Mapping out success as a manager in the concessions industry is no easy feat. Supervisors need extensive knowledge, communication skills, determination, loyalty and compassion to continually steer their departments in the right direction.
Although there is no clearly blazed trail to follow, the successful professionals profiled here offer a variety of paths to follow that may help other managers reach their goals.
Jeanne Peltier of Ogden Entertainment manages 140 workers at events including concerts, conventions and sports competitions at Sullivan Arena in Anchorage, Ak. As food and beverage manager, she quickly learned that one of her most important duties is to listen to staff members.
"If someone takes the time to come to me with a problem, I will find the time to listen, no matter how busy I am," says Peltier. "Even if I can’t talk at that moment, I make sure we talk by the next day."
She counsels new managers to spend time learning everything they can about their new department and be ready to pitch in at any time.
"I’ll pull the trash or restock items if we’re crowded and everyone’s busy," she says. "It’s a team effort."
Don McLaughlin, concession manager for the Air Force Academy Athletic Association in Colorado, agrees that first-hand experience is crucial when supervising others.
"Managers establish respect when they can do anything they’re asking their staff to do, such as build a display, hook up a soda machine or set up a concession," says McLaughlin.
Navigating a Rocky Road
Listening to employees was also an important facet for Ron Payne when he was named food and beverage director at the Prairie Capital Convention Center in Springfield, Ill.
"When the previous manager left, all the staff members said they planned to walk out," admits Payne. "By listening to them and addressing their problems, I didn’t lose a single person."
Payne says he has struggled with implementing new equipment and procedures. Many of his employees have worked at the convention center for more than 10 years and are resistant to change.
"While my staff’s experience is incredibly valuable, it also means they’re not always open to new ideas," says Payne, who addresses this situation by showing exactly how and why the new way is better. "For example, when my staff realized that a new cheese dispenser, operated by pushing only one button, was easier to clean than the previous one, they fully supported the improvement."
Checking Possible Roadblocks
Managers also benefit by evaluating themselves when they are promoted to a new position. Many find that moving up the ranks means becoming a colleague’s boss.
"When I was promoted, the new responsibilities included managing former peers," says Tracy Propst, sales manager of Gehl’s Guernsey Farms, Germantown, Wis. "One of my first actions was to give everyone an opportunity to voice their concerns. Through these conversations, I improved communications and learned to customize my style based on different employees. Now I regularly ask what ‘zaps’ them and what ‘saps’ them. Their input helps me make better decisions."
Fueling Good Performance
A manager’s skill is measured every workday. One of the secrets to reaching your goal, according to Leigh Anne Preston, vice president of sales and marketing for Gettelfinger Popcorn Co., Palmyra, Ind., is to continually motivate employees to do their best.
Motivation strategies that help her company reach its objectives include:
To motivate employees who staff more than 174 movie screens in Arizona, Tim Spain, vice president of Harkins Theatres, Scottsdale, Az., says his chain is implementing a Star Card system. Managers will give a Star Card to employees who provide service above and beyond the call of duty. Each Star Card is valued at $1 and can be used to purchase signature Harkins merchandise including polo shirts, coffee mugs and caps.
"We work hard to maintain a professional environment at each of our complexes, but we want to keep it fun and flexible for employees, too," says Spain. "General managers often buy pizza on busy Saturday nights so employees can enjoy it during their breaks. We also offer competitive pay and try to accommodate employees’ scheduling needs."
Taking an Unexpected Detour
Although detours on a familiar road can be frustrating, drivers often find that the new path leads to unexpectedly beautiful scenery. A detour from a traditional management direction occurred at the Columbus Zoo in Powell, Ohio, and garnered unexpected benefits, according to Tim Savona, CCM, director of visitor services.
"We encountered a problem because many employees wanted to vary their work among different locations at the zoo," says Savona. "It was hard on managers because they had to constantly train new people who rotated from food service to the front gate to the gift shop. But we ended up with extremely capable, well-rounded employees who could fill in at a variety of areas when needed. And the managers are happy with the result."
Not only the managers were more satisfied with the new structure. Employee contentment and morale went up as well, as they were given the responsibility to choose their own path.
"After they are here a year, staff members can request to be promoted into a core position. We find that about half of the employees want to continue rotations and half choose a specific department."
This diversity training had other benefits for the zoo. "Staff satisfaction surveys, which indicate if they would recommend this job to another person, rose dramatically after the rotation program was implemented," adds Savona. "Satisfaction rose from mid 60 percent a few years ago to 92 percent satisfaction in 1998. When people feel they don’t have a say, it feels like a job; when they do have a say, it feels like a team."
Savona, who has been in management for 18 years, offers a final piece of advice that guides him every day. "Managers are responsible to their staffs; staffs are not responsible to the manager."