Page 132 - Everything I Know About Business I Learned

Everything I Know About Business I Learned at McDonald’s

want to bring you in their office and give you coffee and the whole
thing. But I remember this from Dad [who was exemplifying walk-
ing through the plant] and the system, you work and you’re down
there, you’re one of them. Not the first time, it takes time, but all
of a sudden they say, ‘Hey.’ They will say hello to you.” As Frank
understands, you’re not just putting in face time; you’re con-
tributing to the cause and also bonding with the folks who are inte-
gral to the success of your business.
When visiting restaurants, I always maintained that even if
the manager wore the same uniform as the crew, it should be
obvious who was in charge by his or her actions on the floor.
Working the restaurant floor is not a spectator sport—it’s inter-
active. That readiness to pitch in at a moment’s notice also mir-
rored the adage that all new management candidates follow—to
lead by example. There is nothing more motivating to the staff
than to see their leaders with them in the thick of the battle. True
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leaders are visible, active, and with their staffs—up front and
personal. Those who study military history will remember that
General Patton endeared himself to his troops by leading his
tank brigade on foot. How inspiring was that!
In that same regard, Ed Rensi, as president of McDonald’s,
took leadership to heart. For many years, his business card read:

Chief Burger Griller, French Fryer, Shake Maker, Cheer Leader.

Ed’s was a clear message: he was not above any of those tasks,
as they were the key ingredients to serving our customers.

Never Looking the Other Way
Like so many other executives, Ed never hesitated to help out
when in a restaurant that was busy. You could not, in good faith,
look the other way from a serious service issue. That point was