I always say, mood is contagious. You must not take yourself seriously. Laugh at yourself a little bit. At the same time, think about the big picture, understand how your role resulted in this situation and remind people how we got here. It’s so easy to beat yourself up when things aren’t going well. Remind yourself of the big picture, why I’m here, what’s the difference I’m trying to make.
And look for ways to refresh and inspire others. There’s times I have to remind everyone, we’re here selling soups and salads and sandwiches, and we’re making a difference in people’s lives. Go out and look at some of those customer stories about how we helped the mom or dad who had cancer or made this other person’s dream come true. Those stories melt your heart and remind you why you’re here. But always try and have as much fun as you can. Because mood is contagious.
Roberts: Speaking of showing up, could I get you to share the ‘toasted bagel’ story, which speaks to the commitment your leadership team has to continuous improvement? I also see it as the story of a CIO who is seen as a business leader first.
This was in around 2014 or so. Every morning, the CEO would use our new mobile app to order breakfast and get it on the way to drop his son off at school. He’d stop at the light and send his son in to pick up the order. If his son could come back with the order before the light turned green, I had a good day. If he had to pull into the parking lot, I had long morning.
The CEO always ordered the same thing: a Green Passion smoothie and a toasted plain white bagel. It’s an order that we can’t leave on the shelf for too long, so there was no way for me to beg the GM to make my life easier. I would go about a week without hearing from the CEO and think, we’ve finally got this experience down. It’s 25 seconds from the time you get out of the car to get your food and get back in the car. I would time myself over and over. But it had to be that way every time. The CEO would change cafes and sure enough, I’d hear something again. Eventually, I went about three weeks without hearing from him and I thought, maybe this is it.
Then I started to get these text messages: ‘This is the toasted bagel I got this morning at this location. Then I went to a different location, and this is the toasted bagel there, and I went to a third location, and this is the toasted bagel there.’ In the pictures, one bagel was dark, one was light, and one was barely toasted. One had toast marks on it, one didn’t. The inconsistency was terrible.
That’s when I knew I’d arrived as a business leader, because I’d owned this experience so much that now he wanted me to fix our toasting. I laughed, because I thought, I can go out and buy $100,000 AI-enabled toasters with cameras in them, but that’s not what the CEO is going to want. I went to Boston for my standing Friday meeting with him, and he had a poster with bagels from about 30 cafes, organized from light to dark. What are we going to do?
I went back to the Operations Services team, who are much smarter than I am, and asked for help. They suggested looking at the factory settings on these toasters. Let’s get a color guide out to the cafes. If a toasted bagel matches this color, turn it down a notch, if it matches that color, let’s turn it up two notches, etc. We needed to go out and adjust the toasters and get back to the basics on the equipment. That’s when I knew the technology was no longer our challenge — and that our little Rapid Pick-Up® channel had arrived.
For more from Meister’s leadership playbook, tune into the Tech Whisperers podcast.
