4.X — Performance: Reflection Questions #
When was the last time you fixed a recurring problem at the root cause instead of applying another band-aid? What made the difference?
Look at your comp reports from the last month. Are you comping the same types of issues repeatedly? What process breakdown does that reveal?
How many of the 14 Shift Notes are you consistently practicing? Which ones are you ignoring — and what has that cost you?
Are you solving problems in real time, or are you saving them for a weekly meeting? What would change if you committed to acting at the point of opportunity?
When was the last time you stepped into a position on the floor — was it a genuine emergency, or a pattern? How often does your team see you working in the business versus working on it?
Can you answer each of the seven leadership questions with specifics about your current team members — not generalities, but real names and real details? Where are the gaps in your knowledge?
Do you suffer from Delusional Process Management Syndrome? Think about the last three problems you tried to solve. Did you reach for a new process, or did you address the people at the root of the issue?
If you stepped completely off the floor for an entire shift, what would happen? Does that answer tell you something about the systems and people you’ve built — or haven’t?
Where in your operation are you playing defense right now — cutting, shrinking, or freezing — instead of pushing into growth? What would it look like to go on offense in that area this week?
If your business can only grow to the level of talent you possess, honestly assess your team: who is elevating your ceiling, and where are the gaps that are holding you back?
What decisions have you been postponing “until the time is right”? What is that delay actually costing you in lost opportunity, lost talent, or lost momentum?
Are you still operating with any 1980s-era assumptions — about scheduling, about labor, about how your Guests experience your business? Identify one and commit to replacing it with a modern approach.
