Download Dare to Serve: How to Drive Superior Results by Serving by Cheryl Bachelder PDF

By Cheryl Bachelder

Cheryl Bachelder joined an ill eating place chain and grew to become it into the darling of the industry—by bold to serve the folks in her association good.

When Bachelder was once named CEO of Popeyes within the fall of 2007, visitor visits have been declining for years, eating place revenues and revenue developments have been adverse, and the corporate inventory fee had dropped from $34 in 2002 to $13. the logo used to be stagnant, and relatives among the corporate and its franchise proprietors have been strained.

By 2014, standard eating place revenues have been up 25 percentage, and earnings have been up forty percentage. Popeyes' industry percentage had grown from 14 percentage to 21 percentage, and the inventory expense was once over $40. The franchisees have been so proud of the turnaround that they started reinvesting within the model, speedily home improvement eating places, and construction new devices worldwide.

The distinction maker, Bachelder says, used to be a unsleeping selection to guide in a brand new means. She and her staff created a office the place humans have been taken care of with appreciate and dignity but challenged to accomplish on the maximum point. Silos and self have been put aside in prefer of collaboration and group play. And the implications have been measured with rigor and self-discipline. Servant management is typically derided as tender or useless, yet this publication exhibits that it is truly demanding and difficult minded—a bold direction. Bachelder takes you firsthand during the transformation of Popeyes and indicates how a pace-setter at any point can develop into a Dare-to-Serve chief.

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Extra resources for Dare to Serve: How to Drive Superior Results by Serving Others

Sample text

In franchising, we make money in two basic ways: we collect royalties on restaurant sales and we collect franchise fees when a new restaurant is built. Those monies fund the infrastructure of the company so we can ­carry out the service obligations of our franchise contract: brand marketing, new product innovation, operating systems, quality assurance, and more. We have long-term contracts with our franchise owners—typically twenty-year agreements with options to renew. Thus, we have long-term relationships with the owners who borrowed the money to build our restaurants and hire the people who serve our guests.

Two of them have the largest sales volume in our system. Mack hires people who take fabulous care of the guests. ” I love the warmth and positive energy that Mack’s teams bring to our guests. They set the standard for service excellence. John Broderson is a Popeyes franchisee who owns urban restaurants in Milwaukee, Chicago, Detroit, and Puerto Rico. His career began working in a troubled Popeyes restaurant in Chicago that his father had purchased. Over time, John developed a talented team of restaurant leaders who routinely win awards in our system.

27 Interestingly, I have heard many followers tell me that their leader was self-absorbed. It turns out that the people know your motive, whether you know it or not. They know if you are making a decision to make yourself look good. They know if you are angling to get promoted. They know if you are hoping for a raise to buy a new house. They know your motives by your actions, not your words. No one is unscathed by this truth. I am as guilty as anyone else. And you? WHAT’S IN IT FOR YOU? Even leaders who say they want to be Dare-to-Serve Leaders have this question in their own head—what’s in it for me?

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