus Jenny Beaudoin Director Brian Carmody Director Steve Grube Director Mark Jones Director Bobby Pancake Director Larry Podlogar Director Christy Williams Executive Director

FBS Editorial Board Rachel Jackson Editor-in-Chief rachelj@myfbsonline.org Allison McCallum Managing Editor allisonm@myfbsonline.org Jared Johnsen Communications Specialist jaredj@myfbsonline.org Tyler Ryan Communications Copywriter tylerr@myfbsonline.org

Advertising Sales Jeff Reynolds Director of Business Partner Relations jeffr@myfbsonline.org 678-797-5163

Design and Layout Kristen Thomas KT Graphic Design ktgraphicdesign@gmail.com

ON THE COVER

How will growing technological advancements affect business at Buffalo Wild Wings® sports bars? While the full effects are still to be seen, striking a balance between technology and good customer service is the best way to set your sports bar up for success. Learn more on page 16.

COLUMNS 2

Chairman’s Column

DEPARTMENTS 4 FBS Member News 7 FBS Membership Benefits 12 Look, Listen, Read

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FEATURES 14 Mobile App Takeover by Tyler Ryan, FBS communications copywriter 16 Emerging Restaurant Technology – Is It the Solution To the Labor Issue? by Jared Johnsen, FBS communications specialist 18 Team Up for Kids: 2023 Wrap Up contributed by the Buffalo Wild Wings FoundationSM 20 The Five New Rules of Leadership by Jim Sullivan, Sullivision 22 Common Employee Injuries and How To Prevent Them contributed by Lockton Cos. 24 True Professionalism: The Core of Service Excellence by Dennis Snow, Snow & Associates Inc. 26 Employer Work Rules Need Review in Light of the National Labor Relations Board’s Strict New Standard by Elizabeth Rice, Laner Muchin 28 Elements of The Entrepreneurial Mindset Series: Element No. 3: Empathy and Fulfilling Customers by Dan Coughlin, The Coughlin Co. 30 It’s Not (Completely) What You Think: “New Age” Management Techniques by Laura Stack, The Productivity Pro®

DIRECTORIES 8

Associate Member Listing

32 Advertisers Guide and Editorial Calendar

Headquarters 1701 Barrett Lakes Blvd. NW Suite 180 Kennesaw, GA 30144 Phone: 678-797-5161 Fax: 678-797-5171

Calendar of Events One Topic: 10 Facts

In keeping with our commitment to the environment, this publication is printed on certified, environmentally-friendly recycled paper using eco-friendly inks. Franchise Business Services publishes The SCORE. Any reproduction, in whole or in part, of the contents of this publication is prohibited without prior written consent of Franchise Business Services. All Rights Reserved.

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Letter From the Chairman Another year in our lives has come and gone. Goodbye 2023, how will you be remembered in terms of the restaurant business and Buffalo Wild Wings®? Jim Bitzonis FBS Chairman

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hile we had crazy inflation, and still do, chicken wing prices came down considerably off huge highs in 2022 and certainly helped our financial statements. Most of us experienced flat sales and slower transactions. We noticed that takeout and delivery percentages remained pretty stable, and we now consider and expect it to be an extremely vital and critical area of the business. Staffing has been very difficult, especially in the management area, and may be causing some of us sleepless nights. Our POS is still a mess, as is Blazin’ Rewards, but fear not, as relief may finally be in sight! BWW® GO is growing, and as we work towards an Integrated Expansion Policy, we may be asked to brand our takeout counters as GO in 2024 — more to come on that ...

Though the trials we face as business owners may seem endless, we can say that, without a doubt, the influence of Franchise Business Services (FBS) made a difference for BWW franchisees in 2023. FBS is your partner in the Buffalo Wild Wings business, advocating for and representing your best interests to our franchisor. We have strength in numbers, and sticking together for a common cause is our best chance at successfully protecting our interests and assets. As we look forward to 2024, there are a lot of things on the horizon to be excited about. The 20th anniversary FBS Annual Summit, April 22-25, will be here before we know it! We plan to go all out for this milestone event, so make plans now to join us in Palm Springs, California. We hope to see a great turnout!

Thank you for another great year. FBS and the FBS Board of Directors look forward to continuing to serve you in the new year. We hope 2024 brings us peace and prosperity, great health and a sound exit strategy!

Safe travels,

Jim Bitzonis

MEMBER NEWS

Members of the 436 Mission Generation Group enjoying their meal provided by High 5 Hospitality.

High 5 Hospitality Serves Dover Air Force Base

uffalo Wild Wings® franchisee High 5 Hospitality (H5H) is never shy of an opportunity to help those in its respective communities, and its Dover, Delaware, location is no different. In November 2023, BWW® Dover, No. 3281, graciously fed over 200 airmen who reside at the Dover Air Force Base for a military appreciation event. The base contacted this Buffalo Wild Wings location asking for a food donation of wings and sides, and General Manager Billy Notte was more than happy to

contribute. “Since our location is right by the Dover Air Force Base, we frequently partner with them,” Notte said. “We try to help out as much as we can.” The event brought smiles and full stomachs to the military members who were gracious for the meal they were provided. Notte said the location wants to continue to support the Air Force base and expand upon its charitable efforts with the group. S

High 5 Hospitality Takes Home Top Honors at Blazin' Games Finale T

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eam Salisbury, one of High 5 Hospitality’s (H5H) eight Buffalo Wild Wings® locations, achieved remarkable success at the 2023 Blazin' Games finale, which took place Oct. 10-12, at the Buffalo Wild Wings Worldwide Convention. The competition and convention were held at the Gaylord Hotel in Washington, D.C., and brought together Buffalo Wild Wings Corp. leaders, franchisees, general managers and team members from across the country to learn, connect and support each other. Representing BWW® Salisbury were Joe Cahall (bartender), Jenny Mlyniec (server), Chris Bragg (heart of house), Mark Hess (heart of house) and Nick Connolly (general manager). One of the highlights of the event was Jenny Mlyniec’s remarkable performance in the Knowledge Bowl. Mlyniec faced off against participants from the other Buffalo Wild Wings locations who made it to the Top 10 of 2023’s Blazin’ Games, ultimately defeating the reigning champion in a Jeopardy-style challenge. Her remarkable achievement led her to secure the top spot among over 70,000 team members worldwide. Nick Connolly, general manager of Buffalo Wild Wings Salisbury, expressed his enthusiasm for the team's outstanding

performance, stating, "We had a blast learning, connecting and supporting Team Salisbury. Even more importantly, our BWW leaders had the opportunity to bond and connect. Jenny's win in the Knowledge Bowl is a source of immense pride for our entire team, and it exemplifies the quality of Jenny Mlyniec poses with her gold medal service and commitment from the Knowledge Bowl. that we aim to provide to our guests." The team's success is attributed to the hard work and dedication of all team members and leaders who staff H5H’s sports bars. Buffalo Wild Wings Salisbury extends its heartfelt gratitude to the entire team and the company's leadership for their unwavering support. S

MEMBER NEWS

RSQ Foods Hosts Boys & Girls Club T

his past October, team members at RSQ Foods’ Buffalo Wild Wings® No. 3296 in Milford, Connecticut, welcomed a group from the Boys & Girls Club of Milford to shadow team members and enjoy a day of fun and friendly competition in the restaurant. The kids were members of Torch Club, described as the “club within the Club,” in which pre-teens are encouraged to meet special character-development needs at a critical stage in their life by participating in various excursions into their community. The kids shadowed different team members, such as the servers, cashiers and greeters in order to learn more about the variety of roles present in the store. They were also given snacks, wrote down some of their life goals and had a chance to take pictures with a server sporting a signature buffalo suit.

“It’s a nice day, especially for the front-of-house team members who get to have some fun and mentor the younger kids.”

– Nicole Basciano,

The Torch Club members shadowed different roles in the sports bar to help them gain real-world job experience.

Deliver the best on-premise employee experience Increase Success of Blazin’ Games

No. 3296 Field Training Manager

Achieve Greater Operational Success

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To watch a 60-second video or talk to our team, scan the code or visit up.show/ICTD

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Grow Revenues via Server Sales Leaderboards

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The Torch Club members were also taught about Team Up for Kids, the Buffalo Wild Wings Foundation’s annual sports bar fundraiser. All funds raised in the sports bars help provide access to sports teams and programs, and the Boys & Girls Clubs of America is one of the partner organizations that help make it all possible. A contest was held to see who could collect the most donations for Team Up for Kids, and the group was ultimately able to encourage customers to donate a grand total of $217.12 for the day. “It’s a nice day, especially for the front-of-house team members who get to have some fun and mentor the younger kids,” said Nicole Basciano, the field training manager at No. 3296. “The Boys & Girls Club is really important here in Milford, so we try to work with them as much as we possibly can.” S

Improve Employee Recognition & Retention

EVENT CALENDAR

BS is excited to host members April 22-25, for the 20th Anniversary FBS Annual Summit! To celebrate this milestone, we are making next year's summit even bigger, with more business and fun packed into the week. With beautiful Palm Springs, California, as the backdrop for this event, you won't want to miss all of the activities in store. Ninety-two percent of FBS members surveyed after the 2023 FBS Annual Summit indicated that the summit is important to their FBS membership. With this in mind, FBS is curating an agenda fit to members' wants and needs based on the 2023 FBS Annual Summit survey.

Stay tuned for future communications with the registration link!

2024 FBS 20th Anniversary Summit April 22-25 Hyatt Indian Wells Palm Springs, California

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Mr. Boston Premium Spirits in the Well give guests the quality and value they deserve in their cocktails. Offering a complete line of spirits, Mr. Boston is the least expensive well for every category, every day.

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Member Services

FBS curated an extensive suite of member services designed specifically for franchisees like you. These services include a proprietary health insurance program, a property and casualty insurance program through co-broker Lockton Affinity, retirement and 401K plans and more! Supporting your association through these programs helps FBS continue to provide the best services. We were with our prior P&C provider for many years and had not shopped around for a while. We finally decided it was time for a change and went through FBS to get a quote from Lockton Affinity, and they were able to save us a substantial amount of money on our P&C. We are now in our second year with Lockton, and they shopped our book of business to many different providers, searching for the best rate and coverage for our business. It’s great to know that LaHaise Management has a partner in Lockton, and they are looking out for our best interests.

Dean Bachmeier, VP of Operations, LaHaise Management

Advocacy

FBS is committed to protecting members’ best interests and their assets. FBS is instrumental in influencing key decisions that support the continued prominence of the brand and the financial interests of franchisees. Our association has a unique structure that allows us to collaborate with the franchisor through the Franchise Advisory Council, a group comprised of FBS Board members.

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2024 marks the 20th anniversary of our premier member event, the FBS Annual Summit! Join us in Palm Springs, April 22-25, for a week packed with even more business and fun. Since 2004, FBS has hosted an annual summit where Buffalo Wild Wings® franchisees, business partners and BWW® Corp. leaders can come together and celebrate our brand. You won’t want to miss this year’s Summit!

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FBS Annual Summit

Support the Vendors

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THAT SUPPORT YOUR ASSOCIATION

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Elevanta Health Green Dot Corp./rapid! Hall Financial Advisors Lockton Affinity Mize Restaurant Group, providing Elevanta Payroll and Accounting Services McLane Foodservice Distribution PepsiCo Sazerac Retail Tech Inc. Budderfly Campari America Ecolab Heineken New Belgium Brewing Sierra Nevada Brewing Co. The Wasserstrom Co. UPshow Accuserv Equipment and Lighting Alliance HCM Altrua Global Solutions American Beverage Market Anheuser-Busch Audio Visual Design & Install Boston Beer Co. C&T Design and Equipment Craft Standard Enterprises Daltile Deschutes Brewery DRAS Cases E & J Gallo Winery Federal Heath Founders Brewing Co. GOJO ITW Food Equipment Group Keurig Dr Pepper KNMarsh CPA Lagunitas Brewing Co. Levecke LG Electronics Magnesol Mahoney Environmental Manitowoc Ice/Pentair Maximus Micro Matic

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memberservices@elevanta.com smcdonald@rapidpaycard.com kknab@hallfa.com elevanta@locktonaffinity.com

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shiggins@mizecpas.com

Diamond Diamond Emerald Emerald Pearl Pearl Pearl Pearl Pearl Pearl Pearl Pearl Assoc. Mbr Assoc. Mbr Assoc. Mbr Assoc. Mbr Assoc. Mbr. Assoc. Mbr. Assoc. Mbr. Assoc. Mbr. Assoc. Mbr Assoc. Mbr Assoc. Mbr Assoc. Mbr. Assoc. Mbr Assoc. Mbr. Assoc. Mbr. Assoc. Mbr Assoc. Mbr Assoc. Mbr. Assoc. Mbr Assoc. Mbr Assoc. Mbr Assoc. Mbr. Assoc. Mbr Assoc. Mbr. Assoc. Mbr Assoc. Mbr Assoc. Mbr

Lynn Modisette Marc Wolfson Candida Banti Shannon Johnson Mike Leatherwood Jess Hix Conlon Paul Martin Chuck Mathison Kari Gladney Nick Bunce Matt Brown Scott Axonovitz Mike Thomas Jennifer Gordon Melode Smelko Beth Borkosky Mike Bouche Jason Abbott Gary Fragle James Bales Michael Vacek Terrie Miller Greg Owens Josh Flattum Gerald Sullenberger Greg Root Brendan Romero Diane Collins Matthew Alexander John Orgeron Kelly Marsh Tommy Hunter Eric Lake David Boerlin Sally Ruiz-Diaz Cameron Calhoun Marlo Rogers Kevin Haag Stanley Baron

lynn.modisette@mclanefs.com marc.wolfson@pepsico.com cbanti@sazerac.com sjohnson@retailtechinc.com mike.leatherwood@budderfly.com jess.conlon@campari.com paul.martin@ecolab.com cmathison@heinekenusa.com kgladney@newbelgium.com nick@sierranevada.com mattbrown@wasserstrom.com scott@upshow.tv mthomas@accu-serv.com jennifer@alliancehcm.com melode@altrua.com bborkosky@abmcocktails.com michael.bouche@anheuser-busch.com jrabbott@avdiusa.com gary.fragle@bostonbeer.com jbales@c-tdesign.com mvacek@craftstandard.com terrie.miller@daltile.com gowens@deschutesbrewery.com josh@drascases.com gerald.sullenberger@ejgallo.com groot@federalheath.com romerob@foundersbrewing.com collinsdi@gojo.com matthew.alexander@itwfeg.com john.orgeron@kdrp.com kelly@knmarshcpa.com tommy.hunter@lagunitas.com elake@levecke.net david.boerlin@lge.com sruizdiaz@dallasgrp.com cameronc@mahoneyes.com marlo.rogers@pentair.com kevinhaag@maximus.com stbar@micro-matic.com

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Strategic Tax Planning Stratix Corp. The Original Pickle Shot TredSafe/Walmart Trinity Capital/Citizens Bank Underberg America Wathco Inc. White Claw Wintrust Franchise Financial Workstream WyreStorm Technologies ProAV Corp.

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Stephanie Vint Marene Harof Mike Ross Alex Alvarez Louis Matino Stefano Caccia Ross Grainger Craig Drummond Bill Wildman Judy Ryan Yamila Riquelme Byron Baird Ken Hibben Christina Assoc. Mbr Christiansen Assoc. Mbr Tony Glinski Assoc. Mbr Jon King Assoc. Mbr. Ted Travis Assoc. Mbr Laura Nishimura Assoc. Mbr Patrick Brane Assoc. Mbr Jason Walder Assoc. Mbr Cathy Bass Assoc. Mbr Sean Willison Assoc. Mbr. Ryan Anderson Assoc. Mbr Jim Reinhardt

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One topic: 10 facts

A Glimpse Into 2024 1

Regardless of inflated prices and other financial stressors, 84% of consumers would rather utilize their free time by dining out to avoid cooking and cleaning.

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As a matter of fact, 65% of Americans eat out at least once a week, and 37% make restaurant trips daily.

Consumers are still very determined to dine out, even with menu prices rising 40% higher compared to pre-COVID-19 pandemic numbers.

With diners returning to work on-site, they have been more motivated to dine alone, with 7% more people making solo restaurant trips year over year.

Even though customers are returning to physical locations, hybrid and remote work is here to stay. Across the entire foodservice industry, lunch traffic has consistently decreased by 20%.

What will also decrease in 2024 is the number of people dining inside restaurants compared to using the drive-thru, picking up or using food delivery. Dine-in traffic has been down 50% since 2019.

What is driving consumers to restaurants even with economic challenges? Everyone wants to be on top of the latest trend. Actually, 72% of consumers say they are excited to try the latest fads to “see what the hype is about,” and 67% want to see even more trend participation from restaurants.

Among those trends are nostalgic foods or cuisine “from when times were simpler.” Around 72% of consumers enjoy foods that remind them of a previous time.

To prepare themselves for the year, 55% of operators are improving customer traffic in 2024 by providing more consistent menu execution and improved team engagement.

How are restaurant owners planning to combat the labor shortage? About 58% of them hope to implement some sort of automation or tech into their operations.

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Sources: AF & Co., Carbonate, Datassential, Hi Auto, Kinetic12, Mintel, National Restaurant Association, QSR Magazine, Revenue Management Solutions and Toast Tab

Don’t let slip injuries trip up your business

Get workers’ compensation protection.

Slips, trips and falls are a leading cause of workers’ compensation claims, and can have a big impact on your business: The average workers’ compensation claim for a slip, trip or fall costs $48,575 and injuries account for 12 days of work missed on average.¹

See how our coverage can meet your workers’ compensation needs by requesting a price indication at Elevanta.LocktonAffinity.com. 11 SCORE |

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1 “Workers’ Compensation Costs.” NSC Injury Facts, National Safety Council, 26 Sept. 2022, https://injuryfacts.nsc.org/work/costs/workers-compensation-costs/.

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The Elevanta Insurance Program is administered by Lockton Affinity, LLC d/b/a Lockton Affinity Insurance Brokers LLC in California #0795478. Coverage is subject to actual policy terms and conditions. Policy benefits are the sole responsibility of the issuing insurance company. Coverage may be provided by an excess/surplus lines insurer which is not licensed by or subject to the supervision of the insurance department of your state of residence. Policy coverage forms and rates may not be subject to regulation by the insurance department of your state of residence. Excess/Surplus lines insurers do not generally participate in state guaranty funds and therefore insureds are not protected by such funds in the event of the insurer’s insolvency. Elevanta will receive a royalty fee for the licensing of its name and trademarks as part of the insurance program offered to the extent permitted by applicable law.

LOOK LISTEN READ L

ook, Listen, Read is a quarterly compilation of some of the most highly rated and reviewed apps, podcasts, books, websites and other resources. FBS does not support or endorse the use of these tools, which merely serve as a guide to exploring a new level of knowledge and productivity for your business.

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Improve your franchise relationships and change your life through “Profitable Partnerships.” Author Greg Nathan shares practical ideas, checklists and inspirational stories that will help you secure a bright future in this dynamic franchising industry.

With Resource Guru, you can keep your projects on track and your team stress-free. This project management tool gives you the ability to see your calendar in one place, create and edit bookings, as well as resolve scheduling problems on the fly.

“How do I find and choose the right franchise opportunity?” “How do I overcome obstacles and bounce back from setbacks?” In the “Stars of Franchising” podcast, you’ll learn from hosts Ab Igram and Vini Onyemah, along with global pioneers, innovators and visionaries who are realizing their entrepreneurial dreams through the franchise business model.

The allure of entrepreneurship is undeniable, but the high start-up costs and fear of failure may make some hesitant to take the plunge. In “The Franchisee Lifestyle,” author Adam Goldman presents a compelling case for why franchising might be the ideal solution for aspiring business owners. Building a successful business from the ground up is undoubtedly challenging. However, with the guidance and support of a well-established franchise, your chances of thriving in the competitive market significantly increase.

Insights and data assist everyone from first-time franchise buyers and seasoned investors in making informed decisions. With weekly interviews from franchise leaders and franchise analysts, the “Franchise Findings” podcast, hosted by Patrick Findaro, will become your go-to source for vetted franchise information.

Quickly see the status of and track progress on collaborated projects with Kanban Flow. Assign tasks and check the status of upcoming or in-progress items with ease. The Kanban Flow app is designed to boost productivity by employing the Pomodoro timer.

Discover the winning patterns of successful businesses and apply them to your own startup in “Start. Scale. Exit. Repeat: Serial Entrepreneur’s Secrets.” Get inside the minds of over 30 experts, authors and seasoned entrepreneurs and learn from their hard-earned lessons.

In the “How of Business – How To Start, Run and Grow a Small Business” podcast, host Henry Lopez shares actionable advice, tips and techniques on how to start (including launching or buying your first small business), run and grow your small business. In each episode, you can listen in on different business topics or interviews with small-business owners.

The Buffer app has everything you need to grow and engage your audience to help you get the results you deserve. Buffer is designed to manage social network accounts by providing the mechanics to schedule posts and analyze activity.

The “This Is Small Business” podcast explores the pathway to success for small-business owners by diving into what other owners and industry experts have faced and overcome. Learn about trends, lessons and look at issues from different perspectives to find the tools you need to start, build and grow your small business. S

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Food Safety Solutions

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(855) 659-4190

Visit our Ecolab website to order: bit.ly/bwwflex

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• All Buffalo Wild Wings food items already loaded • Save labor versus handwriting labels • Uses genuine Daydots labels, leaving no residue • Accurate, Consistent, Quick and Legible • Intuitive App, Printer requires no ink

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ALL YOU PAY IS A DISCOUNTED ENERGY BILL

A more efficient labeling program

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MOBILE APP

TAKEOVER

by Tyler Ryan

the features customers seem to appreciate most about the digital era, as mobile app ordering has proven itself to be a favorable tool for customers around the world. The popularity doesn’t seem to be shrinking anytime soon. As everyday life is further impacted and shaped by technological advances, there is no telling how the world around us will continue to change. For the restaurant industry, the changes customers and franchisees are witnessing have created a restaurant culture more concerned with speed and convenience than ever. Digital ordering has become a new norm, right alongside the classic sit-down experience.

For the restaurant industry, the changes customers and franchisees alike are witnessing have created a restaurant culture more concerned with speed and convenience than ever. The changing landscape of the industry is impacting restaurants in ways that people can see with their own eyes, as the interiors of some establishments have begun to reflect the introduction of a new way of doing things. Kiosks in stores where cashiers once were, separate pick-up areas for mobile orders and even some restaurants that offer no indoor seating are a few instances of the impacts of technology manifesting visually in the foodservice industry. This reconstruction continues to impact restaurant chains all around the world, and it shows little to no sign of delay or reversal. There are countless efforts brands like Buffalo Wild Wings can make to ensure that sports bars across the country are evolving alongside the industry and that they’re prepared to take on a new era of dining. For franchisees, the possibilities are endless as to the ways that they can become more accustomed to mobile app ordering and even actively take advantage of its perks. Creating environments in your sports bars where both mobile orders and in-person orders can be completed in a way that keeps customers satisfied is the key to weathering change and maintaining a reliable customer base. While the relationship between restaurants and customers has evolved, Buffalo Wild Wings and its franchisees evidently remain committed to delivering legendary experiences to all guests. S

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TYLER RYAN is the FBS communications copywriter. You may reach Ryan at tylerr@myfbsonline.org or 678-439-2300.

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n the age of technology, so many aspects of our lives are transformed by the usage of our devices, including the ways we interact with our favorite brands and businesses on a daily basis. While it was not long ago that hungry people looking to pick up their favorite meals had little choice but to walk inside an establishment and give their order to a friendly face, the interactions people have with those same establishments can look vastly different — and increasingly digital — in today’s world. To adapt to the changing times, many restaurant chains have made the choice to begin utilizing mobile apps to give customers more options for ordering and receiving their food. In recent years, the speed and convenience of placing orders through mobile apps seems to be the primary appeal for users. Though ordering online may have simply been the safer choice for people during the height of the COVID-19 pandemic, the ease of utilizing this method may be a driving force for its persisting popularity in a post-social distancing world. As the restaurant industry shifts from being centered solely around in-person orders to also incorporating mobile ordering, the oftentimes quicker and less interaction-driven option, businesses are tasked with taking the in-person experiences they offer their customers and translating them into digital ones. The aim for many is to ensure that all the familiar services and perks a customer can enjoy in a traditional visit are also available to them when they decide to order through an app, but delivered in a way that maintains the level of convenience people have come to expect from using their devices. Like other beloved brands, Buffalo Wild Wings® has taken advantage of this draw to the digital landscape of foodservice by offering customers everything they need from their favorite wing spot, all in one mobile platform. The Buffalo Wild Wings mobile app is designed to support multiple key aspects of the customer experience, including placing and receiving orders, utilizing the company’s Blazin’ Rewards program, playing games while dining and more. The platform is marketed as “one app with everything you need from Buffalo Wild Wings,” or a means to “get your wings fix even on days you can’t fully escape to the sports bar.” As the mobile app becomes more and more integral to the overall success of the Buffalo Wild Wings brand, it is important that the franchisees at the center of operations at individual locations can make the most of the ways the industry is being revolutionized. Brian Carmody, a BWW® franchisee, shared his thoughts about the role the Buffalo Wild Wings app plays in representing the brand, saying, “It’s critical to our success that we have an app that competes with other casual dining chains. We have to be a leader in the area of mobile apps.” Carmody also referenced recent reports of increases in the prevalence of online shopping and ordering for all kinds of goods, as this year’s Black Friday shoppers spent a record $9.8 billion in U.S. online sales — up 7.5% from last year. “That just shows you that people are moving to mobile ordering because of the convenience of it,” he continued. “That means we have to be competitive — not only with our app, but with how it’s integrated into our system from an operations standpoint so that we can service mobile order guests as quickly as we service the guests that come in traditionally.” It is imperative that franchisees continue to take advantage of

Emerging Restaurant Technology – Is It the Solution To the Labor Issue?

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by Jared Johnsen

he labor issues wreaking havoc in 2023 have laid the members. Convenience should not replace foundation of the restaurant industry for years to hospitality.” come. High inflation, rising costs and a wilting labor Some patrons stand by the old-fashioned market have caused restauranteurs and restaurant brands to pour way. Although AI has potential to be impleresources into innovative technology and artificial intelligence mented to reduce human error, technology (AI) to make up for where human capital falls. has bugs of its own. For example, the speech With innovation taking the industry by storm, is technology recognition software that some brands are planning to implethe solution to the labor crisis? ment is only 84% accurate. Humans are no better at times but The COVID-19 pandemic instigated an unpredictable three are often able to turn around customer situations. However, years for recruiting and maintaining employees, with many not once technology fails, that raises many concerning points for returning to their previous positions. restaurant owners and operators, wondering how long advanced Many restaurant workers transitioned into alternative equipment like this takes to be repaired, who will be there to do industries offering greater security or benefits. Others pursued it and the potential damaging effects on restaurant operations. job training, education or started new careers in professional “Replacing staff with technology can damage the opporfields. Among those who returned to the restaurant industry, tunity for people to build a career with Buffalo Wild Wings,” some opted out due to pandemic-era challenges, including staff Curtis said. “B-Dubs® is a lot of people’s first job, and it is not shortages, reduced hours and lower healthy to strip that away from the tips. community.” According to the Bureau Even though robots are not of Labor Statistics, five million front-facing and cannot solve complex restaurant workers left the industry customer situations, Curtis believes they in March and April 2020. potentially have a purpose working back Fast forward to December of house or in the convenience scene, 2023, the situation has improved operating in places like airports and notably but with obstacles yet to gas stations. There, machinery can be come. With recent legislation, such hidden and can operate quietly without as the Food Accountability and sacrificing quality restaurant hospitality. Standards Recovery (FAST) Act in “This technology definitely requires California, COVID-19 repercusa healthy balance for it to thrive in the sions and economic downturn, industry,” Curtis said. “Automation can many restaurant operators are help aid the customer experience.” forced to find solutions to maintain Buffalo Wild Wings is not shy operations at a lower cost. about automation. In 2021, BWW® – Jason Curtis According to QSR Magazine, partnered with Miso Robotics to create Patton Wings chief operating officer the restaurant industry has over one a mechanical chicken wing frying robot million positions available. dubbed Flippy Wings. With one of the “Employee retention in our robots located at the Inspire Brands’ sports bars is critically important,” Jason Curtis, chief operating Innovation Center, the robot awaits further testing before it can officer of Buffalo Wild Wings® franchise Patton Wings said. “We be implemented into a standard restaurant. recognize quality staff and make sure they are pleased with their All-in-all, the present-day challenges of running a restaurant work environment.” franchise are driving operators to invest heavily in restaurant Advanced technologies, such as kiosks, robots and AI, are technology. If labor issues persist, they could potentially hurt teed up to at least stabilize the labor market. As manufacturing many operators. Thankfully, help is within metallic reach, but and operating costs for this equipment decrease and innovate not without the help of human interaction. year after year, technology is a compelling option to use for “I hope in the midst of all the changes in the industry, labor. Programmed robots don’t need days off, cannot quit we do not lose the hospitality and genuine connections and do not steal. They can also perform the same task they are that Buffalo Wild Wings provides to its guests,” Curtis said. assigned to perfectly each time, often faster than a person can. “Seventy-five percent of customers only visit Buffalo Wild Wings Conceptually, replacing human capital with this technology once a year, so it is important to secure loyalty with quality can seem like an obvious choice, but there can be too much of a customer service. B-Dubs is one of the best places to be to watch good thing. To Curtis, converting all his workers to robots could a game, so each customer deserves a game day experience.” S damage the hospitality his sports bars provide to his customers. “I feel that a big reason business owners start franchising is to create a positive working environment for their staff and to impact the community,” Curtis said. “I think that is lost if JARED JOHNSEN is the communications specialist for people are not there to make genuine connections. Automating FBS. You may reach Johnsen at 678-439-2291 or staff also lessens the chance to connect with fellow team jaredj@myfbsonline.org.

“B-Dubs® is a lot of people’s first job, and it is not healthy to strip that away from the community.”

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2023 WRAP UP

The RSQ Foods team brought some of the Boys & Girls Clubs kids into the sports bar to feed them dinner and drive awareness about Team Up for Kids. This encouraged guests to make even more donations and build the relationship with the local Boys & Girls Club.

contributed by the Buffalo Wild Wings FoundationSM

he Foundation is excited to announce the highest Team Up for Kids campaign to date. We had incredible participation, especially from franchisees, and the numbers showed that. The Buffalo Wild Wings® system raised a record $2.22 million. Thank you to everyone that worked so hard in the month of October to raise funds and give back to their community. We have come a long way in the last year, and we want to recognize all the hard work. Shout out to the top Franchise Bracket winners: Franchise Bracket (10+ sports bars): • ‌1st Place: LaHaise Management • ‌2nd Place: RSQ Foods Franchise Bracket (1-9 sports bars):

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• ‌‌1st Place: Belle Holdings • ‌2nd Place: BWW Fralich Group • 3rd Place: High5Hospitality Congratulations to all the 2023 Team Up Tournament bracket winners. The top eight bracket winners in each category will be receiving additional grant dollars to donate to the youth serving organization of their choice. We would also like to recognize the top franchise sports bar which was Belle Holdings’ No. 3836 in Charlottesville, Virginia,

BWW Fralich Group did a “Pie in the Face” contest at their restaurant. Guests and employees had the opportunity to donate to Team Up for Kids and then throw a pie in the face of their favorite BWW employee. Nothing like paying extra to get up close and personal.

with $20,528 raised. The Team Up for Kids campaign would not be a success without the hard work and dedication of all the individuals at BWW® restaurants. It was exciting to see how teams stepped up their fundraising efforts with some unique and creative ideas. We loved receiving these stories and look forward to highlighting more teams throughout the year. Thank you to everyone for your incredible efforts in this year's record-breaking campaign! The funds raised will make a significant impact for kids in the communities we serve. Together, we made a difference and supported youth organizations across the country. For more information on ways to engage with the foundation and give back in your communities, please reach out to Catherine Stranberg at cstranberg@inspirebrands.com. S

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Leadership

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n 2024, it’s imperative that we once again focus on how to play to win instead of playing not to lose. The restaurant industry is ever-changing, but some things, like leading an organization, stay the same. Here’s an executive overview of the key strategies I share in my presentation “The Five New Rules of Leadership: Best Practices to Engage, Lead and Inspire Our NextGen Team Members.” If you’d like to go on a deeper dive into any of these strategies, check out my bestselling book “Multiunit Leadership” on Amazon.

by Jim Sullivan

o. 1 Strategic Clarity: Create a Leadership GPS Let’s start with the basics: Your goal is to teach your managers and hourly team members how to think instead of just telling them what to do. It all starts with identifying and then clarifying the specific strategies you want to deploy in the coming year in your operations and 1) clearly communicating those strategies to the team on a daily basis and 2) making certain that all your managers and team

members clearly understand their specific roles in achieving those goals. To that end, strategic clarity is not achieved by a speech but is realized by staging effective daily pre-shift meetings in which you focus on small daily improvements in speed, quality, service and sales so that you incrementally attain the larger monthly or quarterly P&L goals. By the inch, it’s a cinch; by the yard, it’s hard.

o. 2 Talent Density: Retention as a Recruiting Strategy The average hourly turnover rate in the foodservice industry is now 174%. Which means that your primary staffing strategy is now retention. This churn rate is simply unsustainable and is taking its toll on our hard-working RGMs. Especially when we impose labor targets that results in RGMs having to work hourly positions during peak periods to keep on budget. The truth is that there is no labor crisis, there are only companies who fail to put people first. Keeping employees happy is the best marketing you can do. Be supportive and grateful for all your team members before, during and after every shift. Daily recognition, engagement and encouragement of our team members is like brushing your teeth. You don’t have to do it with everyone; just the ones you want to keep. Creating a restaurant culture based around dignity, care, respect and equity for your team members attracts other team members. A solid retention strategy doubles as a recruiting strategy. Now is the time to ask yourself another big question: Are our current BWW® systems for recruiting, onboarding and training new team members outdated, designed for a potential employee that no longer exists? Many of the companies we work with have answered “yes,” and we co-design new recruiting and engagement processes that align with our current generation and not one from 10 years back.

o. 5 Fierce Resolve: Improve One Thing Daily The will to win is not enough. The will to prepare to win is what separates success from mediocrity. This means getting brilliant at the basics and never being bored with the basics. The restaurant business will not get easier. We must get better at it. Adapt, innovate, improve. “Normal” (i.e., 2019) is not coming back, and if it did, it would result in operational failure. Stop yearning for the way things used to be; If the only new thing we have to offer our customers and team members is an improved version of the past, then today and tomorrow can only be inferior to yesterday. No matter what problems we’re facing today, they’ll be different tomorrow, and they will be bigger. However, there is one Buffalo Wild Wings® challenge that, if solved, makes solving all your other problems easier. Knowing how to plan, communicate and execute strategy is the cornerstone capability that any multiunit leader should master to achieve excellence. Work on it daily. Your future is either what you make it or what you let it become. S

JIM SULLIVAN is the CEO of Sullivision.com, a global consultancy whose clients include Starbucks, Chipotle, Texas Roadhouse, Domino’s, Chick-fil-A, Disney and BURGER KING. He’s the author of the bestseller “Multiunit Leadership,” available at Amazon in print, audio, ebook and Spanish versions. You can reach him at jim@sullivision.com and follow him daily on LinkedIn.

o. 3 Habitual Consistency Consistency in operations is the most effective marketing strategy you can deploy. This brings more customers back with their family and friends. When we fail, we don’t fail to the level of our goals, we fail to the level of our systems. Assess your systems and processes quarterly and reduce complexity wherever it exists. This makes habitual consistency easier to attain. Be persistent in sticking to the BWW standards that result in consistent throughput, consistent training and consistent profitability. Make pre-shift meetings mandatory, not optional and focus on consistency as a goal of every shift. Use your smartphone to record the pre-shift meetings that are most effective and share them with all your other managers. None of us are as smart as all of us. Persistency gets you there. Consistency keeps you there.

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o. 4 Relentless Repeatability: No Train, No Gain The key to consistency in operations no matter who is managing each shift is consistent, daily engagement, training and focusing on established standards around cleanliness, quality, teamwork, service and selling. Don’t expect 100% productivity from team members when you only give them 10% training. We can’t hold teams responsible for not doing what we never showed them how to do. Here is where pre-shift meetings deliver yet another benefit, a daily platform for teaching and learning. If your RGMs are inconsistent in their pre-shift meetings, then make it part of their bonus criteria. What you reinforce is what you get. What you don’t reinforce is what you lose.

Common Employee Injuries and How To Prevent Them contributed by Lockton Cos.

estaurants can have high risk of insurance claims compared to other industries, especially related to employee injury. According to the most recent data from the U.S. Bureau of Labor Statistics: • Private industry workers in restaurants incurred 93,800 nonfatal injuries and illnesses in 2019. About one-third of these cases required at least one day away from work.

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• Sprains, strains and tears that resulted in days away from work occurred at a rate of 28.9 cases per 10,000 full-time restaurant workers. • 8,110 cases of cuts and lacerations resulted in days away from work, occurring at a rate of 23.6 cases per 10,000 fulltime restaurant workers, compared to just 7.1 cases for all private industry workers. Read on to learn the common injuries restaurant workers face and how your organization can work to implement prevention tactics.

How To Prevent Common Employee Injuries

Restaurant workers are particularly vulnerable to injury because: • They perform repetitive tasks for extended periods of time. • They work with ovens, fryers, flat-tops and other high-heat equipment. • They work long hours, where fatigue can cloud judgement. To help your employees stay healthy, consider these recommendations: • Host regular employee training that includes injury awareness, workplace inspections, accident response and incident reporting. • Post housekeeping standards to list the minimum safety requirements at your organization. • Maintain clear guidelines and responsibilities for all staff members, including owners, managers and employees.

• Implement a reporting program that provides employees with an outlet to share hazards or near-miss incidents they have witnessed. • Assign annual responsibilities such as inspections and refreshers on seasonal risks.

from regulatory actions, which may include costly fines or even criminal charges for noncompliance in some states. See what this coverage will look like for your business by completing our price indication request at Elevanta.LocktonAffinity.com. It takes less than five minutes. S

• Share incident reporting protocol to ensure accidents will be thoroughly investigated and prevented in the future.

Your business can also be held liable for any incidents that occur on premises, so it is important to secure the right insurance coverage. Preventing Slips, Trips and Falls

Slips, trips and falls are another common type of injury for restaurant employees. As a business owner, you can take proactive steps to prevent your employees from experiencing a slip, trip or fall. • Remove obstructions: Always clean up spills and wet spots. After the mess has been cleaned up, place a wet floor sign to make others aware. Arrange or remove furniture so there is plenty of room for walking. Always clear your business’s parking lots and sidewalks of snow, ice or debris.

• Improve visibility: Ensure you have good lighting in place. Consider adding task lighting in dim work areas. Illuminate all parking lots, paths and walkways, too. Replace burned out bulbs promptly. • Safety-proof: Add grab bars next to toilets. Ensure furniture is in good shape. Install non-slip, rubber mats or rugs around sinks, beverage stations and other accident-prone areas. • Reduce human factors: Require employees to wear slip-resistant footwear during their shifts. Spread out repetitive tasks, such as food preparation, to various workers throughout the day. Require employees to take frequent breaks from repetitive activities. Your business is responsible for providing a safe environment for your employees. Your business can also be held liable for any incidents that occur on premises, so it is important to secure the right insurance coverage.

Reducing Your Risk as a Business

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By implementing risk management tips, you can help reduce the risks your employees face. However, it is also critical to have the right insurance protection, should an employee get injured. Workers’ Compensation coverage from Lockton Affinity helps ensure that your employees and their families have a remedy for workplace injuries and that your business is not unduly burdened with costly legal claims from an accident. Workers’ Compensation coverage also protects your business

True Professionalism: The Core of Service Excellence by Dennis Snow

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don't like to shop. Clothes shopping, grocery shopping, car shopping … it doesn't matter – I don't like it. I want to get in, get what I want (fast) and get out. That's my strategy when I must shop. Two recent shopping experiences, however, were pleasant surprises. Both experiences showcased customer service at its best and at its most simple. Once again, I was reminded that great service isn't about grand acts, it's about common courtesy, artfully delivered. The first story took place the day before a speaking engagement in Chicago. I needed to buy a pair of dress shoes because I had forgotten mine at home in Florida. I found myself in a store called the Walking Company in a Chicago mall. A friend once told me that it was a good store. It was crowded, so I almost left. But one of the salespeople made eye contact with me. It wasn't the kind of eye contact that said, "Oh no, another customer." Instead, it was eye contact that said, "I know you're there, and I'll be right with you." It was good eye contact. I browsed around for a couple of minutes and found a pair of shoes I liked. Sure enough, the salesperson was right next to me, and she said, "Sorry about the wait, let's get you some shoes." I showed her the pair I was interested in and asked her to try a size ten.

She said, "Let's measure your foot just to make sure." I know that I wear a size 10, but her whole demeanor showed that she wanted to make sure I got the right shoes. She was a professional. She measured my foot and said, "Size 10 is right, but you have a very ‘Reubenesque’ foot." I didn't know what that meant, but she sure seemed to know what she was talking about. "I've got to tell you, the type of shoe you've selected won't be the most comfortable for you. I think this other style would feel much better." Being the skeptic that I am, I looked at the price of her suggested shoes to see how much she was upselling me. Same price. Hmm. With nothing to lose, I tried on the style she suggested, and they were extremely comfortable. Enough time has passed since buying the shoes that any psychological effect has passed – they are truly the most comfortable pair of dress shoes I've ever owned, and I wear them all the time. As I paid for the shoes, the salesperson continued to wow me. She said, "If you ever buy a pair of shoes somewhere else,

and I don't know why you would, be sure to tell the salesperson that the arches in your foot have fallen just a little, and you need shoes with some arch support – just like these." When I get good service like this, I want to keep a good thing going. I asked her if there is a Walking Company in Orlando, where I live, to which she answered yes. I thanked her (sincerely) and left. Since then, I've purchased three more pairs of shoes at the Orlando Walking Company, each time with great service and incredibly comfortable shoes. I can't imagine buying shoes anywhere else, and I’ve sent plenty of friends there. Now, let’s look at what this Walking Company salesperson did that turned this into a great shopping experience. I’ll analyze the details in a moment, but one word sums up her style – professional. This lady was a professional in every sense of the word. Her skills would apply anywhere. The skills that she demonstrated are as applicable to a bank, hospital, restaurant or law office as they are to a shoe store. Here are four universal traits of a professional in any customer-facing profession:

1Professionals are responsive.

When I entered the store, the salesperson made immediate eye contact with me. It was sincere eye contact – the kind of eye contact that would’ve made me feel guilty had I just turned around and left. It was eye contact that said she knew I was there and cared that I was there. And as soon as she was finished with her customer, she came right over to help me and apologized for the wait. The store was busy. But I noticed that everyone was being helped. The salespeople had mastered the art of handling more than one customer at a time while making each customer feel like he/she was the only one. None of the salespeople looked frantic, they just looked responsive.

Professionals are knowledgeable.

I left the Walking Company with more knowledge than when I walked in. I now know to ask for extra arch support in my shoes. Not a big deal, but I will always remember that salesperson’s advice. Think of some of your best service experiences; the waiter who made the perfect recommendation, the computer helpdesk that gave you a tip on how to make an application more effective or the clothing store employee who helped you coordinate colors. In most cases of outstanding service, the employee left you better than when he/she found you. You know more than you did before. The new information may not change your life (though it might), but it made your life a tad better. So, four seemingly small behaviors turned me into a loyal Walking Company customer. The behaviors apply to any service job and can make the difference between a mediocre service experience and an outstanding one. Once again, the behaviors of a service professional are: 1. Professionals are responsive. 2. Professionals are knowledgeable. 3. Professionals care about what they do. 4. Professionals teach you something.

Conclusion

At the beginning of the article, I mentioned that there were two recent shopping experiences that stood out for me. The second experience was while buying a fountain pen. I went to a store called Write On, and the salesperson was a professional who loved fountain pens. He had me write something on a pad so that he could see how much pressure I use while writing in order to recommend the correct pen. He even gave me an instruction sheet that he had personally created for the care of a fountain pen. It was an amazing experience that will definitely bring me back to that store. I sure enjoyed buying that pen. The behaviors are simple. What’s not simple is the consistent application of the behaviors. Being a true professional takes thought and effort, but once you are a true professional, you can go just about anywhere. The skills are universal, and they are very rare. True professionals stand out from the crowd and grow rewarding and satisfying careers. And the customers of the world know when a true professional is at work. S DENNIS SNOW is a business author, speaker and consultant who helps organizations develop world-class customer service. He is the author of two books, “Lessons From the Mouse: A Guide for Applying Disney World’s Secrets of Success to Your Organization, Your Career, and Your Life” (DC Press), and “Unleashing Excellence: The Complete Guide to Ultimate Customer Service.” (Wiley). Dennis can be reached at www.snowassociates.com or at (407) 294-1855.

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My Walking Company salesperson could have easily brought me the pair of shoes I originally asked for. But she wasn’t selling shoes – she was selling shoes that were right for me. That’s a big difference. Professionals aren’t happy just selling a product

Professionals teach you something.

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This salesperson knew about shoes. On the other hand, I know nothing about shoes other than they’re brown or black. Seeing that this was the case, she took charge of the situation and made sure that I was getting a pair of shoes that were right for me. I benefited from the knowledge that she had. There is an art to sharing knowledge, I admit. Some customers may say, “I wear a size 10, I know what I want. Just get it for me.” By spending a moment talking to me, however, it was obvious that I was flexible. She was able to be at her professional best and recommended a pair of shoes that were better for me than the ones I had chosen. Professionals read the situation and adapt to the knowledge of the customer. With a couple of well-asked questions, there’s no reason that an employee can’t determine the level of knowledge a customer has. The employee can then best determine how to add value. Of course, all of this means knowing your product. Professionals are in constant learning mode about their products and their customers. The only way that the Walking Company salesperson could steer me to the right pair of shoes was by knowing shoes and feet. Professionals know their stuff.

or service. They want it to be the right product or service for the customer. She took a few moments to measure my foot and to check my type of foot (Reubenesque!). When she got me that pair of shoes, she knew they would be comfortable for me. Rather than bringing out two or three pairs until I found a pair I liked, she brought me one pair – the right pair. Truly caring is smart, and in this case saved the salesperson time. Professionals care.

Employer Work Rules Need Review in Light of the National Labor Relations Board’s Strict New Standard

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by Elizabeth Rice

n August 2, 2023, the National Labor Relations Board (NLRB) issued its decision in Stericycle Inc., in which it articulated its new standard for evaluating whether employer work rules are impermissible under the National Labor Relations Act (NLRA). In doing so, the NLRB overturned the standard for evaluation of work rules set forth in two Trump-era NLRB decisions, Boeing Co. (2017) and LA Specialty Produce Co. (2019). The Stericycle standard harkens back to the NLRB’s standard for evaluation of work rules prior to the Boeing Co. decision, adopted in its Lutheran Heritage decision in 2004. The new standard applies equally to both union and non-union employers. Under the Stericycle standard, the NLRB will deem a work rule to be unlawful if an employee could reasonably interpret the rule as having a coercive meaning or limit the exercise of their rights under Section 7 of the NLRA. To determine this, the NLRB will assess “the specific wording of the rule, the specific industry, and workplace context in which it is maintained, the specific employer interests it may advance and the specific statutory rights it may infringe” to determine if the rule has a “reasonable tendency” to chill employees’ exercise of their Section 7 rights. Significantly, the NLRB will not consider the employer’s intent in its analysis. Under this standard, work rules must be narrowly tailored to “advance legitimate and substantial business interests,” and cannot have the potential to interfere with employees’ right to engage in protected concerted activity. While the Stericycle decision provides little guidance as to

how this standard will be applied in practice, employers can still take steps to limit the risk of challenges to their work rules and are urged to do so as soon as possible. Employers must construct their work rules as narrowly as possible and avoid using language which could be interpreted as infringing upon employees’ Section 7 rights. Employers should also review existing work rules to determine whether they may be deemed unreasonable under this new standard, and if any revisions are needed. Please do not hesitate to contact Laner Muchin with questions on the Stericycle standard or to have your work rules reviewed for compliance. S

Laner Muchin is a firm that specializes in employment-related litigation, labor relations, employment law counseling, employee benefits, executive compensation and business immigration matters. The firm may be reached at www.lanermuchin.com or (312) 467-9800.

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Elements of the Entrepreneurial Mindset Series

Element No. 3:

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Empathy and Fulfilling Customers

our business is not at all about you. That’s a bit of a shock to all of us who are entrepreneurs. We sometimes tend to think it’s about our purpose, passions, talents, desires, dreams and efforts all coming together in one beautiful expression of our core selves. But it’s not. A business, every business, is about understanding other people and providing them with something that enriches their lives and fulfills something that THEY need or want. This paradigm is crucially important, and empathy is at the heart of it. Empathy is the most important word in business. Empathy means working to understand what another person is thinking and feeling and then responding in an effective way. There is a lot packed into that definition.

Empathy means working to understand what another person is thinking and feeling and then responding in an effective way.

by Dan Coughlin

Recently, my wife and I went to a local restaurant in St. Louis called Twisted Tree that averages 300 reservations a night Monday through Thursday and 500 reservations Friday and Saturday. At this same location, the previous three restaurants using the space lasted a few years each and then were gone. What is the difference? The quality of the food is superb. The waiters are always friendly. The support staff is always full. They always have four managers on duty. There literally is no customer need or want that they are not prepared to meet in a timely way. They understand what customers are thinking and feeling, and they meet the needs and wants of their customers supremely well, day after day. It’s a great case study for every business to learn from. S Since 1998, DAN COUGHLIN has worked with serious-minded leaders and executives to consistently deliver excellence. He provides Executive Coaching, Leadership and Executive Development Group Coaching Programs, and seminars to improve leadership and management performance. His topics are personal effectiveness, interpersonal effectiveness, leadership, teamwork, and management. He also guides strategic decision-making meetings. And now he is also focused on helping people to develop their entrepreneurial mindset. Visit his free Business Performance Idea Center at www.thecoughlincompany.comT:3.5"

Work To Understand What Another Person Is Thinking and Feeling

Responding in an Effective Way

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The emphasis here is on fulfilling your customers, not fulfilling yourself. Customers don’t care about your quarterly sales and profits. They don’t care about your awards or new house or ranking in your industry. They care that you fulfill their needs and wants in a real and effective way. Have the customers’ needs and wants been met and exceeded? That’s the driving question. Do they think and feel that they are better off as a result of buying from you?

World-Class Light Beer T:4.75"

Notice this section isn’t titled “work to understand yourself.” That is still very important to do so that you understand what you have to offer other people. However, a successful business is not built on what you have to offer other people. It’s built on understanding and meeting the needs and wants of other people. I encourage you to invest time and energy in really working to understand the people you want to serve. Meet with them in person. Ask them what challenges they deal with, and what would make their life and their work easier, faster and more effective. Observe them in action whenever you get the chance. Ask them what they are thinking and what they are feeling as they work through certain situations. The more you understand them — really understand them — the more likely you will be to meet their needs and wants in a meaningful way.

It’s Not (Completely) What You Think: “New Age” Management Techniques

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by Laura Stack

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o thrive in this new age of hyper-change and growing uncertainty, it is now imperative to learn a new competency — how to accurately anticipate the future.” - Dan Burrus,

Author, business advisor, and futurist When many people hear the term “New Age,” we think of crystals, magic mushrooms and alternative spirituality. But when applied to business practices, the term takes on a different meaning. There’s some of the esoteric in New Age business, but as it typically does, the business community has extracted only what seems to work. It’s more of a New Age of productivity than a new type of lifestyle. Practitioners of New Age management techniques have chosen logical practices for treating their human resources as, well, more human. Let’s take a look at a few, starting with the obvious.

1. Meditation. Many Westerners have misguided ideas about meditation. Stripped of mysticism, it’s simply a way to relax and clear your mind — a welcome exercise for a desk-bound worker. This allows you better access to the creative and subconscious parts of your mind. If you come up with a new idea or insight during the process, that’s a bonus, and you may end up with more dividends than you expect. It worked for Henry Ford’s famous idea man, whom Ford’s efficiency expert disapproved of until Ford pointed out that the man’s ideas had saved him millions. I won’t teach you how to meditate here; you can find hundreds of resources that do so on the Internet, depending on your intention (it’s not just all about not thinking). When I first tried deep breathing for meditation, I couldn’t stop my mind from going over my to-do list, so now I pray instead to keep my mind focused.

2. Mindfulness.

3. Singletasking. This is a point I’ve made repeatedly over the years: do one thing at a time with your full focus, and you can do it better and faster than if you try to divide your attention with multiple tasks. While workers are arguably improving at multitasking (if only due to the nature of their daily lives), many employers have begun to emphasize it less. Why? Possibly because Millennials and subsequent generations have begun entering the workplace in increasing numbers, with some of the older Millennials having risen to the top by now. Having seen the tech bubble burst, followed by the Great Recession and its effects, these workers are more likely to be self-focused vs. job focused. They still do their jobs, but don’t kill themselves doing so. Ironically, the result is often greater productivity.

4. A new focus on well-being. A new focus on well-being. Even before COVID-19, companies were becoming more concerned about the health and well-being of their individual employees. Healthy employees are productive employees, and we’ve now come to realize that taking regular breaks, getting access to natural light, regularly changing posture, the presence of plants and even walking meetings improve employee well-being enough to improve their performance.

The Age of Productivus New Age workplace practices may sometimes seem a little woo-woo, but the ones we’ve adopted are logical, and they work. S

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© 2023 LAURA STACK. Laura Stack, MBA, CSP, CPAE is an award-winning keynote speaker, bestselling author, and noted authority on employee and team productivity. She is the president of The Productivity Pro, Inc., a company dedicated to helping leaders increase workplace performance in high-stress environments. Stack has authored eight books, including FASTER TOGETHER: Accelerating Your Team’s Productivity (Berrett-Koehler 2018). She is a past president of the National Speakers Association, and a member of its exclusive Speaker Hall of Fame (with fewer than 175 members worldwide). Stack’s clients include Cisco Systems, Wal-Mart, and Bank of America, and she has been featured on the CBS Early Show and CNN, and in the New York Times. To have Laura Stack speak at an upcoming meeting or event, call 303-471-7401 or contact us online.

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This practice involves paying strict attention to what you’re doing in the moment. While letting yourself run on automatic can increase your productivity, it doesn’t work for everything. I think of it as more peripheral to work than central to it: Routine gets you dressed, through breakfast, to work and into your daily mode, but while you work, mindfulness ensures your focus, reduces mistakes and deepens your effectiveness and understanding of what you’re doing. Running on automatic, you learn little or nothing. Mindfulness is how you improve your

work and your work ethic and expand your repertoire. Errors become fewer, your pace more deliberate, efficient and effective. Remember: True productivity lies where efficiency and effectiveness intersect.

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