Training and leadership development
For owners and chief executives of restaurant and retail groups who have to grow store managers, operations managers and area managers.
Documentation without training
stays an archive nobody opens.
Training stops at management roles: they are the ones who carry the standard to the teams, and the ones who govern the distance as the number of units rises.
The scope covers training on the operating standards and the development of the people who have to lead others in a growing network.
The situations an engagement starts from
People who come up inside the company reach the role with the experience of the shift
The step from experienced operator to manager of people calls for skills nobody has taught yet.
The area manager is governing distance
As the number of units rises, the person overseeing them moves from direct control to leading at a distance, and the way of working changes in nature.
The standard is applied differently in every unit
The documentation exists and adherence varies, because nobody has trained the people who have to enforce it.
The time of the managers goes into repetition
The same instructions are given at every change of person, and the time management would need is absorbed by working alongside.
What the work covers
Training on the standards
Management roles are brought onto the defined operating model, onto the numbers they have to read and onto the actions each number calls for.
Leading people
How direction is given, how correction is made, how performance is assessed and how someone is grown, in a context of shifts and high turnover.
Leading at a distance
The craft of the area manager: what gets observed on a visit, what gets asked at a distance, how a network that is not seen every day stays aligned.
The step from expert to manager
The path of the people who come up internally, with the criteria for recognizing who is ready and for supporting them through the first period.
The link with the network documentation
The training rests on the documentation system, and checks adherence to it in the field.
Continuity after the engagement
Internal managers are put in a position to train the people who come next, without depending on outside intervention.
What the client is left with
- Management roles trained on the standards and on the numbers of their unit
- The criterion for what to observe on a visit and what to ask at a distance
- The criteria for recognizing who is ready for a more senior role
- The verified link between the documentation system and daily practice
- Internal managers able to train the people who come next
Who works on the engagement
The engagement is directed by Andrea Calistri, founder of AC Retail Advisory. Execution is assigned to the practitioner chosen for the scope, introduced to the client before work begins.
