What drives behavior? Daniel Pink, authoritative career analyst, explores this question in his bestselling book “Drive: The Surprising Truth About What Motivates Us”, on which he based his illuminating Ted talk “The Puzzle of Motivation”. The highlights are…
“There is a mismatch between what science knows and what business does.”
Said by Daniel Pink, this statement points to the fact that, while scientific research has demonstrated that intrinsic motivators, such as the desire to learn and feel fulfilled in general, are much more powerful than their counterparts, the current business operating system is built around extrinsic motivators, rewarding top performers and ignoring the rest.
So, what does “science know”?
The carrot-and-stick motivation scheme typical in most organizations, in which performance is incentivized with rewards, usually monetary bonuses, leads to increased performance ONLY when the tasks involved require mechanical skills.
When the tasks involved require rudimentary cognitive skills, the carrot-and-stick scheme is not only ineffective, but also DETRIMENTAL, leading to poorer performance.
Humans have an “inherent tendency to seek out novelty and challenges, to extend and exercise their capabilities,” which comprises the ”third drive”– the joy of the task itself.
The conclusion: extrinsic factors, such as material rewards, do not carry enough motivational weight to increase job performance when critical and creative thinking are required. Instead, intrinsic factors that contribute to how much we enjoy our jobs, are what drives performance in these instances.
A novel approach
Based on the notion of the “third drive”, Pink suggests a revised motivation scheme focused on three intrinsic factors that are vital to feeling fulfilled in the workplace.
They are:
Autonomy: permit employees to direct their own work lives by providing a few freedoms such as how and when a project is completed. Give guidance, but avoid micromanaging, and focus on output rather than schedule.
Mastery: provide employees with opportunities to develop and improve skills in areas that interest them so that boredom is not a possibility. However, include clear goals and feedback in order to support this form of professional growth, and ease anxieties about the learning curve.
Purpose: allow employees to fulfill their natural desires to contribute to a greater cause by emphasizing the organization’s overarching goals, not just profit goals, and ensuring that each and every individual understands his or her role in accomplishing these goals.
And about the $$$: pay employees enough so that the issue of money is off of the table, and work is at the forefront.
At the heart of the issue: the drive to work hard stems from the opportunity for personal growth. Provide this to your employees instead of the proverbial carrot-and-stick, and top-notch job performance will be a given.
How do you or your business provide autonomy, mastery, and purpose, as well as other factors contributing to intrinsic motivation?
Self-trained chef, James Beard Foundation award winner, head judge on Emmy Award winning reality-competition program “Top Chef”, world famous restaurateur, family man, mentor, and even life-saver (of cookbook author Joan Nathan, while choking on a piece of chicken) are just a few of the many hats worn by celebrity chef Tom Colicchio. So what are the secrets behind the success? A three ingredient recipe: “make people happy”, “remain flexible”, and “learn from everyone”.
”Make People Happy”
Eating out is about eating good food, of course, but it is also about convenience. When at a restaurant, whether it is fast casual or fine dining, we don’t want to worry about a tåhing. From the food, to the service, to the atmosphere, we want it wrapped up in a nice bow to be devoured as we please.
Tom Colicchio believes that the fundamental principle that is the foundation of every successful restaurant is that “everything has to work- food, service, and hospitality.” He understands that not only does the food have to be tasty and well-served, but the mood is crucial as well. When “no one is making you feel good”, you leave unsatisfied, with a bad taste in your mouth, if you will. And for Tom, it’s all about “the feeling when you’re walking out the door.”
”Remain Flexible”
What does Tom Colicchio, who has opened several extremely successful restaurants, believe is the most common mistake made when undertaking this notoriously arduous task? “Too much of a game plan.”But don’t misunderstand what he is saying. According to Tom, “always go into a restaurant opening with a great plan, but be prepared to make changes quickly.” On occasion, ideas which sound great in theory don’t always translate into reality as imagined. And this happens to everyone, including the greats. For example, Tom explains that when opening Craft, the menu was confusing customers. So, instead of saying “this is just how we do it,” he and his team realized that it was “causing too much confusion,” and changed the menu as to cater to the diners.In the end, as Tom explains, “you might have a plan… but if it’s not working, you may have to make a change to that plan. You have to remain flexible.”
”Learn From Everyone”
As a chef, restaurateur, and television personality, Tom Colicchio receives his fare share of criticism. What does he do with it? He listens, and then he learns. When considering reviews and the like, Tom doesn’t take it personally, and doesn’t necessarily equate a negative comment to a mistake made by him or his team. Instead, he takes his own advice to “learn from everyone,” and says “you have to start looking for patterns. And once you establish a pattern, then you can identify where there’s a problem that needs fixing.”As a judge on “Top Chef” and an expert on all things culinary, Tom also knows how to dish out the criticism. His advice: “don’t make it personal.” Most of us know that when feeling attacked on a personal level, what is actually being said, the critique itself, goes in one ear and out the other. There is no chance of learning, and improving. So, Tom suggests that we instead “focus on what people are doing as opposed to who they are.”
Sage Advice
Not one person can argue the success of Tom Colicchio, and as such, his advice is in all likelihood good advice. In essence, he’s telling us to stay true to ourselves and our intentions, and that we must be open to change, and adapt. Now those are two tactics we can all use!
Want more tips on how to hack the service industry? Find them @gosirvo.
In fact, the service industry recorded the strongest sales volume on record in December 2014, as well as the eighth consecutive monthly increase, totalling $49.6 billion on a seasonally-adjusted basis.
For professionals in the business of serving food and drink, trained in the art of creating a successful dining experience, it may be difficult to stomach critiques from customers. After all, what do they know? Well, it turns out they know absolutely everything even if they know nothing.
Who knows best
According to Peter Nolan, chief brand officer for Roti Mediterranean Grill, “the customer who comes in twice a week, or 100 times a year, makes him or her an expert on the brand, and [it] would be foolish not to take his or her opinion into account.” Nolan firmly believes restaurateurs should listen to customers in order to “connect their insights into what the brand is trying to accomplish.”
So, sure, a customer may be commenting on an expertly prepared plate of food, but if it does not satisfy, then does it really matter if it is textbook perfect? The overarching goal of any eating establishment is to provide customers with something that will get them back in the door for a second, third, or hundredth time, so why not take a second to learn what that something may be.
Getting the dirt
Peter Nolan provides a list of tips to obtain valuable customer feedback:
Take the time to actually listen to your customers. Most importantly, hear what they have to say and respect their opinions, even if they are not a food professional.
Engage in casual conversations with customers. Be the most curious person in the room, and talk to anyone, and everyone, about the highs as well as lows of their experience.
Speak like your customers. If you want to understand customers’ insights, then you not only have to speak to them, but they must also speak to you. Using their language goes a long way to ensure this happens.
Know what you want to know. It is possible to obtain valuable information from a conversation initiated with no direction in mind, however asking about specifics will grant you access to much more understanding.
Don’t be afraid to poll. Not all customers will complete a formal survey, but some will, and those are a great way to incorporate customer feedback.
What matters most
Customers are the life force driving every successful business and, as Nolan explains, “integrating customer insights into your company’s innovation efforts can have a huge impact on a brand’s success.” By aligning vision and expertise with the desires of the customers, unforgettable dining experiences can abound.
At the end of the day, as Nolan puts it, “If you love and respect your customers and treat them well, they will come back again and again.”
How does your company find out what the customers are saying? Let us know @gosirvo.
With both sales and employment continuing to gain ground in December, the industry’s business environment starts the year out strong.
Restaurant sales totaled $49.6 billion on a seasonally adjusted basis in December, according to preliminary figures from the U.S. Census Bureau, making it the eighth consecutive monthly increase in sales volume, as well as the strongest on record. National Restaurant Industry’s Chief Economist Bruce Grindy credits the recent run of strong sales gains to declining gas prices, which fell more than $1.40 during the last 6 months. Consumers used savings at the pump to dine out. December’s total eating-and-drinking-places sales signaled a 5% increase since June, raking in an additional $2.3 billion as compared to the mid-summer’s month seasonally-adjusted sales volume.
Employment within the restaurant industry mirrored sales, also registering continued gains in December. Preliminary figures from the Bureau of Labor Statistics indicate a net gain of 43,600 jobs among eating-and-drinking-places during the final month of the year on a seasonally-adjusted basis, marking the 58th consecutive monthly increase and strongest gain in two years.
The industry is not only surpassing its own historical employment growth, but moreover the country’s. Restaurants added jobs at a 3.1 percent rate in total for 2014, more than a full percentage point above the 1.9 percent growth rate of the U.S. as a whole making this the 15th consecutive year in which restaurant job growth outpaced the overall economy.While economic challenges remain, one of those being elevated food costs, the general outlook of the restaurant industry is promising. If economic fundamentals continue to improve, 2015 will be a great year for restaurants nationwide.
Want to be part of the restaurant industry? Find your way in at gosirvo.com.
