Staff Meetings
There are generally four quick staff meetings each shift:
Briefing at the beginning of the shift with everyone
Sub-briefing after general briefing for specific information for FOH/HOH
Pre-opening briefing for “last minute” changes
De-briefing at the end of each shift with everyone
The briefing is generally given in classroom 79-125. You don’t have to always give it here. You can choose to give the briefing with the whole crew standing in the lobby. You can give this briefing in the walk-in or outside. However, the topic headings should be the same. Remember the root word for briefing is BRIEF - these shouldn’t be too long. The total time for briefing and sub-briefing should generally be 10 to 15 minutes total, including the time to regroup. The pre-opening briefing should be no more than 2 to 3 minutes. For the FOH, it is also the uniform check. The de-briefing should generally be 10 minutes, but may be longer or shorter, depending on the actual time the entire team is ready to meet prior to departure. No one should be waiting for the debriefing if even one person is still working!
Platform Skills
Your personal platform skills relate to how you communicate when speaking to your team. Specifically, platform skills relate to where you stand, how you stand, your eye contact with the audience, your delivery style, knowing in advance who covers what, and smooth transitions between speakers.
When speaking to your entire team, stand with the other managers. This shows a united team. Don’t cross your arms and don’t put your hands in your pockets. Use your arms and hands to add some life to the topic! Make eye contact with each person on your team rather than stare blankly into space.
Speak loud enough for all to hear. If projecting your voice is a challenge, then stand closer to the crew. Step in front when you speak, but do not stand in front of the easel. Deliver your message with enthusiasm – remember that the briefing is your first formal opportunity of the meal period to “pump-up” the crew!
Know, in advance, who will cover what. Make sure you know when it is your turn to speak. Staging transitions are like knowing the cues in a play. The team sets this up before the briefings begin.
Briefings
Refer to the HRT 383 grading guidelines for the specific, minimum information that needs to be covered. In general, the first speaker sets the tone of the meeting. On the first day, the first person should formally introduce your management team. You will state what your theme is, what your goal for your week, how this ties into the three goals of the RKR. Remember you are strategic. Be careful not to cover the same information that the other managers will cover. If one person forgets to say something or one of your managers forget to report something, don’t go backwards as say, “Oh, and one more thing…” You can report the forgotten info in the sub-briefings. You can take the information from either of your managers and report this to their specific sub-briefing. This is primarily a time for general information (stuff everyone on the team needs to know), for reinforcing your philosophy or theme, and for “pumping up” the crew.
Sub-Briefings
The FOH Manager(s) will meet with their FOH crew in the bar for specific FOH information. The HOH Manager(s) will meet with their HOH crew in the kitchen for specific HOH information and for the uniform check.
Pre-Opening
Prior to meeting quickly with the crew just before we open to the public, the FOH Manager(s) and the HOH Manager(s) meet to exchange last-minute information (reservation changes, product changes, etc.).
The FOH manager(s) will meet with the FOH crew, 10 minutes prior to opening to the public, for a final uniform check and update from the kitchen. The HOH manager(s) will meet on or near the line with the HOH crew, 10 minutes prior to opening to the public, for another uniform check and to present any product updates and any new information from the FOH.
De-Briefing
All managers should plan to meet approximately 30 minutes before the end of class. They should spend no more than 9 minutes finalizing the de-briefing information. Plan what information will be covered and who will say it at the debriefing. Be thorough, yet concise. Return to your respective areas to complete your final checks. Be ready to begin the briefing no later than 10 minutes prior to the end of class.
The de-briefing is a “wrap up” briefing. You should cover general information that affects both FOH & HOH. You should address any issues or challenges that have come up and use the conflict-resolution model work on solving these. You should also address issues or challenges presented by the guests, either through comment cards or verbal feedback. This is also a time to show your sincere and genuine thanks to your crew for their hard work, extra energy, and smooth operation. Feel free to make specific comments to specific people. You are working to leave on a high note!
A Note on Verbiage
For your merchandising, sanitation & safety and whatever morale program you have you’ll have $20 in rewards or awards. We don’t have prizes! A prize implies chance; something that was won. At RKR we have a merchandising program to teach you up-selling skills. As an incentive to the servers to achieve the goals of your management team you should consider rewarding results.
The same goes for the sanitation & safety program. This program is to reinforce the idea of what can you as a manager can do to reduce the chance of poor sanitation or unnecessary safety risks. Again, use rewards, not prizes.
Both of these are the same rationale as any award achieved by a team member for any morale program you have. You don’t get a prize - you earn a reward.
Briefings
Refer to the HRT 383 grading guidelines for the specific, minimum information that needs to be covered. In general, the first speaker sets the tone of the meeting. On the first day, the first person should formally introduce your management team. You will state what your theme is, what your goal for your week, how this ties into the three goals of the RKR. Remember you are strategic. Be careful not to cover the same information that the other managers will cover. If one person forgets to say something or one of your managers forget to report something, don’t go backwards as say, “Oh, and one more thing…” You can report the forgotten info in the sub-briefings. You can take the information from either of your managers and report this to their specific sub-briefing. This is primarily a time for general information (stuff everyone on the team needs to know), for reinforcing your philosophy or theme, and for “pumping up” the crew.
Sub-Briefings
The FOH Manager(s) will meet with their FOH crew in the bar for specific FOH information. The HOH Manager(s) will meet with their HOH crew in the kitchen for specific HOH information and for the uniform check.
Pre-Opening
Prior to meeting quickly with the crew just before we open to the public, the FOH Manager(s) and the HOH Manager(s) meet to exchange last-minute information (reservation changes, product changes, etc.).
The FOH manager(s) will meet with the FOH crew, 10 minutes prior to opening to the public, for a final uniform check and update from the kitchen. The HOH manager(s) will meet on or near the line with the HOH crew, 10 minutes prior to opening to the public, for another uniform check and to present any product updates and any new information from the FOH.
De-Briefing
All managers should plan to meet approximately 30 minutes before the end of class. They should spend no more than 9 minutes finalizing the de-briefing information. Plan what information will be covered and who will say it at the debriefing. Be thorough, yet concise. Return to your respective areas to complete your final checks. Be ready to begin the briefing no later than 10 minutes prior to the end of class.
The de-briefing is a “wrap up” briefing. You should cover general information that affects both FOH & HOH. You should address any issues or challenges that have come up and use the conflict-resolution model work on solving these. You should also address issues or challenges presented by the guests, either through comment cards or verbal feedback. This is also a time to show your sincere and genuine thanks to your crew for their hard work, extra energy, and smooth operation. Feel free to make specific comments to specific people. You are working to leave on a high note!
A Note on Verbiage
For your merchandising, sanitation & safety and whatever morale program you have you’ll have $20 in rewards or awards. We don’t have prizes! A prize implies chance; something that was won. At RKR we have a merchandising program to teach you upselling skills. As an incentive to the servers to achieve the goals of your management team you should consider rewarding results.
The same goes for the sanitation & safety program. This program is to reinforce the idea of what can you as a manager can do to reduce the chance of poor sanitation or unnecessary safety risks. Again, use rewards, not prizes.
Both of these are the same rationale as any award achieved by a team member for any morale program you have. You don’t get a prize - you earn a reward.