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Measuring success – Fred Sirieix's Art of Service part 6

12 August 2011
Measuring success – Fred Sirieix's Art of Service part 6

In the final part of our series, Fred Sirieix explains how to set up a reliable system for measuring the success of your team and your business

In the last five parts of this series I have discussed how to create the right culture by having a clear vision and shared values and using my 10 Golden Rules of Service. I also looked at recruitment and selection of staff, induction and various training and motivation tools. Finally I talked about the all-important first impressions and how to impress guests, how to run reservation and reception, the bar and the restaurant. In this final part of the series I will concentrate on how to measure success.

In my early career as a young manager 17 years ago, there were very few, if any, measurements available. I was not taught what to look for or what was important for a business. The only notion I had about measuring success was that it was about quality and top line revenue. I am lucky, however, because I have always understood the link between quality and success. Many young people nowadays are the same as I was and (some) employers still fail to recognise the skills and knowledge gap. They do not actively teach the necessary skills that would develop and grow both their employees and the business. By skills and knowledge I mean both soft and hard skills as well as beliefs and attitude, but I will come back to that.

Below are a few important questions to ask when it comes to measuring success or identifying what success looks like:

â- Can you measure it? If so, how?
â- What should you measure?
â- Will the measure you use really help you to be successful?
â- Can you always measure success accurately?

In the past and certainly today still, businesses and managers mostly measure the very important financial side of the business. And so we all should for obvious reasons. However, it is not the only important benchmark for a business.

On the contrary, to be successful businesses need to measure their performance from many different angles and perspectives. Only this way can they get a true and accurate picture of their overall performance and ensure the long term survival and success of the business.

At Galvin at Windows I operate a unique management and measurement system, which helps us track our monthly performance and involve all managers. Every month we review it and work to improve the business's performance by following the structured format of our management and measurement system.

One thing to remember is: what you measure is what you get. Have you heard this or a similar sentence before? Sports champions not only practise daily, they measure their performance all the time so they know where they stand and how far they have to go. Businesses and people should do the same if they want to win.

Start from the ground up. Get a good team, train and inspire them, foster creativity, an entrepreneurial spirit and a clear sense of ownership. Produce and deliver quality and make guests happy. And be always open, honest and approachable with your team.

Although I like measurements because I think it helps me achieve more, I am also aware that measuring for the sake of it is not useful. And one should never measure anything that will not contribute to delivering the desired results.

In addition there are basics of human nature that businesses and employers must be aware of if they think of implementing a management and measurement system.

Most people do not like to be measured and fear measurements. They can find it very challenging, pointless and even overwhelming because it means they go from being a player to becoming a key player who has to be counted for. It is not easy to suddenly start thinking like a champion and be asked to make a difference. This is not the people's fault; most of us are educated to follow and not to lead. It is therefore a big step to take. It involves change and not everyone has the same capacity to accept and embrace it.

Businesses and managers need to consider their people and how best to approach them if they want to be successful at measuring success.

Then one has to decide what they will measure and how they will measure it. Consideration must be given to the reliability of the measure and how easy or hard it is to produce it. Here are a few examples of what can be measured:
â- Revenue
â- Profit
â- Staff costs
â- Customer satisfaction
â- Repeat business
â- Training
â- Induction
â- Staff menu knowledge
â- Health and safety
â- Creative menu ideas
â- Savings on energy

Finally, of course the system has to be implemented and followed up. It takes resilience, determination and courage to embed the changes and ensure people believe in it and see the benefits not only for the business but for themselves too.

The Art of Service board game
Fred Sirieix has created a board game to help restaurant and hotel owners, F&B directors and hospitality lecturers train high-quality service delivery. Called The Art of Service, the game challenges players to discuss concepts such as business vision, objectives and values.

Participants follow the guest experience, from booking a table to leaving a restaurant and explore and discuss best practice at all points of the journey. The game provides a creative and participative forum for learning the essence of good service.

The Academy of Food and Wine service
The Academy of Food and Wine Service can offer more guidance on how to inspire your team to offer high-class hospitality. The professional body for front-of-house service, it is dedicated to promoting food and beverage service as a viable career choice and offers advice and training to raise standards across the industry.

The restaurant - Fred Sirieix's Art of Service part 5 >>

How to run a bar - Fred Sirieix's Art of Service part 4 >>

First impressions - Fred Siriex's Art of Service part 3 >>

The right staff - Fred Sirieix's Art of Service part 2 >>

A clear vision - Fred Siriex's Art of Service part 1 >>

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