8 days over 5 months: DIRECTORS PROGRAMME

  • Price: £3950.00 plus VAT or pay by module
  • Frequency: events run monthly - join at any point

DIRECTORS PROGRAMME
FOR MULTI-SITE MANAGERS
Eight events over six months
Fees vary according to number of events attended – see below

Earlier this year we ran some research into:
Bar & Restaurant Multi-Site Managers: The Skills To Be Good At

The headline findings were:

1. Strategic capability: Having a compelling idea of what the future of the business should be like, and identifying a clear pathway to that success.
2. Pragmatism: the skills, knowledge, experience and mental capacity to make entrepreneurial decisions as required. To consider how the customer base would react to any decision they might make.
3. Prioritising: the ability to prioritise a significant workload.
4. Recruiting: Managing the recruitment process in an increasingly competitive market.
5. Delegating & coaching: the confidence and ability to create independent self-managing teams.
6. Managing personal energy.

With this in mind, and with the intention of creating a flexible process we have created a rolling programme of eight events:

Event 1
Managing Performance: The Manager as Coach
26 October 2017

Event 2
Managing Performance – Creating Self-Sustaining Teams
9 November 2017

Event 3
Creating the Vision – Communicating to Groups
30 November 2017

Event 4
Managing Busy, Managing Yourself
11 January 2018

Event 5
Leadership – developing the heart of a genuinely inspiring leader
1 February 2018

Event 6
Your Personality at Work
22 February 2018

Event 7
Business Strategy
15 March 2018

Event 8
Mastering the Financial Tools
5 April 2018

The full programme runs over six months, includes expert guest facilitators, and can be joined at any point in the programme. Participants can join the full programme or attend on an event-by-event basis.


The sessions in detail

Managing High Performance: The Manager as Coach
With Stephen Waters and Tony Betts
A full day workshop
26 October 2017

Leaders who build relationships with their restaurant teams through a coaching approach, build long-lasting, powerful relationships.

When a manager commits to coaching everyone benefits:
• Coachees get new skills and new approaches to their work.
• The coach benefits too: coaching helps us see relationships beyond the obvious and develops our ability to create a vision and a common language, which inspires and motivates.

Participants will learn:
• The skills of coaching that research has shown to offer the highest return on investment in achieving accelerated staff development.
• How to create an effective coaching environment.
• How to set goals effectively.
• How to ask powerful questions that move others forward quickly in their thinking.
• How to create positive action for change and development.
• How to genuinely develop the full potential of their staff.

Managing High Performance: Insights on Building Team Performance
With Stephen Waters and John Bull
A full day workshop
9 November 2017

High Performance is almost always a collective endeavour, which means the quality of interactions between people is as important as the performance of individuals.
We all talk about the importance of teamwork; we all spend a lot of time working as part of teams; and yet genuine high performing behaviour in teams is quite rare. For many organisations, it is one of the most untapped opportunities for improvement.
There are two reasons for this.
1. Leaders tend to have a positive bias around how effective teamwork is. They underestimate the level of frustration individuals feel. Even in instances where teamwork is ‘generally good’, we underestimate how much better it could be.
2. How people behave in groups is complex, and most leaders know much less about getting the best out of teams than they do about managing individuals.
Productive teamwork is built on three critical ingredients:
1. Clarity on where teamwork can add value & make a difference to performance.
2. A set of behaviours and ways of interacting that gets the best out of everyone.
3. Effective meetings that provide the opportunity to do this collective work.

Most teams can rapidly improve their productivity and performance by investing a little time in building and strengthening these foundations, and then reviewing their progress on a regular basis.

Creating the Vision – Communicating to Groups
A full-day workshop
With Stephen Waters
30 November 2017

A session run in small groups, drilling the skills of:

• Making complex ideas simple
• Slowing rate of idea presentation whilst retaining rate of word delivery
• Creating powerful presentations, however informal.
• Use of silence as the most powerful tool
• Finding your own voice – retaining authenticity

Managing Busy: Managing Yourself
A full-day workshop
With Stephen Waters and Tim Cox
11 January 2018

The multi-site role is a very busy one and the workload can be heavy. We know we should work smarter not just harder, but what we need is busy-management tools. Ours include some of our own and some of the best currently out there in the busy, busy-management arena:

• The assumptions that slip into our thinking when we look at a list
• “Batching”
• “Parking” – Leaving stuff out of mind so to concentrate on the task
• The relationship between the thinking part of the brain and the emergency response function, and how this affects you at work.
• Different individuals ability to deal with stress
• How to make the “why” intrinsic rather than extrinsic
• Working alone / in company
• Turning a problem focus into an outcome focus
• The mind-body loop
• The role of mental rehearsal – envisaging doing a good job of it
• What ‘no’ has got to do with it
• 12 self awareness exercises that fuel success
• Mind-set

Leadership: Developing the heart of a genuinely inspiring leader
A full-day workshop
With Stephen Waters and Tony Betts
1 February 2018

What do multi-site managers do all day? Ask them and they will talk about delegating, setting standards, managing the P&L, legals, filling gaps and so on. When we are “doing” we are moving from Manager to Ops Manager to Director and up the chain. We are “doing” our job when we check the process, ensure quality, make sure our people are at work on time and happy to be there. We are taught what to “do” as leaders, but we have to learn how to “be” good leaders. “Being” involves what we think of ourselves, our context, and what we want our future to be. In this session we will be looking at the powerful reciprocal relationship between the doing self and the being self – and how to communicate with both.

Your personality at work
A full-day workshop
With Stephen Waters and Nick Thistleton
22 February 2018

Before the session participants complete three detailed psychometric instruments:
• The Hogan Personality Inventory, which measures their: ‘bright-side’ personality – how they present to others when at their best,
• The Hogan Development Survey which measures de-railers at work, and
• The Motives, Values, Preferences Inventory which describes core values, goals, and interests.
The Hogan Personality Inventory uses seven primary scales to describe the individual’s performance in the workplace, including how they manage stress, interact with others, approach work tasks, and solve problems. The report notes strengths as well as areas for improvement and provides discussion points for developmental feedback.
The Hogan Development Survey identifies behavioral tendencies that emerge when a person is stressed, bored, or fatigued. The average person has three or four high-risk HDS scores. This report builds self-awareness by highlighting behavioral tendencies of which participants may be unaware.
The Motives, Values, Preferences Inventory describes peoples’ core values, goals, and interests. People use their values to make decisions, but they rarely analyze their values and often make decisions for reasons they do not fully understand. Becoming aware of their values should improve their decision-making.


What venture capitalists look for in a restaurant business investment
A full-day workshop
With Stephen Waters and Alex McLauchlan
5 April 2018

Because some of this information is sensitive we keep the first half of the day conceptual and begin with some basics, however obvious.

1. Margins
2. Staff costs
3. Conversion
4. Return on investment
5. Other useful financial ratios
6. Trading history (LFL)
7. Scalability
8. Competitor set (USP)
9. Management team ability and experience

For the afternoon session session we are joined by a guest FD / Investor for Q&A.

Some of the themes for the last session included:

• Never run a restaurant from the boardroom
• Do investors look for potential or track record?
• What we look for in new sites
• Management bandwidth – a useful concept
• EBITDA – what is it and why it’s an important metric
• Profit v’s turnover
• ‘Cutting the fat’
• Stable driven management teams
• ‘Slightly pushed is better’

Directors’ Programme Fees
All events are full days
Pay as you go – £345.00 per event
2-4 Events – less 10% = £310.50 per event
5-7 Events – less 20% = £276.00 per event
Full programme of 8 events – less 30% = £241.50 per event – £1932.00