The difference in output between the fastest waitress and the slowest is 100% the difference in quality 25%. Together it is is a difference 125%. Is this acceptable? For me yes. It was much worse when I started the company two years ago. I had some waitresses who were adverse of customers and I had to ask them kindly to reconsider they really wanted to work at my place.
In the corporation where I had an assignment, there was a machine measured difference of 500% between the slowest and fastest performer. The fastest performer was also delivering the highest standards of quality. His manager advised the highest performer to take more breaks and I am doing the same to keep high performers in shape and in some way balance the workforce. To tell somebody to go for a break is must more pleasant then to get (s)low performers to talk less and do more. This is often experienced as pushy and creates an awkward bond between the leader and the performer.
Let me share with you what I noticed from my best performers. They attuned mentally to what I wanted them to do and love working. (Work is love made visible A fantastic bookby Frances Hesselbein, Marshall Goldsmith and Sarah McArthur.) They are eager and quick learners. Asking if not knowing or doubting how to do a certain task. Giving valuable improvement suggestions. Giving me as an owner the feeling they care for the company and it’s development. Of course the question arises, can this skill of intuitive intelligence be transferred to others who are waiting to be addresses by commands what to do, get on speed and improve their quality of performance.
In my case my best performer was the youngest and for that reason not accepted as a leader. So I advised “keep on doing what you are doing” and gave her a little raise. I told her you can lead by example and after some time others started to follow her anyway as the development of the cafe/restaurant was demanding full attention and engagement. Passion for work can after all infect your colleagues positively. A cook and serving crew is like orchestra and harmony is the product. Giving beautiful and tasty plates to happy customers is a great joy. The gap in performance is diminishing now and all are finding more their right place.
Leadership is not bound by age and belongs to them who lead by example. Intuitive intelligence is a great help on the workplace and not not much words or talking is needed then. It’s attuning mentally, like water streaming to the ocean. It’s a flow and rather needs not much words but appreciation, nourishing and confirmation from the leader, being careful not to isolate such high performer by too much praise, but let it level and flow to others to learn. For me the great thing to see is that such skill is transferable.
If this article is useful for you, please use what fits you. Have a nice day, Franciscus van de Logt. Please write or call me for information or remarks .