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Is there a right way to lead? Part II

October 18, 2011 by Don Fox — CEO, Firehouse of America

Over the course of my 37 year career in the restaurant industry, I have had the privilege of serving in leadership positions at all organizational levels, from restaurant assistant manager to Chief Executive Officer. This is Part II on a multi-part blog that will delve into my personal thoughts on Leadership, and how it can help shape our industry.Click here for Part 1.

It cannot be said with certainty if there is such a thing as a natural-born leader. It is hard for me to imagine that leadership traits are so genetic in nature that they are a stronger factor than the effects of environment, experience and training. When it is all said and done, I am in the camp that leaders are made, not born.

Case in point: I have been leading people in a business environment for 35 years. But as a youth and student, before I was ever called upon to provide leadership, I wouldn't claim to have had the type of personality you might commonly associate with a strong leader. In my youth, I never pursued leadership opportunities. When they occurred, they were offered to me. As modest an achievement as it may seem, I will never forget being appointed the captain of the safety patrol in fifth grade. To this day, I'm not exactly sure why I was awarded that responsibility, but I suspect it was because of the respect I showed my teachers and fellow students, and the discipline I showed in my school work. These were traits that I learned from my parents. Through high school and into college, my passion was music, and I aspired to be a professional trumpet player. Music was a solitary endeavor in many respects; one that did not allow many opportunities to lead others. But as I pursued my career in music, I had to pay the bills, and my first job was in the restaurant business.

That first job, at the age of 16, was as a dish washer at a family-owned Italian restaurant in Lakewood, N.J. It was there that, thanks to the excellent role model provided by my first boss, I developed high standards for quality, service and cleanliness. I also learned that the restaurant business could be fun. At 17, l joined the food service department at a Six Flags Amusement Park (Great Adventure) in New Jersey. Just a few weeks after joining Six Flags, I was promoted to an assistant manager role. Overnight, I had responsibility for some three dozen employees on a given shift. I didn't have any formal training, but I had two years of watching and learning from others. And I put that to work. Most important of all: I may not have had much leadership experience. But I knew well enough that before you can lead others, you must lead yourself.

When I reflect back upon my first position in management, I realize just how little I knew. The fact of the matter was, when I became an assistant manager at Six Flags, I was just that: a manager. I don't believe I ever heard the word "leader" uttered once during what turned out to be four years working with Six Flags. I wasn't coached on leadership tactics; I had to find my own way and define my own style. In many respects, I learned by trial and error.

I think that this is the way it is for most people in our industry. Some of the greatest leaders in our business have risen through the ranks, learning as they go, fine tuning and honing their craft. Far from "natural born," many leaders in our industry emerge from the heat of battle in the kitchen. They are a product of years of hands-on experience, trial and error and mentoring from those they have followed during their career. And perhaps most notable of all, they emerge from the ranks of "managers" and achieve the capacity to truly lead.

As a leader, it is important for you to remember that you are in the business of creating the leaders of tomorrow. If you operate in an atmosphere of continuous improvement, then you must be hard at work every day developing your talent. You can't sit back and wait for the "natural-born leader" to land on your doorstep. If you do, too many people with great potential will go unrecognized and under-developed, and your operation will not reach its potential as you sit idly by waiting for the right person. In the end, your loss will most likely be your competitor's gain.

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