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There are several job paths to a manager’s job. Most industries require a university education, internship, and experience. Other industries, like hospitality, focus more on results and ‘how’ you can do a job. The fact is, there are many vacancies in the management industry that need qualified management candidates, but cannot find those people. Gecko Hospitality, one of the 2018 Forbes top recruitment agencies, claims they are constantly swamped with unqualified candidates. The problem may not be that there are not enough candidates in the hospitality industry. The problem is that today’s managers are still following trends they were taught in university. Or, they are doing what their mentor taught them. If you are a manager, or you feel that you are a qualified candidate, then here are a few ‘career killers’ that can stall your career as a manager, or prevent you from landing your first restaurant management jobs - https://geckohospitality.ca/restaurant-management-job-usa/ job. Don’t Care About Your Team More than half of the people who quit their job leave because of their relationship with their boss. Too many times managers lose their jobs or promotions because of employee turnover. Do not fool yourself, executives are watching. Employee turnover is one of the biggest profit drains on a company. If a manager is not constantly learning how to motivate and keep employees, then they will start to see a drain. This is one of those intangible management skills that can make, or break, a career. Good enough is not good enough. People know when they are being patronized. They know when the manager doesn’t really care, and it shows in the turnover rates. It is difficult to work for someone who isn’t personally involved and do not care about anything but productivity. One of the biggest problems is when a manager ignores people’s personal life. A tragedy strikes and instead of mentoring/coaching the employee, the manager starts threatening and pushing for improved productivity. This not only has a drastic impact on the affected employee, but it also destroys the team’s synergy. Focus on Tasks not Managing When you come to work are you managing the business, or getting tasks done. Don’t become so invested into your todo list that you forget about managing. If this is you then start reorganizing. Delegate a few tasks, and start taking time to manage your team, before employee turn over costs you your job. Make Commitments and Keep Them Nothing motivates better than hope and expectations. Sometimes it is more self-satisfying trying to gain something, than actually having it. We’ve all had that one vacation we spent months planning. Everything was perfect, but we realized later that we had more fun planning than the actual vacation. This is a valuable manager. Give people access to the bigger picture. Give them something to plan. Give them something to work for. But, don’t just do this. Document it, because it is this challenge and success that will help you land your next job. Don’t Engage People Intellectually and Creatively A great manager challenges their employees to accomplish the impossible, and then setting them up for success. This falls into the ‘be people focused not task focused’ management method. This gives you the ability to engage and motivate, but you can also shape people into people who can make your job easier. You can literally build your own team. Journalize these tasks and methods. They will become your career capital. You can learn what works, and what doesn’t. Failure to Plan is a Plan to Fail A manger who doesn’t learn to document their successes and failures will repeat the same mistakes over and over. They also will have a hard time selling their skills in their job interview. Which of the following statements do you think a job interview host will ‘wake up and pay attention too?’ Candidate One, ‘I am a team player. I took coaching courses, and have a mentor. I look for ways to motivate my team and we routinely finish projects on time.’ Candidate Two, ‘I have developed an ‘employee mentorship’ program designed to cultivate individual skills and learn how I can put them to best use. It took me about 8 years to develop, but now I have reduced training time 20%, and employee turn over by 70%. It now takes less than one year to turn a raw recruit into someone I can trust to do the job.’ When you are in a job interview don’t ‘tell’ the interviewer what your skills are. Show them your skills.