What Happened During The Shadow - 1581 Words

LEADER SHADOWING HTM480 Yi Liu 2015/02/10 What Happened during the Shadow (who, what, where, when, etc.) While working in Yes!Pingo which is a Chinese restaurant in San Diego, the manager Nemo gave an opportunity to shadow him for a whole day shift with aim of evaluating and observing leadership quite closely. This was a unique chance to experience leadership at firsthand, which to date I remember besides having learnt much. The manager being a high performing staff in the restaurant asked me to pair him as part of a program whereby I was to trail him throughout the day. Hence, presenting me with an opportunity to get an up-close look for the day in the life and operations of the leader. The shadowing experience gave me†¦show more content†¦Linking each Step in the Cycle with Examples 1.Vision and Expectation The Vision and expectation of the manager concerning the restaurant were so positive and encouraging. He had a vision that concerned the future direction of the restaurant, its market, and products. He had expectations of the restaurant prospering through his well-prioritized strategies besides hoping in few years’ time it would have managed to have an aggressive edge in the market. This was evident when the manager was pushing the workers and encouraging them to have passion in what they do for this was their key to success. He also encouraged them to put the happiness of their customers, as each staff’s core priority for this was the only way to enable the restaurant prospers not only in the region but also in other areas. 2.Reinforcement of Service Standards The manager continuously reinforced service standards to keep the performance of his workers at peak levels. To enable a heighted performance from the restaurant staff, he engages them into constant training; practice as well as refresher exposures in order to enable them perform up to the restaurant’s standards. Before passing a training program workers undergo an orientation meant to instill a foundation for the overall training program. To determine the necessary training, they first ascertain gaps amid present skill and knowledge levels from the already devised ranks. From here,