As owners, managers and employees, you are constantly challenged with completing multiple tasks with a never ending workload. How do you find the time to do all that you do? Can you do it more effectively and efficiently with a constant eye on cost control and revenue building?
David Wachs, Director of Beverage Operations, Sapphire and Sapphire Pool and Day Club and speaker at the 2014 Nightclub & Bar Convention and Trade Show explains that being proactive, effective and efficient in your approach to operations, creating a sense of urgency that will be contagious to all and to empower your key staff members to help take some of the pressure off of you is a significant part of running a successful operation.
Effective managers need to balance the needs of staff, customers and deal with day to day operations including any problems that may arise. If you want to be an effective manager the first step is understanding how to incorporate the three essentials into daily operations.
Proactivity - is thinking and acting ahead of anticipated events; using foresight. You need to be able to control situations by causing things to happen rather than waiting to respond after something happens.
Efficiency – the time, effort and/or cost used for an intended task or purpose. It produces a specific outcome with a minimum amount or quantity of waste, expense or unnecessary effort. Efficiency is measurable.
Effectiveness - is mainly concerned with achieving objectives. It’s doing things right, while efficiency is doing the right things. You can be effective without being efficient.
According to Wachs, owners and manager must ask themselves the following:
- Are the methods and procedures that you and your staff members apply the most timely and effective?
- What do you and your staff do first, second etc…. and why?
- Can another order of tasks be applied to help efficiency?
- How do you establish priorities?
In addition to evaluating the answers to these questions you need to understand what to look for when assessing your establishment with a focus on time management. Do you have tunnel vision? It’s very difficult to avoid tunnel vision and have the ability to absorb and evaluate your operation from a neutral place.
So where do you start?
You need to determine what you are trying to convey to your customers and how you are conveying this information. Does it match? Does it fit your brand and strategy?
If not, change it. This will make it easier to alter, manage and delegate tasks to make sure your time is being well spent.
Change your hiring practices. The better you are able to educate your staff about policies, procedures and common service practices, the quicker they will become acclimated and not need to call you for every answer – saving you time and resources that could be focused elsewhere. Wouldn’t it be nice if you hired people that actually made your life easier instead of more difficult?
Change your mindset. Develop a mindset that looks to solve problems instead of avoiding or dwelling on them. Make sure to be self-reflective and define, decide and move on when necessary to manage activities. Look for ways to eliminate unnecessary tasks, consolidate steps, or delegate responsibilities.
Remember it’s OK. Don’t be overly concerned if you need to abandon or put on the back burner long-term plans in order to meet immediate needs, if your predications are wrong, or when you make a mistake. Abandonment of projects or tasks that aren’t working can ultimately save to time and money.