Breaking the Mold to Lead

An uncommon yet 99% effective method

Some time ago, I took on the challenge of leading a team of 75 people at a fast-food restaurant. While it might not sound like the most extreme experience, leading at that scale and pace truly reveals the complexities of management.

I’ll do my best to share this experience to provide context and reveal a valuable lesson I learned.

Those familiar with the industry know that fast-food chains, from the smallest to the most successful, operate with precision. There are masterminds and specialists in “micro-positions” dedicated to improving every aspect of the business by even a fraction of a percent.

It’s astonishing to see how many things we take for granted have been meticulously thought out, re-evaluated, studied,implemented, and sometimes failed, only to be improved upon. The ultimate goal of most companies is to maximize every second, or in this case, to ensure that every action counts.

We call this sense of urgency; It’s about being fast but accurate, a combination that’s not always easy to achieve and even harder to maintain.

To sustain such a high-volume operation, you need immense dedication, strategic thinking, and a significant time investment on both the operational and strategic levels. A pro tip: being in good physical condition makes life a lot easier.

I’m referring to both the hands-on work on the floor and the office work, where you analyze trends, consider other businesses, and strategize for the future. This includes anticipating potential problems and navigating challenges like economic downturns or staffing shortages, which are common in this demanding industry.

As I found myself spending countless hours on the production line without seeing much change, I came across a concept from a great book: “Blue work” and “Red work.”

Blue work refers to mental work, the behind-the-scenes planning. It’s where you strategize before you act.

Red work, on the other hand, is the hands-on work, where you put your plans into action.

You teach what you’ve learned, mentor others, provide on-the-spot coaching, and test your theories with your team in the field.

Remember;

| You can’t expect different results without taking different actions.

This applies to any business, even your own solo venture.

When you focus just on action, doing and doing, you’ll always get the same results.

You need to pause, observe, measure your mistakes, identify areas for improvement, and then do the blue work.

Once you’ve done that, you can take action and implement those changes to expect different outcomes. That’s your red work.

I hope this has been helpful.

I’m currently developing practical examples and templates that you can apply to your own business.

Thank you,

Daniel