Page 126 - Everything I Know About Business I Learned

Everything I Know About Business I Learned at McDonald’s

alongside a store’s employees, I was teaching them by example,
demonstrating the company’s standards and the benefits of
doing things in a set way, and modeling problem solving. By
working with store crews, I was showing them that my stan-
dards were McDonald’s standards. I was raising the bar, and
good workers rose to the challenge, meeting higher standards
and claiming ownership in them.”

Lesson Learned

Because all eyes are on you as a leader, you set the example and
will be watched by all levels within your organization. So bearing
in mind how impactful your activities can be to your audience,
look for ways to continuously teach. It’s a great time to coach
and model the behaviors you value and want to see replicated.
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As Tony Liedtke, a New York operator with seven stores,
explained it: “I preach that service is omnipotent. [If] I walk in
and I see someone not being served, I’ll serve them. I don’t say,
‘Hey, we need someone over here.’ I’ll say that after I take the
guy’s order. So, when I tell them that I can’t stand service issues,
they’ve all seen me handle them.” And by observing Tony, they
learn how to navigate situations as they arise.

Constant Mentoring
For the most part, role models were everywhere. Many of our
managers and supervisors served as models of excellence, and
all we had to do was follow their lead. I found this to be true,
too, as I worked my way up the ladder into corporate, where
top leadership made it very clear what it took to get results.