Before the Shift:

All supplies are in place, all equipment works. This starting point is so basic it's routinely overlooked. Every successful shift starts by having the raw materials of performance in stock, in place and accessible.

Quality and safety check. Make certain that all products are prime and ready for sale, all merchandising tools are in place and that all barriers to a safe workplace are eliminated.

Aces in their places. Is the staff here, on time, andready to rock? What's your rookie-to-vet ratio this shift? How will that affect how and who you manage? Never underestimate the power of a strong schedule.

Energy and Focus.  The best managers bring energy and focus to every shift-they don't take it away. Energy, not time is the fundamental currency of high performance. Have clear goals for EVERY shift (not just the busy ones).

Team Meetings. Abraham Lincoln said if he had an hour to chop a tree he's spend the first thirty minutes sharpening his ax. Well you only need 3 minutes to prep a shift for profit via an interactive pre-shift meeting that gets everyone focused on the same goals and energy. Our best-selling (used in over 20,000 restaurant companies) DVD called Jumpstart: How to Plan and Execute Effective Pre-Shift Meetings can show you how to stage dynamic pre-shifts everytime.

During the Shift

Perform in the Storm. Grace under pressure is a key characteristic of great teams when the rush comes. Managers set the tone with their focus, behavior and direction. The customer service quotient is directly proportional to the amount of time your crew stays focused when it's busiest. A key management tactic to insure that all systems, crew and customers are operating in sync is the "Figure 8" walk-through. Picture your unit from above. An effective shift manager routinely moves in a continuous figure-8 pattern, visiting front door, entrance, dining area, drive-thru, kitchen, and back again offering help, direction and feedback. This gives you continuous access to your team and customers and allows you to provide guidance, energy or help without getting stuck.

1000 conversations with 20 people.A great way that managers can sustain the momentum of an effective pre-shift meeting is by constantly communicating with the crew throughout the shift. I call it "a thousand conversations with 20 people." During those brief directional conversations you provide praise, feedback and assistance. All work is teamwork.

Merchandise the Menu. To sell is to serve. Great managers set sales goals each shift with their crew and coach them to achieve those goals. In a foodservice operation here's "The Deal", pure and simple: the kitchen must make all that the servers can sell, and servers must sell all that the kitchen can make. Can I get an "Amen!"?

Lead your people, don't "manage" them. The most successful manager-leaders do three key things during a profitable shift: 1) they first talk all of their people into position (communicating expectations for customer traffic, anticipated problems, and specific goals), 2) then talk them through the position (make the necessary adjustments based on the flow) and finally 3) out of position ("Great job, today, and don't be afraid to ask for help next time; awesome effort.") In effect, these three steps set up the r the next shift as well.  By the way, this communication rule is just as critical for opening managers who are "passing the shift" on to the closing or mid-manager.

Run it like you own it. The best managers lead each shift with an owner's mindset. They treat labor costs, portioning and equipment as if it was their own money being spent. They put a premium on developing people every shift. "Management problems" always turn out to be people problems.

After The Shift

Keep energy high and re-recruit the crew. Most shifts end on a low note instead of a high one, but that's not how to leave your crew motivated about coming back. Review personal and team accomplishments--against the goals set during the pre-shift meeting--as each team member checks out. Let each person how they did, keep it positive and be specific. Praise the performance as well as the performer.

Insure a smooth transition. If you're handing off the shift to another manager, brief them on the key achievements or challenges you faced and how that may affect their shift. Always leave the store better than you found it.

Yep, shifts happen. Anybody can "run" one. But profitable shifts are planned, managed and led. Win the battle of the shift everyday, and your P&L will never be an unpleasant surprise. Pass this e-newseltter on to your colleagues by clicking on the link below on the left. And better still, save $30 on the $99 best-selling DVD this column is based on: The Shift: How to Plan It, Lead It, Make It Pay. Enter LUVYA2010 into the "Discount Code" box when you order. Happy Valentine's Day!

Jim Sullivan is a popular speaker at foodservice and retail industry conferences worldwide.

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