Page 220 - Everything I Know About Business I Learned
P. 220

Everything I Know About Business I Learned at McDonald’s



            succeed. Many of the items that today are ready-to-serve then
            required manual preparation by the crew. We were in a fishbowl,
            in the old red-and-white style buildings designed to let the pub-
            lic see just what went on behind the scenes in the kitchen. There
            were even benches on the outside so that customers could sit
            and watch the crew at work, and see how clean our operation
            was—an important mission at a time when some were skeptical
            about how good a 15-cent hamburger really was.
              Crew jobs at McDonald’s have long been dismissed as menial
            jobs, but in reality, these employees had the opportunity to grow
            into the system and move up. The system is designed to spot
            hardworking talent, from the moment of hire. Work hard, and
            someone will notice. Work hard, and there will be a potential
            opportunity. So I made the conscious effort to perform at my
            very best, even though I knew very little about making ham-
            burgers, let alone how to handle a busy lunch crowd.
     190
              “Hustle!” Ralph, my manager, shouted this command reg-
            ularly. He was a man of few words, but hustle was definitely
            one of them. Anytime Ralph shouted “Hustle!” we sprung into
            action, literally running from station to station, serving the cus-
            tomers. Each job depended on the other and collectively per-
            sonified teamwork. If one worker did not keep up, inevitably
            a backlog would result, causing lines to sometimes stretch out
            to the street—a definite taboo. As the newcomer to the team,
            I was fairly intimidated. What if I could not keep up? I had
            images of that I Love Lucy episode, where Lucy works at a
            candy factory but falls behind in production. How embarrass-
            ing it would be to let the team down, especially in front of all
            the customers!
              I listened carefully to my assigned trainer, the “star” bun man
            in the store, awed by his peers for his ability to keep up with
            demand, no matter how big the lunch rush. I strove to place the
            buns gently on the grill—no thumbprints on the crowns! —and
   215   216   217   218   219   220   221   222   223   224   225