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Chick-fil-A Business Portfolio
Chick-fil-A Business Portfolio A Glance into the Role of a Chick-fil-A Operator Cole Ormsby Table of Contents INTRODUCTION About Cole Ormsby 4 Project Overview 5 RESEARCH Chick-fil-A Culture 8 Why Chick-fil-A? 10 The Role of a Chick-fil-A Operator 11 Becoming an Operator 14 Case Study on Restaurant 16 Location and Chain Growth STEPPING INTO THE ROLE Developing a Leadership Team 22 Self-Serve Team Meeting 27 Job Aids and Productivity Resources 34 Introduction ABOUT COLE ORMSBY 4 Integrity. Enthusiasm. Leadership. These words best describe Cole Ormsby, senior at Woodstock High School. Cole is actively involved with his school and community and has a passion for serving others. Cole strongly believes that his faith defines his identity. Cole attends Woodstock City Church, and is actively involved in the high school ministry, InsideOut. Cole has been working at his local Chick-fil-A—the Woodstock Dwarf House—since January 2015. He currently serves as a Self-Serve Team Leader. Cole has received accolades including Employee of the Month and the 2nd Mile Service Award. Cole values his education and believes in hard work. He has been named an AP Scholar with Distinction, served on an AdvancED (formally Southern Association of Colleges and Schools Council) student advisory team, and has worked to be in the top four percent of students in his class of well over 400. He is a member of the high school’s video broadcast team, WTV7, the National Honors Society, and is President of the school’s Fellowship of Christian Athletes gathering. Cole was recently named a Woodstock High School Who’s Who recipient for his outstanding academic performance and community involvement. Cole will be attending the Georgia Institute of Technology in the fall, where he was named a Dean’s Scholar Semifinalist. He will be pursuing a bachelor’s degree in Business Administration. PROJECT OVERVIEW 5 When I began brainstorming a career for my Senior Project, I honestly didn’t know where I was going to begin. Senior Project is one of those assignments that sounds good in theory. But, the reality of the Senior Project is that it is so over-complicated that students become overwhelmed by the weight of the work and do the bare-minimum. In fact, that’s exactly what my friends from the Class of 2016 told me— do the bare-minimum, because the people who put in ridiculous amounts of work make the same grades as the people who scramble to finish some half-made project. Why do I start my project with this “shocking” acknowledgement? Well, I like to be frank. The truth is, half of my classmates faked their Senior Project to some degree. As hard as it may be to believe, 200 students from Woodstock High School don’t want to be bakers and carpenters. And, some of those fancy cakes and tables? They were bought at the store or made by a parent. (I don’t just think these things, I know it, because other students have told me themselves.) I say these things to let you know that the Senior Project is not an easy one, and it took me until practically January to decide what exactly I was going to do. What I did know is that I wanted to do my project with Chick-fil-A; it’s no lie that I hope to make a career out of the company. When it came time to report what exactly our individual projects would be on, I wrote down a vaguely defined “Chick-fil-A Business Plan.” With approval from two teachers, I embraced the unique opportunity and decided I would make up my own rules for the project. What resulted from making my own rules for the project was a hodge- podge of reports, interviews, job-aids, and an afternoon-long team member training event. Once I was finished with most of my project, PROJECT OVERVIEW 6 I looked back and tried to define what tied all my work together. So, what exactly is this project? This project is me learning what it means to open, operate, and manage a Chick-fil-A. I created this portfolio booklet as the product portion of my project. This portfolio includes two key components of my project: part one of this booklet communicates my research findings (mostly centered on the operations of Chick-fil-A, Inc.), and part two of this booklet documents the work I put in as I stepped into the role of a Chick-fil-A Operator. For the research portion of this portfolio, I talk about Chick-fil-A culture and history, what it means to be a Chick-fil-A Operator and how to become one, and how Chick-fil-A restaurants are distributed, among other things. For the “Stepping into the Role” portion of this portfolio, I document the work I did outside of my research, including leading a five-hour team member training event, creating “Job Aids” (essentially posters that team members can use to remember procedures and increase productivity), and creating a Leadership Organization Chart (telling of the way I might set up personnel if I became an Operator). Senior project may have been a hassle, but I am proud of my hard work. I have (surprisingly) learned a lot. The project has made me even more excited about pursuing a long-term career with Chick-fil-A. Research CHICK-FIL-A CULTURE 8 History 1921 S. Truett Cathy is born in Eatonton, Georgia. Truett would be a child of the Depression era and serve in World War II. 1946 Truett and his brother Ben open the Dwarf Grill (later renamed Dwarf House) in Hapeville, just outside Hartsfield-Jackson Atlanta International Airport. The diner had ten stools, four tables, and 24-hour service—but it was respectfully closed on Sundays. 1964 Truett creates the recipe for the original chicken sandwich, and guests of the Dwarf Grill can’t get enough of it. 1967 Truett dreams big, and the first Chick-fil-A opens in Atlanta’s Greenbriar Shopping Center. 1986 The first free standing Chick-fil-A restaurant opens on North Druid Hills Road in Atlanta. 2014 After a long and meaningful life, Truett Cathy passes away at 93. TODAY There are over 2,100 Chick-fil-A restaurants. Chick-fil-A generates more sales per restaurant than any other quick service restaurant, despite being closed on Sundays. Through Truett Cathy’s generous legacy, Chick-fil-A has given hundreds of millions of dollars in scholarships, food donations, and other projects to enrich individuals and communities. CHICK-FIL-A CULTURE 9 To glorify God by being a faithful steward of all that is entrusted to us. To have a positive influence on all who come in contact with Chick-fil-A Chick - fil - A Corporate Purpose Who We Are Chick-fil-A’s founder Truett Cathy believed that a good name is to be treasured above great riches (Proverbs 22:1). Chick-fil-A has embodied six principles following the legacy of Truett: 1. Being a good steward. 2. Building long-term relationships. 3. Providing hospitality. 4. Taking personal responsibility. 5. Choosing personal influence over position power. 6. Having fun. Chick-fil-A ranks consistently high in customer satisfaction. For two consecutive years, Chick-fil-A has placed second in USA Today’s Customer Service Hall of Fame, outplacing brands such as Apple and Disney. Chick-fil-A has also been rated America’s favorite quick- service restaurant (outscoring its nearest competitors Starbucks and Chipotle by six percentage-points). S. Truett Cathy WHY CHICK-FIL-A? 10 I get most excited about the possibility of becoming a Chick-fil-A Operator one day for these two reasons: 1) Chick-fil-A holds firm to its values and its culture. Chick-fil-A’s culture is what creates the company’s unrivaled customer service, generous spirit, and positive work environment. You would be hard-pressed to find a company that holds such a high level of respect the for its guests and its employees. 2) Chick-fil-A is a highly successful company. Chick-fil-A makes more money per restaurant than any other quick-service brand (with a yearly average of $3.1 million per store). The company takes in $5.8 billion annually, ranking eighth among all quick- service restaurants and first among restaurants specializing in chicken-based entrees. These stats become even more impressive considering that all Chick-fil-A restaurants are closed on Sundays. The average Operator makes about $250,000 annually, and some of the brand’s most successful Operators make over $900,000 with just one Chick-fil-A restaurant. What does this mean for Chick-fil-A Operators? Let’s just say they have it made. I am the type of person who would never dream of owning a typical fast-food establishment—practically all Chick-fil-A Operators would agree with this statement. Operators know they will see success with Chick-fil-A, but the driving force behind these individuals is not only in the money they make, but the people they serve. I am not naive to believe that these individuals aren’t focused on making a profit. If that was the case, these people would be content as cashiers for the rest of their lives. However, I do believe that it takes a special type of person to be a Chick-fil-A Operator. THE ROLE OF A CHICK-FIL-A OPERATOR 11 What exactly is a Chick-fil-A Operator? In short, a Chick-fil-A Operator is a franchisee, though with a twist—a Chick-fil-A Operator does not own his or her store. Being a Chick-fil-A Operator is much different than being a franchisee for another company. In some ways, Operators act more as general managers than owners. Operators manage day- to-day operations and keep a fixed percentage of their sales. These are some basic responsibilities of Chick-fil-A Operators: • Follow Chick-fil-A, Inc.’s systems and operations • Manage the success and growth of the restaurant, including sales and budgeting • Market and uphold the brand’s image • Assemble, lead, and develop a strong team Here’s what the company says about their Operators (via chick-fil-a.com). Our franchised Operators are the backbone of the Chick-fil-A chain. Chick-fil-A, Inc. stands ready to support each franchisee and to honor our heritage by fostering their dreams. Taking that commitment seriously, we are looking for long-term partners who are a good fit– and we know our Operators are, too. The Chick-fil-A franchise opportunity represents an exceptional offering in the quick-service restaurant industry. For an initial financial fee of $10,000 selected franchisees (who we call Operators) are granted the rights necessary to operate a franchised Chick-fil-A Restaurant business. The Chick-fil-A franchise opportunity requires that the individual be free of any other active business ventures and operate the restaurant on a full-time, hands-on basis. THE ROLE OF A CHICK-FIL-A OPERATOR 12 Chick-fil-A Operators must successfully complete an extensive, multi- week training program prior to taking over operation of a franchised Chick-fil-A restaurant business. With additional development courses and franchise support available, Chick-fil-A Operators are equipped to handle decisions and reap the rewards of a challenging business. You might be a great fit with Chick-fil-A if you: • Are looking for a full time, “hands-on” business opportunity. • Have a proven track record in business leadership. • Have successfully managed your personal finances. • Are a results-oriented self-starter interested in starting and growing a business. • Are prepared to have no other active business venture. This is not the right opportunity for you if you: • Want to sell property to Chick-fil-A, Inc. • Are requesting that Chick-fil-A, Inc. build at a specified location. • Are seeking multi-unit franchise opportunities. • Wish to one day sell your franchise or pass the store onto another individual Interview As part of exploring what it means to be a Chick-fil-A Operator, I had the opportunity to ask some brief questions with my own Operator, Ron Hammock. Ron has been with Chick-fil-A since August 1991 and has been an Operator since March 1999. Although our time was heavily cut short due to a busy shift change, I was pleased to hear Ron’s unique perspective on what it’s THE ROLE OF A CHICK-FIL-A OPERATOR 13 like to be an Operator. Note: some answers have been edited for clarity. Q: “What is the best part of being a Chick-fil-A Operator?” A: “Flexibility. Definitely flexibility. Being able to manage your own time working (whether physically present in or out of the store), with family, or being involved with the community. An Operator’s job isn’t restricted to his Chick-fil-A; I often work from home and am on several community boards.” Q: “What is the most difficult part of being a Chick-fil-A Operator?” A: “Dealing with drama. I find myself being a mediator of drama between team members on all levels. The drama is tiring.” BECOMING AN OPERATOR 14 Each year, thousands of individuals apply to become Chick-fil-A Operators. But becoming an Operator is no easy feat—less than .5% of applicants will ultimately receive a Chick-fil-A (source: Business Insider). So how does one become a Chick-fil-A Operator? The answer: down a very long road. The entire process takes approximately four months, and it may vary depending on previous experience. Step 1: Online Interest Form Individuals fill out an online interest form, which introduces the individual to the basic relationship Chick-fil-A has with its Operators and allows the company to filter applicants. Step 2: Online Application After 1- 3 weeks, Chick-fil-A contacts individuals who have successfully fulfilled the online interest form requirements with a new application. This detailed, 25-page application asks individuals to map out their life story, ambitions, and ultimate desire for going into business with Chick-fil-A. It also includes a financial component which requires individuals to disclose all their past and present financial information. Step 3: Video Teleconference Interview After 1-2 months, Chick-fil-A contacts individuals who have successfully fulfilled the online application requirements with a link to a video interview. In this interview, the individual is given 20 seconds to answer several pre-recorded, undisclosed questions. Once the interview begins, it cannot be paused for any reason. BECOMING AN OPERATOR 15 Step 4: Phone Interview In this next step, Chick-fil-A schedules a phone interview where the individual is contacted by a corporate team member and asked a series of questions. At this stage, many of the questions become less about business knowledge and experience and more about the individual’s character. Step 5: Support Center Interview, round 1 If the individual has met all Chick-fil-A’s expectations, they will be invited to the Chick-fil-A Headquarters (Support Center) in Atlanta, Georgia for a series of eight to twelve face-to-face interviews. Step 6: Support Center Interview with CEO The last step of becoming an Operator is often an in-person interview with Chick-fil-A CEO Dan Cathy. If the individual is married, the spouse must attend the interview. Should the interview go successfully, the candidate will likely be named an Operator on the spot. Chick-fil-A seeks individuals who have both strong character and superb business skills. No question is off limits, and poor decisions made during adolescence and a young adulthood can certainly cost the applicant the position. Chick-fil-A Operators are a diverse group, and include men and women, married and single persons, persons of various cultural backgrounds, and individuals from all age groups. Unlike some other positions, an individual may apply to become an Operator more than one time. What Chick-fil-A Looks for in an Operator 1. Character 2. Chemistry 3. Competence 4. Entrepreneurial Spirit 5. Growth Mindset 6. Leadership CASE STUDY ON RESTAURAUNT LOCATION AND CHAIN GROWTH 16 Beginnings In 1967, the first Chick-fil-A opened in Greenbriar Mall in Atlanta, Georgia, pioneering the in-mall restaurant. Nineteen years later, Chick-fil-A opened its first free standing restaurant fifteen miles up the road at North Druid Hills. Today, there are over 2,100 Chick-fil-A locations across 46 States and the District of Columbia. Chick-fil-A restaurants range in design—including mall restaurants, free standing restaurants, in-line (strip mall) restaurants, and drive- thru only locations. Licensed locations, which exist as a partnership with Chick-fil-A, Inc., include those at airports, college campuses, and hospitals. Where Are Chick-fil-A Restauraunts Located? Chick-fil-A has divided its restaurants into six geographic “Markets.” Markets are further subdivided by State, and some restaurants fall under a third tier and even a fourth tier market. Chick-fil-A Woodstock Dwarf House falls under four markets: Southeast, Georgia, Atlanta, and Cherokee County. First Chick-fil-A (Greenbriar Mall) Image courtesy TruettCathy.com North Druid Hills Road Free Standing Restaurant Image courtesy TripAdvisor CASE STUDY ON RESTAURAUNT LOCATION AND CHAIN GROWTH 17 Chick-fil-A is very particular about where they build restaurants. Team members often joke that if an area does not have a free standing Chick-fil-A, then that area is not one you want to live in (in other words, it is in the middle of nowhere). I have gathered some unofficial rules on where Chick-fil-A restaurants tend to be built, and made a point system to decide if an area is “worthy” of its own Chick-fil-A. The game is easy: the area in question must have at least 10 points to be considered for a Chick-fil-A. (Licensed locations are excluded from this list.) Category Points Southern urban area 8 Southern suburban area 6 Southern rural area 1 Table continues onto next page This graph, courtesy of @Chick-fil-A, shows the number of projected 2017 Grand Openings by market. CASE STUDY ON RESTAURAUNT LOCATION AND CHAIN GROWTH 18 Midwestern or Southwestern urban area (including New Mexico, Arizona, and southern California) 6 Midwestern or Southwestern suburban area 4 Some other urban area 4 Some other suburban area 1 Within 1 mile of an interstate highway exit 5 Near a Division I college campus—school must compete in major sports conference such as the former BCS schools 5 Near a local high school 3 Near a major tourist attraction 3 Near other food/retail chain establishments 1 At least 2 miles apart from another Chick-fil-A 1 What can we learn from the location of Chick-fil-A Cherokee County restaurants? → Chick-fil-A restaurants are often located in urban or suburban areas near interstate highways, shopping centers, and educational institutions. 1 3 2 4 ? 5 Chick-fil-A Cherokee County 1. Woodstock Dwarf House 2. Towne Lake 3. Outlet Shoppes at Atlanta 4. Canton Marketplace 5. Canton Riverstone ?. proposed location near East Cherokee Dr and GA 140 CASE STUDY ON RESTAURAUNT LOCATION AND CHAIN GROWTH 19 Operator Location Chick-fil-A, Inc. chooses where new restaurants will be constructed; individuals who are chosen to be Operators have no influence on where a restaurant will be constructed. In most cases, Chick-fil-A will tell an individual the city and state in which their restaurant will be located. Some individuals lose the chance to become an Operator if they are not willing to relocate to where the new Chick-fil-A is being constructed. When Chick-fil-A restaurants are planning to open in highly sought-after locations, the company may hold interviews open to individuals who have completed the Leadership Development Program (LDP), current Operators desiring to relocate, and current Operators desiring to expand into the multi-restaurant sector. Some Operators are given the opportunity to run more than one Chick-fil-A. In most all cases, Chick-fil-A, Inc. must first reach out to an Operator who they feel would be a successful candidate. The restaurants must be geographically close (normally within a five-mile radius) and financially profitable. Only a small number of Operators are given the opportunity, and as of 2017, only two Operators have three Chick-fil-A restaurants. This graph, courtesy of @Chick-fil-A, shows the types of Operators chosen for new Chick-fil-A restaurants. The orange segment of the chart represents Operators who have moved to new locations and the green segment represents Operators who have been given a second or third Chick-fil-A restaurant. CASE STUDY ON RESTAURAUNT LOCATION AND CHAIN GROWTH 20 Charting Growth Many fast food and quick-service restaurants follow a rapid expansion plan. These chains follow an exponential growth pattern, meaning that each year, more new locations will open than had opened the previous year. The problem with this business model is that it assumes future sales and growth will continue at the same rate. Chick-fil-A follows a linear growth model; that is, Chick-fil-A opens about the same number of new locations each year. (Chick-fil-A opens between 100 and 150 new locations a year.) The desire of Chick-fil-A is to obtain positive growth by making smart business decisions. Starbucks is one example of a quick service chain that follows the exponential model. When the recession hit in 2008, Starbucks continued their aggressive expansion model. But by the end of the year, the chain had to close nearly 600 locations, laying off 12,000 employees and costing the company approximately $350 million (Source: New York Times). Was the exponential expansion model directly to blame for Starbucks’ financial issues? Maybe not, but had the company slowed growth down, it certainly would not have had to close so many hundreds of locations. Graphic courtesy New York Times Stepping Into the Role DEVELOPING A LEADERSHIP TEAM 22 Each Chick-fil-A Operator can choose how he or she would like to organize their team. This would be my choice for organizing a team. Organizational Chart DEVELOPING A LEADERSHIP TEAM 23 The Leadership Team will rotate positions every six months. In addition to working a minimum of 40 hours a week, here are the job descriptions I created for each director position: Front of House Director • Create a work environment which follows Chick-fil-A’s Recipe for Service model, where team members work hard and enjoy their jobs • Ensure CEM Scores stay within threshold range o Order Accuracy > 98% guest satisfaction o Speed of Service > top 20% in chain o Attentive and Courteous Employees > top 20% in chain o Cleanliness > top 20% • Monitor labor • Direct Front of House Store Supervisors with clear vision • Coach Front of House Team Leaders • Schedule Front of House Team Leaders and front counter and drive thru team members • Lead Front of House Store Supervisor meetings • Prepare Front of House monthly email update • Work in position at least eight hours a week • Act as manager on duty at least one shift a week Back of House Director • Create a work environment in which crave-able food (that meets or exceeds Chick-fil-A quality) is delivered in a timely manner, where team members work hard and enjoy their jobs • Ensure CEM Scores stay within threshold range o Order Accuracy > 98% guest satisfaction o Speed of Service > top 20% in chain • Ensure all food safety procedures are being followed • Fulfill month-end stocking reports DEVELOPING A LEADERSHIP TEAM 24 • Follow LEAN food-production management • Direct Back of House Store Supervisors with clear vision • Coach Back of House Team Leaders • Schedule Back of House Team Leaders and grill and kitchen team members • Lead Back of House Store Supervisor meetings • Prepare Back of House monthly email update • Work in position at least eight hours a week • Act as manager on duty at least one shift per week Business Director • Directly assist Operator in daily needs • Act as head of Leadership Team o Schedule Directors § Ensure coverage when directors are out of store § Hold directors accountable to positions o Prepare agenda for twice-monthly leadership meetings and monitor discussion o Assist other directors • Schedule Office Assistant • Delegate tasks to Office Assistant; hold assistant accountable • Monitors sales, productivity, labor, and CEM scores • Oversee pay structure (excluding the pay of other directors) • Assess operational systems, help directors and Store Supervisors on mission • Preform daily sales report • Fulfill month-end package • Systematically monitor time punches • Assist in counting registers • Prepare store-wide monthly email update • Work in position at least four hours a week • Act as manager on duty at least two shifts a week DEVELOPING A LEADERSHIP TEAM 25 Director of People Systems • Recruit talent • Interview potential team members o Determine placement of new team members • Fulfill new hire paperwork • Develop a remarkable and engaging orientation process o Lead this first stage of training o Assist Team Leaders in next stage of training • Develop a system to encourage, recognize, and reward team members for exceptional performance o Recognize team member birthdays • Attend Team Leader meetings • Assist Brand Development Director in marketing strategy • Assist Front of House Director in hospitality strategy • Assist Business Director in daily needs • Prepare hospitality and new hire portions of monthly email update • Work in position at least eight hours a week • Act as manager on duty at least two shifts a week Brand Development Director • Lead marketing strategy/vision o Work with community organizations to increase brand awareness and positive relationships o Manage marketing team, including marketing assistant(s) § Schedule marketing assistant hours § Hold marketing assistant accountable to position • Increase catering orders and sales • Manage team member catering order production, delivery, and event attendance • Work with Front of House and Back of House Team Leaders to ensure catering process is smooth and efficient DEVELOPING A LEADERSHIP TEAM 26 • Lead social media expenditures o Manage platforms o Use team members to help develop social media strategy • Leverage the power of the cows • Work with Front of House and Back of House Store Supervisors to ensure hospitality requirements remain in-check • Act as manager on duty at least one shift a week Team Pay How much would I pay my team if I became an Operator today? Team Members starting at $7.25 (minimum wage); quick to give raises, up to a maximum of $9 (this category is mainly high school and college students) Team Leaders starting at $9.50; quick to give raises, up to a maximum of $11 (this category is mainly college students) Store Supervisors starting at $13; average wait time for raises, up to a maximum of $15 (this category is mainly college students and young adults) Directors starting at $16; slow to give raises, no maximum pay determined as of the moment SELF-SERVE TEAM MEETING 27 Introduction The Woodstock Dwarf House is at a unique stage of life at 24 years old. Only a few years ago, the restaurant’s CEM (Customer Experience Matters) scores ranked dead last behind all Chick-fil-A locations across the country. Today, the store’s CEM rankings place in the top 20% of all Chick-fil-A restaurants and #1 for Dwarf House restaurants. In 2015, the store earned the Symbol of Success Award for exceptional restaurant sales. The Woodstock Dwarf House is certainly enjoying successful times. In December of last year, self-serve leadership met to discuss the current state of our team. We all agreed that our team was doing a good job, but all of us had been noticing a common trend—team members were growing complacent in their positions and were forgetting some of the job basics. We made a commitment to train and hold new team members accountable to the Chick-fil-A brand-wide standards. Around the same time, self-serve leadership decided it was time to try different approaches and introduce new technologies to improve our drive thru experience. Our main goal was to see a reduction of wait times while maintaining (or even improving) hospitality and order accuracy. With these two goals in mind, we decided it would be a good idea to have a Sunday team meeting. The meeting would serve as a time to Woodstock Dwarf House Self-Serve Leadership Daniel Hammock, Front of House Director Jacob Karnes, Store Supervisor Autumn Kuykendoll, Store Supervisor Madeline Mercer, Team Leader Cole Ormsby, Team Leader Caleb Tuttle, Team Leader SELF-SERVE TEAM MEETING 28 cast our vision with team members, reintroduce them to the basics, and prepare for new drive thru procedures. Autumn and Jacob invited me to join them in planning the meeting. I had originally intended to assist them only at their request, but as they grew more involved with other tasks at the store, the planning was left almost entirely to me. I soon realized that my work on the meeting fell directly in line with my Senior Project and decided to incorporate it. Planning the Meeting The meeting was planned for Sunday, February 26th from 2:00 to 4:00pm. To make the most of our time and to cut back on labor (Team Members were paid their normal hourly wage), I divided the team members into three groups: those who primarily work drive thru positions, those who primarily work front counter positions, and those who consistently work both. I also decided to put potential future Team Leaders in the “both” category so they could be reminded of the procedures for all positions. Each group was given a different shift time: Drive Thru Team 2:00- 3:15 Combined Both 2:00- 4:00 Front Counter Team 2:45- 4:00 The meeting was further divided into three segments: Drive Thru Team Stations 2:00- 2:45 Large Group Meeting 2:45- 3:15 Front Counter Team Stations 3:15- 4:00 SELF-SERVE TEAM MEETING 29 This is the graphic I created to inform team members of the meeting. I posted it in two places in our store and three times online. SELF-SERVE TEAM MEETING 30 During the drive thru team stations, team members were subdivided into three smaller groups, each led by a Team Leader. Each Team Leader traveled with their group to a drive thru station, led by a Store Supervisor or Director. Each station was planned to last for 15 minutes before a rotation. Autumn iPOS Face-to-Face Ordering Jacob Window/Outside Upstream Meal Delivery Daniel Bagging After the drive thru team stations were completed, we planned to have a large group meeting. This was the part of the meeting when front counter team members were planned to arrive. Autumn, Jacob, Daniel, and I all planned to speak on an area of concern to the large group: Jacob on Chick-fil-A history and culture, Autumn on appearance and punctuality, Daniel on scheduling and remaining on task, and myself on catering orders. We planned for everyone to speak between five and ten minutes. A chart I created early on to divide Drive Thru Team Members into small groups SELF-SERVE TEAM MEETING 31 When the large group meeting was over at 3:15, we planned to dismiss drive thru only employees. We would then move onto front counter team stations. During the front counter team stations, team members were subdivided into two smaller groups, each led by a Team Leader. Each Team Leader traveled with their group to a front counter station, led by a Store Supervisor or Director. Each station was planned to last for 22 minutes before a rotation. Autumn & Cole Recipe for Service (Dining Room) Jacob & Daniel Front Counter (Register) After the front counter team stations, we planned to dismiss all remaining team members. Preparing for the Meeting To assist Autumn, Jacob, and Daniel in teaching their positions, I made several job aids and compiled them all into unique packets for each team member. These packets also included the respective team member’s schedule and supervisor. Our leadership group arrived at the meeting an hour early to finish setting things up. Before we knew it, team members were starting to arrive. Me working on the Team Member packets SELF-SERVE TEAM MEETING 32 Meeting Reflection The meeting was successful in some ways but rough in others. By the end of the event, we were exhausted and were left with conflicting emotions. We felt that our drive thru stations needed improvement. We were rushed throughout these stations, leaving us feeling that we didn’t get to communicate our vision clearly. At the same time, we felt somewhat content knowing that our drive thru team members are quick learners and are more competent than those on front counter. We agreed that we laid a solid foundation for upcoming changes. We felt that the front counter stations went much better. We were able to clearly communicate our goals and expectations for our team, and team members seemed to be engaged. All in all, it was a good learning experience. Here’s a list of what went wrong and what I learned and will apply to the future: • We did not allow ourselves enough time to prepare right before the meeting. o We should have met a day or two before the meeting to review the plans of the supervisors at their respective stations. (Jacob’s drive thru station went great, Autumn’s was great “on paper” but poor in execution, and Daniel’s station fell flat as he tried to make it up as he went—he obviously didn’t prepare enough.) o We also should have arrived more than an hour in advance. • We expected Team Members to arrive early. SELF-SERVE TEAM MEETING 33 o We told Team Members to arrive at least ten minutes before their scheduled shift, but many of them arrived right on time or even late. This caused us to be significantly behind schedule before we even began. o We should have planned a “waiting period” of 5- 10 minutes to allow Team Members extra time to arrive and check-in. • We did not give ourselves enough time at each station. o 15 minutes per station seemed to be enough time as we were planning the meeting, but we quickly discovered we should have planned at least 20. o We also should have given ourselves a transition period of 5 minutes between each station as we didn’t plan for any transition time. • We did not budget enough time for the large group meeting. o Each speaker needed much more time to speak than what they were given. o We should have ended the meeting by asking team members if they had any questions. • While we should have kept our end-time goal in mind, we should not have communicated this time to team members. o By telling team members that their shifts ended at 4:00, some of them were already ready to walk out at 4:01, even though we had more material to cover. • We should have explained to individuals why they were being scheduled at different times before the meeting began. Me addressing Team Members during large group meeting JOB-AIDS AND PRODUCTIVITY RESOURCES 34 The following images are screen-captures of job-aids and productivity resource documents I developed as part of my project. Team Packet Covers Delivering 2nd Mile Service Delivering 2nd Mile Service JOB-AIDS AND PRODUCTIVITY RESOURCES 35 Recipe for Service (Dining Room) JOB-AIDS AND PRODUCTIVITY RESOURCES 36 Catering Orders ller groups, each led by a Team Leader. Each Team Leader traveled with their group to a front counter station, led by a Store Supervisor or Director. Each station was planned to last for 22 minutes before a rotation. Autumn & Cole Recipe for Service (Dining Room) Jacob & Daniel Front Counter (Register) After the front counter team stations, we planned to dismiss all remaining team members. Preparing for the Meeting To assist Autumn, Jacob, and Daniel in teaching their positions, I made several job aids and compiled them all into unique packets for each team member. These packets also included the respective team member’s schedule and supervisor. Our leadership group arrived at the meeting an hour early to finish setting things up. Before we knew it, team members were starting to arrive. Me working on the Team Member packets SELF-SERVE TEAM MEETING 32 Meeting Reflection The meeting was successful in some ways but rough in others. By the end of the event, we were exhausted and were left with conflicting emotions. We felt that our drive thru stations needed improvement. We were rushed throughout these stations, leaving us feeling that we didn’t get to communicate our vision clearly. At the same time, we felt somewhat content knowing that our drive thru team members are quick learners and are more competent than those on front counter. We agreed that w