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As your commitment to good organizational health grows, it’s good to do a reevaluation of your philosophy and systems.

Ideally at the quarter mark and every three months after that you’ll should do a full reevaluation to make sure your on track with your targets.

First, are your managers holding each other accountable every time?

Are you having weekly meetings where you define objectives for the week? Are you having daily meetings to talk about your objectives for the day? If not, why not? As mentioned earlier, if the management staff is not holding themselves accountable, is giving conflicting information, or appears to not care, then the employees won’t care either. If you are on track that is great! Discuss how you can continue to push each other and the business forward.

Second, are you holding your employees accountable, every time, even when inconvenient? If not, are you forgetting simple checks and balances or is it a full lack in discipline? Do a full reevaluation of your accountability and discipline processes. Are you holding each employee accountable to the same standard regardless of personal biases? Are you maintaining a high level of performance amongst employees? You should be making sure employees are holding themselves and each other accountable as well. How well do employees get along with each other? What are common disputes about? Can you eliminate any reoccurring issues?

Third, how are your systems working? Are they set up to make the work lives of your employees and your management staff easier? Are any systems confusing or cumbersome? By doing a full reevaluation of your systems, you should be able to adjust or tweak broken systems to allow for the background tasks to occur seamlessly but also effectively. This will allow your kitchen staff to cook better, your serving staff to serve better, your hosts to time waits and seat more effectively, and your bartenders to be more personable and pour drinks faster.

Last, how are your hiring and firing practices? Are the people you recently brought on board helping or hindering the team? What are their long term prospects? Veteran or newbie, is anyone a hindrance to the team? Who do you need to talk to to ensure they are pulling their weight? Is there an individual that is ‘poisoning’ the rest of the staff? What steps are you taking to fix or eliminate this employee? And, going back to the first point, what manager is assigned to do this? Put practices in place to retain and reward good employees. Reevaluate your hiring practices and focus on the processes that brought you good employees. What traits should you be looking for?

In the end, implementing a culture of better organizational health takes time and dedication. Everyone in the restaurant needs to be working towards the same goal. But by fostering a restaurant with optimal organizational health, you will create a business that employees and managers truly love working for. You’ll have great employees that stay for years, you’ll have no trouble finding applicants, you’ll create great customer experiences through happy employees, and you’ll have past employees wanting to come back. Foster a great culture. Strive towards optimal organizational health. It’s your greatest competitive advantage.