Issuu

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THE MAGAZINE OF FRANCHISE BUSINESS SERVICES

2 021 ISSUE 3

Summit Reunites BWW Community PAGE 10

Franchisee Spotlight: Ed Yaskowitz

Mission and Vision Statements Provide Strong Foundation PAGE 12

PAGE 24

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

2021 Issue 3

FBS Board of Directors

ON THE COVER

Mark Jones Vice Chairman

In August, the 2021 FBS Summit in Las Vegas brought the Buffalo Wild Wings franchisee community together for the first time in nearly two years, and it was great to be back together. For a recap and photos of all the Summit activities, see page 14.

Jenny Beaudoin Director

COLUMNS

Wray Hutchinson Chairman

James Bitzonis Director Brian Carmody Director Steve Grube Director Roz Mallet Director Bobby Pancake Director Larry Podlogar Director Christy Williams Executive Director

FBS Editorial Board Sean Ireland Editor-in-Chief seani@myfbsonline.org Rachel Jackson Managing Editor rachelj@myfbsonline.org Savannah Daly Associate Editor savannahd@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

From the Chairman

DEPARTMENTS 4

FBS Member News

10 Look, Listen, Read

Event Calendar

11 One Topic: 10 Facts

Recognitions

12 Franchisee Spotlight

FEATURES 7 Meet With Attorneys From the Nation’s Top Franchise Law Firms at the 2021 CFA Legal Symposium 8 Buffalo Wild Wings Foundation Launches New Local Grants Initiative 9 Spotlight on the 117th Congress: Sen. Bill Hagerty (R-TN) 14 2021 FBS Summit Brings BWW Community Together Again 22 WyreStorm Solutions Solve Entertainment Display Needs contributed by WyreStorm Technologies 24 A Clear Mission and Vision Provide Strong Foundation During Turbulent Times by Sean Ireland, FBS director of communications 28 What BOP Does and Doesn’t Cover contributed by Lockton Cos. 30 The Political Divide at Work: What to Do About It by Douglas H. Duerr, Elarbee Thompson Sapp and Wilson LLP 32 Everything Speaks About Your Business. What Does It Say? by Dennis Snow, Snow & Associates Inc. 33 Influence People to Stay on the Path by Dan Coughlin, The Coughlin Co. 34 Post-COVID-19 Productivity: Five Ways It’s Going to Improve Our Performance by Laura Stack, The Productivity Pro®

DIRECTORIES 6 Associate Member Listing 36 Advertisers Guide and Editorial Calendar

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

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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From the Chairman

he start of the college and pro football seasons kicks off a busier time for our Buffalo Wild Wings® sports bars. A new season always brings fans together

to watch their teams begin what they hope will be a championship run. Baseball’s playoffs and the start of the NBA and NHL seasons are just ahead too, providing a bonanza of sports-viewing opportunities.

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While we usually get busier in our BWW® sports bars as we move into autumn, Franchise Business Services (FBS) has remained busy throughout the summer with activities designed to help improve our businesses. Of course, many of you attended the FBS Summit in early August at the Bellagio in Las Vegas. It was wonderful to see everyone after nearly two years since our last systemwide meeting! We had an agenda full of information that should be helpful to each of us as we look to continue recovery from the pandemic and improve our businesses. Presentations from members of our board of directors focused on the issues of pay equity and legal trends and lawsuits in the BWW system, and we also had an update from Misty Chally, our vice president of legislative affairs. We’re fortunate to have people in our organization like Misty, Roz Mallet, Jim Bitzonis and Mark Jones as resources to call upon on topics like these. BWW President Lyle Tick updated us on the latest information from Inspire Brands, including some good news on

the state of economic recovery, with same store sales comparisons from before the pandemic showing growth. He also discussed the brand’s priorities for the months to come. The Summit included presentations from outside attorneys Hank Alford and Bruce Sarchet about other legal issues critical to our business, and keynote speaker Scott Burrows provided an inspirational message about overcoming unexpected setbacks. This issue of The SCORE has photos of all the informative and fun activities. Of course, that’s not all that’s been happening. On Sept. 14, FBS partnered with Trinity Capital and Buffalo Wild Wings for an event focused on attracting lenders back into the casual dining segment of the restaurant industry. Many of you know that some of the traditional lenders have been leaving this space over the last 18 months, which is creating a difficult hurdle to growth for our organizations. We worked with our partners to create a Lending Summit to bring over 100 financial institutions together to learn

more about the state of our business and encourage them to offer their services to our sector. It was well-received by participants, and we look forward to good things happening on this issue soon. Thanks to those of you who gave your company’s financial information to this project. Your help is benefitting all our businesses! The transition from summer to autumn also means that 2021 is winding down and preparations for next year are under way. We’re excited to announce that the location and dates of the 2022 FBS Summit have been chosen: the Hyatt Regency Coconut Point in Bonita Springs, Florida, on May 9-11. Save those dates so you can join us on the Gulf Coast of Florida next spring! Our association will maintain its busy pace as we work together for the benefit of all our businesses. Please stay connected with us and be part of the effort! I wish you a happy, and busy, autumn!

Wray Hutchinson

MEMBER NEWS

JK&T Wings Honors Soldiers Killed at Afghan Airport A

terrorist attack at the airport in Kabul, Afghanistan, on Aug. 26 as the United States was withdrawing troops from the country killed 13 U.S. service members, and the unique way that a Buffalo Wild Wings® sports bar chose to mark the loss quickly spread to dozens more locations.

“Many guests have taken pictures, thanked our team members and spoken about the importance of the soldiers’ remembrance.”

– Jon Grayeb,

director of marketing for JK&T Wings

A BWW® owned by franchise company JK&T Wings honored the 13 service members by reserving a table and putting an American flag and 13 full beer glasses around it. “Once one of our locations sent us a picture of the table that they set up, and our team saw it, we thought it was a great idea and wanted to do it across the board in all our units,” said Jon Grayeb, director of marketing for JK&T Wings. The company, which operates 93 BWW sports bars, quickly put its teams into action, and all 92 others soon followed suit.

“It was important because it shows our unity within our communities.”

– Jon Grayeb

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All 93 of the Buffalo Wild Wings sports bars of JK&T Wings honored the 13 U.S. soldiers killed Aug. 26 during a terrorist attack at the airport in Kabul, Afghanistan.

“We received a bunch of positive feedback from team members and guests,” Grayeb said. “Many guests have taken pictures, thanked our team members and spoken about the importance of the soldiers’ remembrance.” It was a remarkable bit of coordination to pass the word to each location. The displays were created at each location with minimal notice. Team members stepped up to make it happen during their otherwise busy schedules and delivered great results, Grayeb said. “It was important because it shows our unity within our communities. It can be forgotten that community members running the local sports bar could have ties to the military, and this was a small gesture to show that we stand with them,” he added.

MEMBER NEWS

Anderson Management BWW Hosts Little League Watch Party W

hen the Boulder Arrowhead Little League baseball team from Montana advanced to the regional playoffs, the Buffalo Wild Wings® Billings restaurant operated by Anderson Management Group and franchisee Brad Anderson seized upon a great community-building opportunity. With the team’s regional appearance being broadcast on national TV by ESPN, the Billings BWW® hosted a watch party for friends, family and others who wanted to support the team but couldn’t make the game in person. “As soon as we heard that our Boulder Arrowhead team made it to regionals, we began advertising that we would show the team’s game live at our Billings location,” said David Moorhead, director of marketing for the company. “We had several families and friends pack the house.” Local sports teams always have a huge following, so whenever there is an opportunity to highlight them, the Montana BWWs always take advantage. “From a marketing standpoint, it’s important to keep up with your local sports within our communities,” Moorhead said. “You never know when you may have an opportunity

Anderson Management’s Billings location promoted the party in the restaurant and on Facebook.

of a lifetime to have a unique sports experience right within your four walls. Seeing them representing Montana was an incredible experience!” The sports bar began promoting the local team’s national exposure and the watch party with digital signage on in-restaurant screens in the week leading up to the game. It also promoted it with a Facebook event page. The party was an unqualified success. “In all my years with BWW,

I have never heard a crowd so loud. When those boys were battling Washington in their first game, it was electric in there. We had kids chanting and cheering them on too,” Moorhead said. “Even guests who were not there initially for the game ended up being drawn to it because of how exciting it was to watch. And in the end, they won with a walk-off run, and the restaurant erupted in cheers! It was super special.”

RECOGNITIONS

EVENT CALENDAR

Congratulations to the following High 5 Hospitality Employees:

FBS Membership Meeting 11 a.m.-1 p.m., Oct. 27 MGM Grand Las Vegas Las Vegas, Nevada

Kimmie Lockhart recently celebrated 10 years at the Buffalo Wild Wings® in Newark, Delaware.

SCORE | 2021 Issue 3

We want to highlight your company’s achievements (employee promotions, new hires, employee or restaurant anniversaries and sales records). To submit information for Recognitions, complete the online submission form at www.myfbsonline.org/submissions, email communications@myfbsonline.org or call 678-797-5161.

5 THE

FBS Summit May 9-11, 2022 Hyatt Regency Coconut Point Bonita Springs, Florida

Support the Vendors COMPANY

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josephp@elevanta.com elevanta@locktonaffinity.com lynn.modisette@mclanefs.com john.ledva@pepsico.com info@wyrestorm.com danny.moch@campari.com mrussell@bellsbeer.com bklinger@gmrmarketing.com kasey.beeler@ecolab.com nick@ggccevents.com cmathison@heinekenusa.com karl.hodoh@skechers.com mattbrown@wasserstrom.com kevinj@accelentertainment.com jgordon@alliancehcm.com ron.hooker@adp.com michael.bouche@anheuser-busch.com cristin.m.ohara@bofa.com gary.fragle@bostonbeer.com dennis_greenwood@b-f.com jbales@c-tdesign.com rmannello@copesan.com todd.goble@darpro.com mborgard@disaronno.com josh@drascases.com rcearlock@federalheath.com diemj@foundersbrewing.com scole@greendotcorp.com mstone@hennypenny.com pete.cavanagh@jolt.com john.orgeron@kdrp.com cathy.bass@lagunitas.com kristi@leasecake.com david.boerlin@lge.com dispatch@lsasecurity.com sonnyn@mahoneyes.com stephanie.vint@molsoncoors.com lsnyder@ncaconsultants.com mharof@netspend.com kgladney@newbelgium.com mross@osdistillery.com aalvarez@onemoretimeinc.com cgraham@orioninc.com szelinsky@pabst.com cdrummond@partstown.com mlandes@paycor.com jryan@plymold.com cole@prep-wizard.com beertech@fuse.net vanessa.leduc@redbull.com bbaird@savicontrols.com khibben@seating-concepts.com dbuday@mysoundog.com dgreak@talentreef.com jason.field@tapcheck.com david@tacav.com nhendricks@touchtunes.com dan@hrgems.com ttravis@esoriginals.com scott@upshow.tv rrogers@valleyproteins.com mac@workstream.is

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Meet With Attorneys From the Nation’s Top Franchise Law Firms at the 2021 CFA Legal Symposium

he CFA Legal Symposium was established to help franchisees meet with the country's top franchise attorneys and discuss pressing legal issues. Because FBS is a member of the Coalition of Franchisee Associations (CFA), all FBS members are invited to this must-attend event. Registration is free! The 2021 CFA Legal Symposium is Nov. 10-11 at the Bellagio in Las Vegas. Franchisees will discuss a variety of legal topics associated with buying, owning and operating a franchise, both as a group and one-on-one.

Topics include: • COVID-19 Compliance • Encroachment • Third-Party Delivery Systems … and many more!

To learn more about the event and to register, visit www.thecfainc.com/events/cfa-legal-symposium/.

Regaining guest confidence together. Advancing cleaner, safer practices TM

ESC_AD1.indd 1

10/23/20 2:33 PM

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Learn more at www.ecolab.com/sciencecertified

Buffalo Wild Wings Foundation Launches New Local Grants Initiative T

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he Buffalo Wild Wings Foundation has a new mission to Fuel Champions of the Next Generation. This update, approved by the foundation’s board, expands our ability to invest in our communities. With this mission change comes the launch of a new local grants program. The local grants program will give franchise owners the opportunity to invest 80% of what they raise during the October fundraiser to youth-serving organizations in their markets. Owners can continue to support local Boys & Girls Clubs if desired but will also be able to nominate other youth nonprofits that they feel are making a significant contribution to kids in their community. The foundation will facilitate the nomination, application and award process to make this Four M Franchising and owner Jim program as seamless as Bitzonis, right, donated $3,500 to the Stamford, Connecticut, Boys & Girls Club possible for all franchise earlier this year. owners.

The foundation will continue to support the Boys & Girls Clubs of America’s ALL STARS program that we founded with them in 2013. Over the past eight years, your support has made it possible for more than 1 million kids to play In eight years, support for the Team Up team sports. We will For Kids Foundation has enabled more continue our support than 1 million kids to play team sports. at the national level with a $1 million contribution. We are excited to see the many ways these funds will Fuel Champions of the Next Generation in communities across the country. Thank you for your support of the foundation and the difference you make in the lives of youth. If you have questions, please contact Catherine Stranberg at cstranberg@inspirebrands.com.

Spotlight on the 117th Congress:

Sen. Bill Hagerty (R-TN) Q A

it will slow job creation and productivity; it will prompt companies to ship jobs overseas, thus hurting American communities; and, as currently written, it contains a mass amnesty proposal that will have a negative impact on wages for American workers.

What skills or perspectives from your background in private business do you apply as a public official?

Growing up from humble means in a small town in Tennessee, I learned the value of a job from a young age. I saw it in my own family: A good-paying job provides a sense of purpose and ameliorates a lot of other problems a family may encounter. I’ve lived my American dream, and I’m committed to preserving it for future generations. As a lifelong businessman, I’ve seen firsthand how bad federal government policy can have a destructive impact on workers and businesses. As a senator, my background and experience will enable me as I strive to open opportunities that will create good-paying and fulfilling careers for American workers and enable every Tennessean to pursue his or her own American dream.

How did your work as commissioner of the Tennessee Department of Economic and Community Development affect your opinion on the role of government in private business?

When Gov. Haslam recruited me to serve as Tennessee’s commissioner of economic and community development, I felt called to serve my state. When I started, Tennessee’s unemployment rate was near 10%, and we were one of the lowest-performing states in the country for job growth and education. We needed a new approach. I started out by significantly cutting the size of my department, eliminating over 40% of the positions and saving Tennessee taxpayers millions of dollars on a recurring basis. Then I restructured into a regional structure with my team working across the state with local leaders to grow opportunity and enhance our favorable business environment. After four years on the job, Tennessee led the nation in jobs created through foreign direct investments, we had cut our unemployment by nearly one-third, and we were named the top state in the nation for economic development an unprecedented two years in a row during my tenure. During my time as commissioner, I saw time and time again that job and wage growth doesn’t happen because of the government, it comes from the people through grit, ingenuity and hard work. I determined that we in government could make a lasting difference in people’s lives, not by expanding the government, but by setting the right policies to create an environment that attracts dependable private-sector job creators.

Democrats’ $3.5 trillion tax-and-spend spree that is currently being debated in Congress will be a devastating blow to small-business owners and American workers. It will worsen already record-high inflation (which is a hidden tax on everyday Americans and is especially harmful to our American seniors and retirees);

How have your roles on the Committee on Banking, Housing and Urban Affairs and Committee on Appropriations influenced your opinions on the impact of legislation on small business?

Many challenges faced by businesses and legislation that affects them come before these committees that touch almost every sector of our economy. As a member, I have a front row seat to how government spending and regulations impact American job creators. My role has given me the opportunity to be an advocate for the small businesses in my state and to ensure that the programs designed to help them – such as those within the Small Business Administration and the Departments of Commerce and Treasury – are supportive of job creators, not more burdensome. I will never take lightly the responsibilities I’ve been given on these committees, and it’s my greatest hope and ambition to utilize my positions to ensure government never handicaps the growth of small businesses but is conducive to their success.

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What do you see as the current biggest threat to small-business owners?

For countless Tennesseans, the arts are more than simply hobbies – they’re a way of life. The COVID-19 pandemic brought much of Tennessee’s entertainment industry to a screeching halt, affecting the lives and livelihoods of workers across the state. Congress passed critical relief funds on a bipartisan basis in December of 2020, but unfortunately, getting aid to struggling small businesses was unhurried. Knowing that prominent Tennessee entertainment companies were some of the longest-suffering due to the shutdowns, many would be closing their doors for good without further access to the assistance that had been legislated before my arrival in the Senate. Since my arrival, I have continuously pushed the Small Business Administration to implement and expedite the Shuttered Venues Operating Grant program to assist all eligible Tennesseans seeking relief. Talking with small-business owners, farmers and employees during my first Economic Development tour last month was extremely helpful to better understand the challenges they are facing today, primarily rising inflation and bad federal policies that have disincentivized work. These conversations have informed what I must do in Washington, D.C., to make certain that we are crafting federal policy that enhances, rather than impedes, the success of our small businesses and workers. That starts with doing everything in my power to fight the Democrats’ $3.5 trillion tax-and-spending package.

THE

Q A

What challenges have you helped small businesses in Tennessee overcome?

LOOK LISTEN READ

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.

TeamGantt is a refreshing take on project planning software that brings gantt charts online. You can plan, schedule and manage your projects with the free gantt chart creator. Best of all, you can invite clients and teams to collaborate on a gantt chart or project plan.

In “Work Made Fun Gets Done!: Easy Ways to Boost Energy, Morale, and Results,” Bob Nelson, author of the multimillion-copy bestseller “1001 Ways to Reward Employees,” and human performance expert Mario Tamayo offer hundreds of practical, creative tips for helping employees – and their managers – make work more fun.

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In “The Daily Entrepreneur: 33 Success Habits for Small Business Owners, Freelancers and Aspiring 9-to-5 Escape Artists,” we talk about the power of habit development and show how to use it to overcome your specific challenges. What makes this book different is it’s organized according to obstacles that we all face daily.

This podcast can be for anyone in small business looking to learn more about marketing. The episodes are about 20 minutes each and cover topics like SEO, email marketing and your old standbys like offline marketing. “Marketing Over Coffee” is hosted by John J. Wall and Christopher S. Penn, and new episodes are published once a week.

Xero is a cloud-based accounting software that allows small-business owners to manage their finances and collaborate with their accountant or bookkeeper from anywhere. Founded in 2006, it’s now a widely used accounting application with more than 2 million subscribers.

This podcast focuses on more than just inspiration. “The Goal Digger Podcast” also has episodes on business, branding and marketing. The host, Jenna Kutcher, has guests like Barbara Corcoran of the TV show “Shark Tank” and covers topics like being a working mom or dealing with difficult customers on the job.

Both successful entrepreneurs and chess grandmasters have the vision to look at the pieces in front of them and anticipate their next five moves. In this book, Patrick Bet-David translates this skill into a valuable methodology that applies to high performers at all levels of business. Whether you feel like you’ve hit a wall or lost your fire or are looking for innovative strategies to take your business to the next level, “Your Next Five Moves: Master the Art of Business Strategy” has the answers.

Powered by cutting-edge automation and plenty of pre-built integrations, Forecast improves your team’s efficiency and project delivery. Perfect for companies that want the full project portfolio and resource overview in one software.

One topic: 10 facts Evolution of the Customer Experience How have customers’ expectations changed since the onset of the COVID-19 pandemic?

Restaurant Industry Labor Challenges

Customer experience is a customer’s perception

of how a company treats them. These perceptions affect their behaviors and build memories and feelings to drive their loyalty.

Three-fourths of consumers will leave a brand behind after three or fewer poor experiences.

Positive customer experiences are less impactful on loyalty, with only 44% of consumers saying they were more likely to purchase from a brand again if they had a positive customer service experience.

changed the way they buy goods and services.

In a May survey conducted by Revenue Management Solutions, 58% of respondents still expect to use a physical menu (disposable or not) when dining out. Sources: Revenue Management Solutions, Nation’s Restaurant News, Retail Dive

However, most respondents ran into one or more of the following snags when dining out: limited operating hours, limited menus and long wait times.

Longer than usual wait times have the greatest impact on respondents’ likelihood to return to restaurants with only 67% of consumers saying they would return based on wait times.

Seventy-nine percent of those who experienced disruptions would return.

According to Black Box Guest Intelligence™, over 50% of reviews and social media posts that were based on restaurant “service” were classified as positive during July 2021, an improvement of 4.8 percentage points in positive sentiment over two years.

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Sixty percent of consumers say the pandemic has

Experience has been a strong driver for guests when returning to dine-in. Six out of 10 respondents said they missed the experience of dining out at restaurants during the pandemic.

FRANCHISEE SPOTLIGHT

Ed Yaskowitz Yasko Inc.

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Year Became a BWW® Franchisee: 1993 Total Number of BWW Locations: Four Total Number of Employees: About 250

Ed Yaskowitz, center, relies on his son, Brad, the director of business affairs, left, and Doug Esenwein, multiunit manager, right, to help him keep his company’s four BWW sports bars running smoothly.

What drew you to the brand? I was in medical sales for a long time and was looking for a different business to get involved in, not necessarily to quit my job, but to have something to invest in. I went to my first Buffalo Wild Wings® in Cleveland and fell in love with it from the second I walked in. I looked in the menu, and I saw the information about franchising in the back of the menu, and I said I’ve got to try this.

What are your current top three business goals? At this

What is your favorite thing about the brand? The culture. I love the concept that we’re a restaurant where people come to have fun. It’s about getting together and having a good time, and that’s what differentiates it from other casual dining concepts. It’s not just the food, it’s the fun environment that makes us special.

point, they are to continue to look for opportunities within BWW whether they’re through growth or acquisition and to continue to improve how I run my stores and how we manage them. The business is so dynamic right now, with the virus, and the way we look at staffing our stores is so different. We want to grow and improve and change with the landscape of the restaurant industry.

Describe your best recent business decision: We opened a new position in our company called “Key Team Member.” We offer health benefits, vacation and 401(k). It’s for our regular team members that aren’t necessarily on a managerial career track but opens a path that offers benefits to these key team

members that have become an important part of our stores. Each store has eight to 10 key team members, and it provides stability. We’re giving them reasons to stay with the company for a long period of time.

What is the best business advice you have received?

Always take the high road. When there’s indecision, take the high road and do the right thing, and you’ll never second guess that decision.

Describe the biggest industry change since you started: Without question, technology.

Describe your current biggest challenge as a franchisee: The biggest challenge is staffing our restaurants. It’s not just our restaurants or the restaurant industry, it’s business in general. Finding good quality people and keeping them. There is a labor crisis.

What is your favorite BWW wing sauce? Caribbean Jerk If I weren’t a franchisee, I would be … I would still be working in the medical industry in some capacity.

Ed Yaskowitz says Yasko Inc. is in growth mode, looking for new opportunities through acquisition or expansion.

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2021 FBS Summit

Brings BWW Community Together Again

n Aug. 4-6, Franchise Business Services (FBS) held its annual FBS Summit in Las Vegas. BWW® franchisees, managers and system suppliers, as well as representatives

from Buffalo Wild Wings® corporate, joined at the Bellagio face-to-face for the first time since the start of the coronavirus pandemic more than a year and a half ago. This two-day agenda held opportunities for attendees to hear brand updates, association updates, ask pertinent questions during a town hall with the FBS Board of Directors and listen to an inspirational keynote on Vision-Mindset-Grit presented by Scott Burrows, author, safety speaker, wheelchair athlete and successful business entrepre-

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neur. The agenda also allowed franchisees and managers to network with vendors in the trade show and during the annual Casino Night and Texas Hold ’Em Tournament. The FBS is looking forward to another successful Summit in 2022! Make sure to join us May 9-11, 2022, at the beautiful and relaxing Hyatt Regency Coconut Point in Bonita Springs, Florida!

day 1

From left, Kornel Miksa, Brett Wilson and Phil Albanese greet each other at the registration desk.

Jesus Rodriguez shows his excitement for the Texas Hold ’Em Tournament.

Buffalo Wild Wings President Lyle Tick provides exciting brand updates to attendees.

Cathy Bass from Lagunitas enjoys a welcome snack at registration.

FBS Chairman Wray Hutchinson welcomes attendees to Las Vegas.

FBS board member Jim Bitzonis makes announcements on the Summit stage.

Keynote Speaker Scott Burrows shares his inspiring story of VISION-MINDSET-GRIT with attendees.

Burrows shocks attendees by standing up on stage after discussing his journey as a quadriplegic.

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Guests at the Summit listen to speakers during general session.

day 1 Scott Burrows and Jim Bitzonis pose for a photo after general session.

Attendees shake hands and receive autographed books from Burrows.

FBS Vice Chairman Mark Jones, FBS Chairman Wray Hutchinson and BWW President Lyle Tick present Joe Frederick and Joe Frederick Jr. with awards for 25 years of service to the brand.

FBS Vice Chairman Mark Jones, FBS Chairman Wray Hutchinson and BWW President Lyle Tick present Joshua Theiss with his 20-year service award.

FBS Vice Chairman Mark Jones and BWW President Lyle Tick award Wray Hutchinson, Ted Church, Matt Benne and Joe Janaszek for their 15 years of service.

FBS Vice Chairman Mark Jones, FBS Chairman Wray Hutchinson and BWW President Lyle Tick award Patrick Pesch, John Elwart and Randy Yamamoto for 10 years of service.

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BWW President Lyle Tick, FBS Chairman Wray Hutchinson and FBS Vice Chairman Mark Jones present Eric Polk and Lynn Modisette from McLane Foodservice and Bill Wildman from Pinnacle Commercial Capital awards to thank them for 10 years of vendor support.

FBS Vice Chairman Mark Jones, FBS Chairman Wray Hutchinson and BWW President Lyle Tick present awards to Thomas DeFilippo and Randy Cearlock from Federal Heath and Cathy Bass from Lagunitas for five years of vendor support.

BWW President Lyle Tick, FBS Chairman Wray Hutchinson and FBS Vice Chairman Mark Jones award Boston Beer Co.’s Gary Fragle and Ecolab’s Shawn Nelson and Kasey Beeler for 15 years of partnering with the brand.

Leasecake’s Taj Adhav speaks with Marcia Landes at Paycor’s booth.

Matt Borgard from Disaronno shows off some products at his booth.

DAR PRO Solutions’ Robby Burton and Todd Goble speak with franchisee Brian Adams about the company’s services.

Lori Ewald and Bobby Pancake chat with James Bales and Bob Bosenberg from C&T Design and Equipment.

Kasey Beeler and Shawn Nelson from Ecolab share a smile with franchisee Brian Ritzman.

Vanessa LeDuc and Lindsey Zofchak from Red Bull pose with their favorite drinks at their booth.

Opening Reception & Trade Show

Michael Belsito fuels up with Disaronno’s drink in an oil can.

FBS Director Brian Carmody chats with Jennifer Gordon from AllianceHCM.

Jonathan Eggers, Kaylee Crow and Jordan Barnhill from Molson Coors enjoy their meal.

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Anheuser Busch’s magician wows attendees with a card trick during the trade show.

day 2 Aly Feldman and Marcus Mathis from Anheuser-Busch start the day with a Bloody Mary at breakfast.

Attendees chat during the Bloody Mary Breakfast.

FBS Chairman Wray Hutchinson welcomes franchisees to the second day of the Summit.

Mary Russell and Jaqueline Hansen from Bell’s Brewery each enjoy a drink at breakfast.

FBS Directors Jim Bitzonis and Mark Jones share helpful information with franchisees about legal trends in the system.

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BWW Vice President of Global Supply Chain Kevin O’Bryan kicks off general session with a supply chain update.

FBS Director Roz Mallet discusses the importance of pay equity with attendees.

Hank Alford, managing director at Middleton Reutlinger, gives a franchise legal review during general session.

day 2

FBS Vice President of Legislative Affairs Misty Chally delivers a government relations update during the second day of general session.

Managers Jon Curtis and Dan Sweeney take a beverage break during general session.

Kevin Burke with Trinity Capital provides information about brand valuation and lenders to attendees.

Bruce Sarchet from Littler shares important updates on COVID-19 workplace issues and unionization with franchisees.

FBS Vice Chairman Mark Jones listens intently during the franchisee-only session.

FBS Director Larry Podlogar shares his insight during the franchisee town hall.

The FBS Board of Directors poses for a photo on stage before beginning a franchisee town hall session.

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Attendees listen to the educational speakers during general session.

Casino Night Mike Ross from Ole Smoky Distillery poses for a photo with Marilyn Monroe.

Kirsten Bitzonis happily collects her raffle tickets.

Joe Lichwick decides which raffle items he wants to take a chance on.

Kervain Paul from Comcast Business shows off his raffle prize.

A group of franchisees take a break from their Texas Hold ’Em tournament to pose for a photo.

Joe Frederick and Jake Bialeschki show off their $10,000 grand prize from the franchisee Texas Hold ’Em Tournament.

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Cole Harris, Lindsey Zofchak, Doug Harris, Shawn Nelson and Ray Mannello pose with their winnings from the vendor/manager tournament.

Attendees play a game of Craps.

Samantha Gilkerson, Mark Schulte, Kyle Frascarelli, Michele Bowers and Dan Sweeney smile for a photo during Casino Night.

thank you to our sponsors

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WyreStorm Solutions Solve Entertainment Display Needs W

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e all know there is nothing worse than realizing that the system you have installed in your hospitality environment is now too small or too old for the increasing needs of your clientele, and with so many different technologies out on the market, what do you choose? Furthermore, how do you make sure that your staff can easily use the system without having to make expensive callouts to the installers? Industry expert Andrew Herron from WyreStorm Technologies explains AV over IP technology and the benefits it gives you. “First of all, we need to understand AV over IP and how that specific technology is beneficial in the hospitality sector,” he said. “As many hospitality environments have an excess of 50 screens, you need to make sure your system can handle it. AV over IP is the easiest technology to use for large-scale deployments.” Compared to traditional fixed port options on the market that have a limited number of source inputs and outputs, AV over IP is completely modular. This means that no matter how many sources or how many displays you have on your system, you have no issue getting the content where it needs to go. Herron continued, “This also means that if you want to add another source or a display to the system, you only need to add another encoder or decoder, which is a more cost-efficient way of expanding a system compared to a fixed port solution.” WyreStorm was one of the earliest adopters of the AV over IP solution and has been working with the technology for many more years compared with other

manufacturers on the market. Its flagship AV over IP solution, NetworkHD, offers a wide range of products that can be tailored to the specific needs of your installation. Notably the award-winning NetworkHD 100 Series is perfect for the hospitality market as it doesn’t require an expensive infrastructure to operate, working perfectly with standard networking equipment that is tried, true and easily accessible in the market. The newest products to the range are the NetworkHD 110 Series, and they are packed with features that make them perfect for use in all hospitality environments such as sports bars and restaurants. “We know your audio/video system must be discreet, easy to install and easy to use. Our NetworkHD 110 Series checks all those boxes and then some. It’s designed with hospitality installs in mind and offers stunning video and audio to seamlessly send your content to any screen anywhere in the restaurant,” Herron said. Supporting both H.264 and H.265 video encoding/decoding, video transmissions look better than ever and use up to six times less bandwidth. This means you can build larger systems without spending a fortune on the infrastructure. AV streams are fully secure over the network using AES 128-bit encryption methods, ensuring any sensitive data cannot be maliciously accessed. Have a video wall where you show the big game, or show multiple games on the same screen? No problem. Many hospitality environments incorporate one, if not both, of these. NetworkHD can do both. The NetworkHD 110 Series has video wall and multiview processing

built directly into the decoder, so there is no need to buy additional processing equipment to make sure your customers never miss out. Show a single large image over multiple screens or multiple sources over a single video wall comprising up to 256 displays or create a mixture of video walls and individual displays for a combination of live or recorded content and signage. The possibilities are endless. Systems that are difficult to control result in a bad experience for you and your customers. We rethought how a system should operate. The WyreStorm NetworkHD Touch control apps are the easiest and most intuitive way to control your system and completely free to use. There’s no need for complicated configuration. Open the app on your device, whether you have Android or iOS, phone or tablet and immediately get simple-to-use control at your fingertips. With simple drag-and-drop control and live previews of all your sources, anyone can use the app for full system control, with no training or control system experience required. At the end of the day, save time by turning off all your displays using a single button on the Touch app. To find out more about WyreStorm’s AV over IP solutions and see how it can be tailored to your installation, visit www.wyrestorm.com.

WyreStorm Technologies is a Diamond partner member of Franchise Business Services. The company may be reached at 518-289-1293 or www.wyrestorm.com.

AV DISTRIBUTION TAILORED TO YOUR INSTALLATION

AV over IP is the easiest technology to use for large scale deployments. Compared to fixed port options on the market, WyreStorm’s NetworkHD solution is completely modular. This means that no matter how many sources or displays you have on your system, you’ll have no issues in getting content where it needs to go. Got a video wall where you show the big game, or show multiple games on the same screen? No problem. NetworkHD can do both. The NetworkHD Series has video wall and multiview processing built in, so there is no need to buy additional processing equipment to make sure your customers never miss out.

or a combination of both, NetworkHD allows you to share prerecorded and live content easily.

To view our La Porte, Indiana and Morganville, New Jersey Buffalo Wild Wings case studies, visit wyrestorm.com/case-studies

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Whether you are showing content on a group of individual screens, a video wall comprising of up to 256 displays,

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A CLEAR MISSION & VISION PROVIDE STRONG FOUNDATION DURING TURBULENT TIMES

by Sean Ireland

vents of the past two years have shaken business organizations to their foundations. From disrupting operational models and sales channels to altering the labor market and slowing the supply chain, the restaurant industry has been particularly affected by the events caused by the coronavirus pandemic. It’s in times of change that having a set of core principles and overarching sense of purpose can be more valuable than any other. Yes, flexibility and agility are important, and the hospitality industry, particularly, learned that over the last 18 months. Restaurants and brands that quickly leaned into digital sales channels to augment takeout and delivery certainly carried the day better than those that didn’t have that infrastructure in place. But the ability to pivot quickly when the worst of the pandemic restrictions took effect in 2020 may have also been a good measure of whether an organization is built upon a firm foundation with a solidly defined and well-rooted mission statement.

“From the top down, we will be the most hospitality-driven, sports-themed restaurant in our market.”

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Mission statements define a company’s business, its objectives and its approach to reaching those objectives. Vision statements describe the desired future position of a company. Elements of both statements are often combined to define the company’s purposes, goals and values. Mission and vision statements guide the people who lead and staff an organization on what and where it is and where it should be going. Companies that focus on the organizational definition and purpose they have established in their statements are often the ones that manage business disruption the best. That’s not to say that the challenges those organizations face are any smaller because they have developed guiding statements. Labor shortages and supply chain issues are just as challenging for them as any other organization. However, companies founded with a clear idea of what they are and what they want to become have an established culture that gives them a leg up when navigating the turbulence and keeping their teams moving forward together. A great case study is BWW Southern Management Inc., a Buffalo Wild Wings® franchise company with two sports bars in Panama City Beach and Fort Walton Beach, Florida. As franchisee Joshua Theiss opened the company’s second BWW® location, he wanted to have a well-developed and clear mission

Mission

Continued from page 25 statement. “Back in 2008, when we opened our Panama City Beach location, we felt it necessary to create something simple and to the point that our entire team could rally behind,” he said. “It was important because it was a new store opening, and I wanted to set a benchmark right away, something that was applicable both to Panama and that could be adopted in Fort Walton as well; something to set the tone for the store in its early days, that we could step off from into the future,” Theiss added. The mission statement that the company adopted and maintains to this day: “From the top down, we will be the most hospitality-driven, sports-themed restaurant in our market.” In 17 words, the company’s purpose and goal are set forward in a way that clearly defines for everyone from the executive office to the restaurant teams what they should strive to be and how they can contribute to the goal in their assigned roles. “I had just finished the book, ‘Good to Great,’ by Jim Collins, and I liked the idea of the Hedgehog Concept, so the creation of our mission statement stemmed from that lesson in the book,” Theiss said.

The Hedgehog Concept is the idea that by looking at where a company’s answers to three questions intersect, an understanding of what it can do best develops into the identification of its core value proposition. The three questions are: 1. What are you deeply passionate about? 2. What can you be the best in the world at? 3. What drives your economic engine?

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Transformation from good to great comes when decisions are made using the intersection of the answers to these three questions as a guide consistently over time, with no scattering of interests to cause a lack of focus on the core proposition. Good mission statements use clear and simple language to succinctly define what an organization does. They avoid vague pronouncements and can be easily understood and recited. Similarly, good vision statements are specific and short, but they focus on what the company’s long-term goals are and what it wants to accomplish to guide the decisions of leadership. Of course, good mission and vision statements only go as far as they are implemented and ingrained into company culture. If the restaurant teams don’t learn and understand the messages in them or take them to heart, they are meaningless. Teaching the message takes concerted effort and emphasis over time. “It must be translated into action. It can’t just be words on a poster or piece of paper or web lesson,” Theiss said. “It’s difficult but not impossible. “We have laminated signs scattered throughout the

“We’re working to improve the motivation, desire and people skills of team leaders so they can align workers with our mission statement and turn the words of it into action that translates into better experiences for our guests.” – Joshua Theiss

restaurant: Velcro-ed to doors, tacked to bulletin boards, etc. It’s also emphasized, in a perfect world, through the actions of our team leaders and managers and explained to new hires when they first start.” It must be a constant and ongoing process. BWW Southern Management recognizes that the ability of its managers and leaders to inspire team members to achieve excellence is an area that will always need scrutiny and improvement. “The past year, everybody seems to be huddled under this malaise,” Theiss said. “We’re working to improve the motivation, desire and people skills of team leaders so they can align workers with our mission statement and turn the words of it into action that translates into better experiences for our guests. This is all easier said than done, of course.” While it’s a challenge in normal times, the pandemic made things even more difficult, but the last 18 months have emphasized to Theiss the value of the sports bars’ front-line troops. “We can create all the initiatives, programs, specials and procedures we want but without people to execute them, they’re all for naught. We’re still learning what really makes hourly employees tick, too. It’s about much more than just money: respect, quality of life, benefits, appreciation, fitting in. “I like to believe we’re gradually learning how to better retain quality staff, whether it’s through higher wages, more flexible schedules, paid time off, which we’ve not yet implemented but are working on, or just plain empathy. It’s a tough labor market that is likely to endure for some time, if not indefinitely, so organizations, if they want to succeed, are going to have to figure out how to satisfy their workers’ desires without going broke in the process.” While the company makes those changes, one thing that will not change is BWW Southern Management’s mission statement. Throughout the disruption that has occurred since March of 2020, the message in that statement has stood as a beacon to everyone in the organization. “The pandemic has not altered our desire for excellence in hospitality,” Theiss said. “If anything, COVID-19 has reinforced our need for it.”

SEAN IRELAND is the FBS director of communications. You may reach Ireland at 678-797-5165 or seani@myfbsonline.org.

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What a BOP Does and Doesn’t Cover

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estaurant customers often order a combo meal, since it has everything most people need – entrée, side and drink. Packaging a burger, fries and a soda into a combo meal makes a lot of sense, and it’s like how a Business Owners Policy (BOP) works in insurance.

business from a wide range of risks typical of your industry.

What Is Included With a BOP?

What Is Not Covered by a BOP?

A BOP insurance package offers several types of insurance rolled into one. Most BOPs include policy coverage for: • Property Insurance: This is coverage for your business’s buildings and contents against damage and theft. This coverage applies whether you lease, rent or own your building. BOP property coverage also takes care of the contents of your buildings, such as physical inventory, furniture, equipment, vehicles, cash or digital assets such as customer data. A standard BOP will cover named perils, such as fire, wind, hail, vandalism and theft. • Business Interruption Insurance: This coverage can help protect your business in the event of a fire or other serious catastrophe that interrupts the operations of your business. Business Interruption Insurance can cover the loss of income resulting from a business interruption and help with other related expenses, such as operating out of a temporary location. • General Liability Insurance: This covers your business’s legal responsibility for damages it may cause to others, for things you or your employees do or fail to do as part of business operations. General Liability includes coverage for medical bills for a customer’s accident or injury as well as damage that happens to a customer’s property. Coverage also extends to cover certain legal fees, court costs and judgments or settlements resulting from damages your business is claimed to have caused others. BOPs can offer other additional insurance as an easy add-on. In sum, this combo of policies can protect your

A BOP is a package of the most common and useful policy coverages in your industry, but it’s not everything on the menu. For some businesses, a BOP may be all you need. But many restaurant businesses will need additional protection, as most BOPs do not include the following policies: • Workers’ Compensation • Employment Practices Liability • Commercial Auto • Cyber Liability

Who Needs a BOP?

While not all businesses need the kind of packaged coverage a BOP offers, many do. In general, your business needs a BOP if your business: • Is small to medium sized. • Maintains a physical address. • Has assets at risk of damage or theft. • Faces the risk of being sued.

What Is the Advantage of a BOP?

A BOP insurance package offers several advantages for restaurant businesses like yours. Convenience: A BOP is a convenient way of buying insurance. Getting coverage for your business can be confusing and stressful enough without having to pick out all the right coverage à la carte. Cost savings: A BOP can save most people money on their coverage. That’s because the package is designed so that coverage doesn’t overlap, eliminating the likelihood that you will pay for the same thing twice. Broad protection: A BOP can help ensure you have all the standard coverage you need. You won’t be risking coverage gaps

and exposures that are possible when you combine generalized stand-alone policies. Industry specific: A BOP is often a better choice for small- and medium-sized businesses in a particular industry. Every industry has unique risks that a BOP policy is specifically designed to protect against. A BOP is consistently one of the most popular insurance policies available for restaurant businesses. It’s a quick and easy way to get the standard industry coverage and limits your business needs in one convenient package. For businesses with property and liability risks, it’s the smart choice. While a BOP combo doesn’t include all the insurance products you may need, it’s a great starting point for key property, liability and business interruption coverage. If you have questions about a BOP for your business or other insurance needs, co-brokers Lockton Affinity and Elevanta have you covered. Visit Elevanta.LocktonAffinity.com to learn more. 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 are not 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.

Time is money. We’ll save you both.

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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 are not 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.

The Political Divide At Work:

What To Do About It

by Douglas H. Duerr

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n a time when the choice to wear a face mask is considered by many to be a political statement to be cheered or jeered, it is natural to wonder how a business can survive the growing, deepening political polarization plaguing the workplace and seemingly all aspects of our lives. Indeed, you might even be wishing for the “good old days” when we, as a nation, were reportedly not so politically divided. Wouldn’t that be nice? Unfortunately, it is hard to find any time in our nation when there was not a political divide. Indeed, if you go back to our nation’s founding fathers and the presidential election following George Washington’s terms, there is ample evidence of partisan politics: Thomas Jefferson described his opponent John Adams as being “a blind, bald, crippled, toothless man [with] a hideous hermaphroditic character with neither the force and fitness of a man, nor the gentleness and sensibility of a woman.” You do not have to look up the definition of “hermaphroditic” (I did) to understand that this is a take-no-prisoners insult that was generally, undeniably false. (While on his way to being bald, Adams was indisputably not disabled, toothless or blind, with the rest being either subject to debate or lost to history.) This is hardly the only example of deep, partisan disputes

through history, but certainly establishes that our young nation’s political discourse was hardly genteel. Although our history reflects deep partisan divide and debate, this does not diminish the negative impact it can have on the modern workplace. Political debate can impact morale and productivity in both obvious and hidden ways, for example, through co-workers who refuse to work with each other because of a political disagreement. In some instances, the debate can spill over into customer relations. Indeed, that politics impacts work is not supported just from anecdotal evidence, but was recently confirmed (as if there was any debate) in a recent report by the research and advisory firm Gartner Inc.: • 78% of employees report discussing politics at work. • 47% of employees claim the 2020 U.S. presidential election impacted their ability to get work done. • 36% of employees reported they avoid talking to a co-worker because of the 2020 election. • 31% of employees who talk politics at work report these conversations as stressful and/or frustrating.

So, you know it’s happening and that it’s causing problems at work, but what can you do about it? Ignore it? While perhaps tempting, as the Gartner report shows, letting it happen is going to have a negative impact on your workplace, with the inevitable negative impact on financial results. In addition, ignoring it can have legal implications, and not just in the handful of states that prohibit discrimination at work due to political activity and views. For example, a supervisor’s offhand comment on a “political issue,” such as about sports stars taking a knee during the singing of the national anthem, could be perceived as racially insensitive. Or, what if a supervisor rebukes an employee for supporting such athletes? Is that a basis for a claim of retaliation for raising issues of racial discrimination/inequity? Perhaps. While it can be hard sometimes to recognize when something has become a political issue (e.g., whether to get a vaccine or wear a face mask), it is important to stay on top of the issues to be sensitive to whether it is one of mere party politics (e.g., Democrat vs. Republican) as opposed to something protected in the workplace (e.g., race, LGBTQIA+, etc.). This is not just something about which top management needs to be aware. Supervisors must also understand the importance of not expressing their political views and encouraging employees to focus on less controversial matters. That type of general guidance, however, is no substitute for a formal program that recognizes politics will be in the workplace. Thus, consider whether you want to publish a policy that provides guidance on what is/is not permitted (e.g., clothing, campaigning for a candidate, etc.) at work. While such policies can be helpful tools for supervisors

trying to enforce workplace harmony, care must be taken to ensure that the policy does not itself violate state or local law protecting political speech nor federal labor law, which allows employees to discuss (during nonwork times in nonwork areas) matters relating to the terms and conditions of work. Even if you do not adopt a policy on discussing or engaging in politics at work, you should make sure that managers and supervisors are attuned to this issue and that there is a plan in place when there is a complaint or conflict. Make sure that your anti-bullying rules and harassment programs encompass “political speech” that can become “bullying” or cross the line into harassment based on a protected characteristic (e.g., race, sex, religion, disability, etc.). Finally, remember, if you have been following this column for any period of time, you already know that fostering and nurturing an inclusive workplace in which every employee, supervisor and manager is respectful to others and their differences goes a long way to having a legally compliant workplace. When it comes to politics, as with other differences, it is important that everyone remains respectful on this point as well. Partisan politics have been around for a long time and are not going away any time soon. As such, being mindful of its presence and potential impact on the workplace is the first step to having a plan in place to deal with it. Do not wait until it is too late. DOUGLAS H. DUERR is a partner at Elarbee Thompson, a national labor and employment law firm with an industry practice area focused on franchisees. Learn more at www.elarbeethompson.com.

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Everything Speaks About Your Business.

What Does It Say? by Dennis Snow

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ne of the customer service principles I focus on a lot is the principle that “Everything Speaks.” If you’ve read any of my writings or sat in on one of my presentations, you’ve likely heard me harp on this subject, meaning that every detail of the customer experience either enhances your brand or detracts from your brand. Your brand can refer to your organization’s brand, your department’s brand or your own personal brand. Everything speaks. I’m always looking for examples of this principle in action. I had a recent experience that perfectly highlights what Everything Speaks means. The fabric liner in my car’s roof had some damage and needed to be replaced. The dealership where I bought the car doesn’t do that type of work and recommended a local company to do it. I have a good relationship with the dealer, so I trusted the recommendation. When I arrived at the shop, I was taken aback by the messiness of the reception area. There was a strong sense of disorganization. But what really jumped out was the condition of the chair I sat in as I discussed the repair issue. The chair’s fabric was worn and torn in spots. Keep in mind that this company specializes in fabric repair. So, there was a strong disconnect between the quality of work that was being promised and what I was experiencing in real time. Everything Speaks. You might be wondering if I gave up on doing business with the shop or if I went ahead with the repair. Well, I did

go ahead with the repair mainly because my car dealership recommended the company and I trust my car dealership. And the shop did a fine job with the work. But here’s the point – I went ahead with the work IN SPITE of what I was experiencing, not because of what I was experiencing. That’s not a very good place for a company to start from. I could have just as easily turned around and looked for another company to do the work. On the other hand, the parts and service area of the dealership I mentioned earlier is pristine. It practically screams competence, efficiency and organization. Your first impression of the place is positive and trust-building. Not a bad impression for a company to make when you’re dropping off a vehicle for a potentially costly repair. Again, Everything Speaks. One other thought on the subject: There’s also what I call “attitudinal” Everything Speaks. We’ve all talked to a help-line agent who we could tell just by the tone of his or her voice didn’t really want to help us. They just go through the motions, often reading from a script. Everything about their approach says they just want to finish with you and get on to the next call. Everything Speaks, and this type of interaction diminishes any trust we might otherwise have had. So, what do I recommend? During a team meeting come up with at least 10 potential Everything Speaks distracters – physical and attitudinal. You might even walk through your customer areas during this discussion. Then, come up with commitments for

each of the potential distracters so that they don’t occur. The employees of the repair shop discussed earlier might commit to everyone making sure the reception area reflects the quality of work they do and projects an image of trust. A help line’s employees might commit to talking to every caller in a way that says they’re present and eager to help. They could brainstorm ways to project that eagerness. Ultimately, when the Everything Speaks philosophy is truly embraced, your brand image benefits, your department’s image benefits and your own image benefits. What more could you ask for? Here’s something to think about: Because Everything Speaks, what are the physical and attitudinal details saying about you and your organization? DENNIS SNOW is the president of Snow & Associates Inc. Dennis worked with The Walt Disney Co. for 20 years and now consults with organizations around the world, helping them achieve their customer service goals. He is the author of “Unleashing Excellence: The Complete Guide to Ultimate Customer Service” and “Lessons From the Mouse: A Guide for Applying Disney World’s Secrets of Success to Your Organization, Your Career, and Your Life.” You can reach Snow at 407-294-1855 or visit his website at www.snowassociates.com.

Influence People to Stay on the Path by Dan Coughlin

one of the most important aspects Ithink of leadership is mundane leadership. In the Merriam-Webster dictionary,

mundane means to be characterized by the practical and ordinary. Mundane is incredibly hard to maintain. It takes relentless focus to be mundane. It requires a mountain of strength to be consistent day after day for decades. And that is where greatness comes into play.

get a college degree. They stayed focused on that quest for 36 years until their sixth child got her college degree in 1991. They talked about this quest over and over and over again. In your work, clarify the quest, the purpose you want to fulfill individually and collectively, and the values that will drive behaviors in your team. Then obsess over that purpose and those values. Talk about them consistently week after week. Don’t allow yourself or other people to jump off that path and fall in love with a flavor-of-the-month purpose or catchy values that other companies are talking about. Your path consists of your purpose and your values. Your plan consists of activities. Your activities can change. That’s understandable. But don’t allow your path to change.

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DAN COUGHLIN provides both individual and executive coaching and group coaching programs on management, leadership and teamwork. To visit his free Business Performance Idea Center, go to www.thecoughlincompany.com.

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Keep Your Purpose and Values Clear and Constant and Up Front All The Time You are a leader. You have brought together a fellowship around an important purpose and clear values with your eyes set as an organization on achieving important outcomes. You see the path that you need to stay on, and it consists of your purpose and your values. The activities along the way will likely change but sticking to the path is the key to achieving those great goals. You got the team excited. People are pulling together and supporting each other. Things are happening. Results are being achieved. But then boredom sets in with the daily routine. Jealousy and egos rear their ugly heads. Other pastures look greener. Other purposes and vales seem more

cutting-edge and exciting. There is an enormous temptation to jump and try something else. Sam Walton, Oprah Winfrey, Ralph Lauren, Steve Jobs, Mother Teresa, Warren Buffett, Walt Disney. They all stayed the course. They stayed focused. They did different things, but they never left their path, their purpose and their values. They tried different ways to achieve great outcomes, but they always stayed within a given purpose and a given set of values. Don’t lose your focus. Start with yourself. Stay true to your values, your purpose, your path. Add team members who buy into that purpose and those values for the long term. The quest to fulfill that purpose is the path you are on. You might do things differently and you might do different things on that quest but don’t allow yourself or your team to give up the purpose and the values too easily for something that seems more exciting. That’s the pattern for never achieving anything great. My parents went on a quest starting in 1955 when they got married. They wanted all their children to be well educated. They wanted all of them to

Post-COVID-19 Productivity: Five Ways It’s Going to Improve Our Performance by Laura Stack

“Smooth seas do not make skillful sailors.” – African proverb

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hile we may be premature in assuming that the worst of the COVID-19 pandemic has passed with the delta variant alive and well, it’s better than it was a year ago. However, things will never be the same in its wake, even for those of us untouched by the disease itself. Our new attitudes about social distancing, personal protection and hygiene will remain for a long time, as will practices adopted in all aspects of our lives. Among other things, we’re still weathering the worst recession since the Great Depression, when so many of us were laid off, furloughed or otherwise out of work due to lockdowns. Now that we’re piecing together the shuttered and shattered portions of our economy, we’re also putting into action various things we’ve learned to get anything done at all. More than anything else, remote technology saved us from financial and business ruin. During the last major pandemic, the Spanish Flu of 1918-1919, our ancestors managed without it, because they still depended on simpler lifestyles. But in the intervening century, we’ve become so dependent on high-tech and machines that we could barely function as coherent centralized

organizations during the pandemic. Without telephony and its offshoots, we couldn’t have gotten much done. The consensus is that these and other new business methods promise to revolutionize post-COVID-19 productivity as things normalize. Let’s look at a few things the business world has adopted that promise good things to come: 1. Less business travel. This was forced upon us as airlines and other carriers either shut down or drastically cut back. Suddenly, it became nearly impossible to have face-to-face meetings with clients or co-workers across the country or world. Face-time – if needed – was usually possible using Skype, Zoom and other software apps. If not, good old phone-based telecons sufficed. We proved to ourselves we don’t need as much business travel. If we can hold to this lesson, we can’t help but become more productive and profitable. 2. Telework/remote work became more acceptable all the way around. Management and rank-and-file alike became more comfortable with it, because again, it was forced on us by circumstance. No more Neanderthal thinking that if I can’t see you, you can’t be working. Those who had never embraced remote work, as so many others already had, learned how useful it was and stopped worrying so much about

workers skiving off just because they weren’t under the watchful eyes of their managers. If everyone remains as comfortable as the technology advances, productivity will continue to rise based on what we’ve learned. 3. Digitization, automation and AI have become better and entrenched in the workplace. Like most pundits, I don’t see this changing. These aren’t the kinds of innovations that will replace people; they’ll make those people more productive since they don’t need to worry so much about the day-to-day “housekeeping” of their workplace, whether that means compiling daily reports or filing paperwork. 4. Many organizations have restructured their workforce more efficiently. They were obliged by social distancing and remote working to create efficient long-distance ways of doing things, especially during downtime after layoffs. Sometimes this meant laying off or letting go of their least productive workers so they might become more efficient and agile. If these improvements aren’t dropped as COVID-19 goes away, they’ll pay more productivity dividends down the line. 5. Hardships strengthened surviving businesses. To survive, most had no choice but to innovate. Many of those innovations will continue to pay off in coming years. At the very least, the situation caused them to create new contingency plans to cover everything, preparing them in more ways for the future.

Toward the Future One thing COVID-19 has required of us is the adoption and serious use of technology that futurists and science fiction writers expected us to adopt long ago, but that businesses have heretofore avoided. Why this occurred isn’t entirely clear. Part of it was cultural inertia; when things work well enough, why change? I suspect many people also avoided remote technology due to fear of a presumed dehumanizing influence. Fortunately, it didn’t turn out that way; once we overcame a few technical obstacles, it allowed us to work effectively and brought us closer together. A glance at prime time TV commercials reveals that new telework and remote digital products are still being rolled out and pushed heavily, though most of us can gather in public once again – and e-commerce is booming. Bottom line, the business world’s response to COVID-19 has helped personal productivity. We’ll see how it sticks. 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, Walmart and Bank of America, and she has been featured on the CBS Early Show and CNN and in The New York Times. To have her speak at an upcoming meeting or event, visit www.TheProductivityPro.com.

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