New Research Examines the Most Critical Issues for Multi-Unit Manager Leadership

Batrus Hollweg International Study Provides Actionable Insights for Identifying & Developing Top Performers

DALLAS, TX (Sept. 1, 2004) – Lack of focused leadership development for multi-unit managers has been identified by the restaurant industry as a critical issue. A new study provides research-based insights to address this issue. The research study, "Tackling the Multi-Unit Manager Leadership Challenge: A Roadmap for Identifying & Developing Top Performers," was conducted by Batrus Hollweg International (BHI), the leading resource of assessment and development experts specializing in the restaurant industry.

"Through our work with leading restaurant companies for more than 35 years, Batrus Hollweg has built an extensive data base filled with real-world knowledge about what drives successful performance," said Linda Pharr, president and chief operating officer. "We tapped this database to provide the industry with proven, science-based solutions for identifying and developing top performing multi-unit managers. Making the leap from general manager to multi-unit manager is more precarious than it looks on the surface. And for our industry to keep growing, we need large talent pool of strong multi-unit managers."

Scope of the Study

The research is a blend of the in-depth data base of knowledge Batrus Hollweg has gained from conducting more than 10,000 assessments of multi-unit managers over the past ten years along with experience working with clients on competency models, conducting focus groups and extensively studying the role of multi-unit managers.

The study explores three key areas:

What makes top performing multi-unit managers successful?
What are the differences between successful multi-unit managers and general managers?
What should the industry focus on to develop more top-performing multi-unit managers and prepare them for continued leadership success?

Profile of a Successful Multi-Unit Manager

Batrus Hollweg examined three distinctive bodies of information that are vital to obtaining a full picture of a successful multi-unit manager: job competencies (measurable behaviors and skill definitions), individual characteristics (cognitive abilities, personality traits, work habits, interpersonal and leadership style), and business performance results (financial results, guest satisfaction, turnover/retention).

"Too often we've seen the 'super GM' approach to filling multi-unit manager roles. And frequently the things that made the general manager successful are the very things that can be pitfalls for a multi-unit manager," said Linda Pharr. "What our study demonstrated is having the right combination and 'fit' of characteristics and competencies helps identify an individual's readiness for the demands of the multi-unit manager role and drives performance success.

Several years ago, Batrus Hollweg worked with a consortium of leading restaurant companies to develop a competency model specifically for multi-unit managers. This model has 10 competencies and 59 clearly defined supporting behaviors. With extensive assessment experience, BHI is able to consistently measure, through validated assessment tools, the right fit of characteristics for specific jobs. These characteristics are detailed in the study.

Alignment Leads to Performance Results

Identifying the right competencies and hiring multi-unit managers with the right characteristics to fit the job profile will lead to performance results. The study includes one case study where a company place multi-unit managers into three groups — Top 20%, Middle 60% and Bottom 20% — based on BHI assessment tool results and ratings of supervisors on job competency behaviors. Then performance results such as guest satisfaction, turnover/retention and unit profitability were reviewed for multi-unit mangers in each group. The Top 20% group performed 53% better than the Bottom 20% group and 22% better than the Middle 60% group.

Difference Between Successful Multi-Unit Mangers & General Managers

Some of the broad competency areas may sound familiar between multi-unit managers and general managers, but the specific job behaviors are different. As a result, successful multi-unit managers must demonstrate a different mix of individual characteristics in these key areas which are addressed in much greater detail in the research study:

Intellectual Reasoning & Decision Making Skills:
Higher levels of verbal reasoning, quantitative reasoning, long range thinking, common sense/practicality, and analytical thinking are needed for the multi-unit manager to have a more global view and the ability to think on his/her feet in many locations.
Interpersonal & Leadership Style:
Higher levels of positive people orientation, warm/supportiveness, tough mindedness and assertiveness/ability to take charge are need for the multi-unit manager to work through influence rather than direct control.
Work Style:
Higher levels of flexibility and results orientation are needed for effective virtual management of multiple locations.
Personal Adjustment:
Higher levels of emotional consistency are needed to be resilient, withstanding the highs and lows of managing from afar and through influence.

"One of the biggest pitfalls for multi-unit managers is getting too involved in the day-to-day operations of the restaurants because this hands-on, direct control management is a comfort zone from their days as general managers. Virtual management, global perspectives, and operating through influence may not feel comfortable at first because it feels like a loss of control," said Linda Pharr.

What Does This Mean To Operators and the Industry?

The findings of the study can be applied to three actionable areas: selection, training/development, and succession planning. At the core of each of these areas is the need for clearly defined competencies and individual characteristics customized to the company culture to drive performance results. Some of the actions recommended include:

Selection:	Understand the complex differences in competency behaviors and areas of emphasis for multi-unit managers outlined in the study. Look for candidates that have the characteristics linked to the competency behaviors for successful multi-unit managers. These can be objectively and scientifically measured with validated assessment tools such as Batrus Hollweg's PerformancePlus™. Realize that the world of the general manager is vastly different from the world of the multi-unit manager. Those things that help the general manager thrive in the restaurant environment could be the very things that threaten mere survival in the multi-unit manager environment.
Training/Development:	Prepare candidates by clarifying roles, competencies, behaviors, and expectations within the organization. Source current successful multi-unit managers to provide role models and information mentoring. Bring multi-unit mangers together frequently to discuss best practices; document this learning. Implement a developmental program specifically for multi-unit managers. Batrus Hollweg's PEAK Leadership Development System™ is developed especially for multi-unit managers and includes a 360° assessment survey based on competency model behaviors. Ensure that general managers transitioning to multi-unit manager roles have a resource – don't use the sink or swim approach.
Succession Planning:	Don't assume your super star general managers will be your best multi-unit manager choices. The characteristics that helped them soar to super star GM status may function more like quicksand in a multi-unit manager's role. Fill the pipeline with more precision by measuring the right fit of candidates to the competency behaviors needed for top performing multi-unit managers. This can be done with proven, science-based assessment tools.

For More About the Study

To find out more about the research study, "Tackling the Multi-Unit Manager Leadership Challenge: A Road Map for Identifying & Developing Top Performers," contact Linda Pharr at Batrus Hollweg, (469) 241-9701 or visit the website: www.batrushollweg.com.

About Batrus Hollweg International

Founded in 1969, Batrus Hollweg International is a leading resource of assessment and development experts who partner with organizations to achieve growth and increase profitability through customized, cost-effective systems to select and develop the best talent, tap organizational energy and focus teams on business results. Having assessed more than two million hourly restaurant employees and more than half a million restaurant managers and manager candidates, Batrus Hollweg has the largest data base of assessment profiles for the restaurant industry categorized by industry segment and by job. The firm has also conducted extensive research on restaurant jobs and the competencies necessary for success. Batrus Hollweg has conducted groundbreaking research for the restaurant industry, including "Employee Productivity Crimes: Realities, Risks & Profit Potential" (2003) as well as the "Industry of Choice Study" (1997) for the National Restaurant Association Educational Foundation.