Welcome!Welcome to our Stars n’ Bars team! Because of your qualifications and dedication to hospitality and service, you have been chosen by our team to join us in our journey of being the #1 sports bar in the UAE. We welcome you and hope you are able to learn as much from us as we will learn from you. We know our restaurant is only as good as our management team so we are pleased to have you.

If you have any questions along the way, please do not hesitate to ask. We practice an open door policy for questions and there is no question too small we will not be happy to answer. We want to give you all the tools and knowledge to be both affective and effective in your duties and consider it a failure on our part if you feel unsupported – so no hesitation!

What Does a Manager Do?Traditionally, the manager’s job description and responsibilities include:

Planning: designed the operation and function of the area over which you are assigned responsibility in a way which accomplishes the goals for which you are responsible

Organization and Implementation: organizing the production of the work and employees in a way that accomplishes the required outcomes to meet the goals

Direct: providing the staff with the guidance, direction, leadership and support necessary to ensure theya re able to accomplish their goals

Monitor: following up with staff to make sure the plan put into place is being carried out effectively

Evaluate: reviewing and assessing the success of the goal as a whole as well as assessing the staff and their performance

Other: performing other responsibilities as given by the GM/AGM

This is a very basic and broad overview of the job of a manager. There is so much more to be learned within the confines of all that a manager is and does, both on a personal level as well as a professional. Throughout your teaching and training, we hope you will learn and carry with you principles of managing which will benefit you both within the four walls of our establishment and outside

Your Orientation ScheduleBefore we dive too far into the concept of management, we have taken the time to lay out your orientation schedule so you will know what to expect over the course of your training. We intend for you to learn the role of every position in the restaurant, read every manual and take every test our staff is required to take. You must know and understand our flow and mantra in order to help us build our reputation. It will be a thorough training in hopes you will have the confidence to be a leader, teacher and manager to our staff when we finish.

Day Training TestDay 1 *Opening shift

*Receive POS number/uniform*Tour of restaurant*Tour of Yas Marina*Receive packet*Orientation Manual

*Orientation Manual test

Day 2 *Closing shift*Kitchen trail to learn food*Introduction to manager closing duties

Day 3 *Closing shift*Read Runner Manual*Food OBSERVATION shift at window*Assist with manager closing duties

Day 4 *Closing shift*Assigned to head runner*Food ONLY running shift*Assist runners with closing duties

Day 5 *Closing shift*Read Hostess Manual*Assigned to inside head hostess*Hostess trail to learn all policies and procedures*Assist hostess in closing duties

*Runner Manual and Policy test*Food Test #1

Day Training TestDay 6 *Closing shift

*Assigned to Shisha head hostess*Learn policies/procedures of shisha hostess*Assist shisha hostess in closing duties

*Hostess Quick Test

Day 7 *Closing shift*Read Bartender manual*Read spirit/beer manual and cocktail book*Introduction to main bar head bartender*Full trail with ½ shift spent at service bar to see prep of drinks*Assist bar in all closing duties

*Hostess Manual and Policy Test

Day 8 *Closing shift*Assigned to outside bar head bartender*Full trail to learn outside bar, drinks, steps of service*Assist outside bar with closing duties

*Food Test #2

Day 9 *Closing shift*Read server manual*Assigned to manager acting as server for full serving trail as explained by the manager*Learn POS, steps of service, service expectations, posting of orders, taking of payments, closing checks, cash-out

*Bar Manual and Policy Test

Day 10 *Closing shift*Assigned to Head server for full trail*Will be performing server functions under direction of head server*Assist in server closing duties

Day Training TestDay 11 *Closing shift

*Assigned to front door to do trail with security*Learn door policies and procedures for checking IDs*Assist security in closing duties

*Server Manual and Policy Test

Day 12 & 13 *Closing shifts*Assigned to floor manager*Full managing trails with emphasis on duties, communication with guests, handling of issues*Assist in closing procedures

*Beverage Test, Day 12

Day 14 & 15 *Opening shifts*Learn opening manager duties*Assist morning manager in daytime duties

Day 16 & 17 *Closing shifts*Full managing shifts under observations of managers/GM/AGM*Perform all manager closing duties solo under observation

*General Knowledge Test, Day 16*Manager Manual and Policy Test, Day 17

Day 18 *Closing shift*Interview with GM/AGM/Senior Manager to review trainings/testings to determine full time readiness for the floor*Full closing shift all Oks are given

*Retake any tests not passed with 100%

Characteristics of a Good ManagerThe characteristics of a good manager can be broken down into four categories: Personal characteristics, business characteristics, communication qualities and relationship qualities. Knowing and understand these characteristics will help you to see your strengths and weaknesses. In seeing these, you will understand areas where you are strong and can exude confidence to lead and you will see areas where you are weak and can develop a plan (we will help you as well!) to learn and become more confident. As a brand, we strive to breed well-rounded managers who are consistent, confident and affective leaders.

Personal Characteristics

Self-motivation: It cannot be possible to motivate your staff if you yourself are not motivated. This is the ability to “get yourself going” and take charge of what is next for you is such an important characteristic for a manager. You have to always think steps ahead of the staff, keep yourself going and, in turn, motivate those who work with you.Integrity: Integrity is the quality of being honest and having strong moral principles. It is one of the traits you can have which will beget trust in those who look up to. They know you will fight for them, do what you say you will do and follow the rules.Dependability: This falls into line with our mantra of consistency. This characteristic is a necessity for not only the staff who depend on you for leadership but also for your superiors who need to know you can be counted on.Optimism: Optimism is a morale-building trait – meaning the ability to look to the future with hope and accomplishable goals will inspire your staff to do the same and help them feel good about getting things done.Confidence: The ability to draw on past experiences to give you the confidence to make good, sound decisions is a must when speaking in terms of leadership. Staff naturally wants to have rules and follow laws and it is the confidence in yourself – in knowing your job – which will, in turn, give your staff the confidence to follow you.Calmness: Pressure happens in a restaurant. The ability to control yourself - to remain consistent in the face of chaos – will aid in lending you the reputation of dependability. When staff knows you will not overreact or “melt down”, they will come to depend on your strength and trust you in those harrowing times.Flexibility: Adapting to guest needs and situations that may arise is a must. Not everything in the restaurant is black and white and being able to be flexible when rigidity will not work is necessary.

Business Characteristics

While we are in hospitality and we do speak much about the personal side of guest service, we are a business and need to balance all of our characteristics in the realm of the business world. Here are some of these aspects of the business mentality we should strive to possess.

Industry Knowledge: Know both the big and small picture of your industry. We know what we are working towards in Stars n’ Bars but how much do you know about the restaurant industry as a whole? How much do you know about the restaurant industry in your neighborhood? Educate yourself and keep yourself in the loop regarding trends and things happening in the industry.Know When to Delegate: Being a micro-manager is a waste of time. You cannot do everything on your own and it is detrimental for you to think so. Having the capacity to look around and identify the strengths of those around you and given tasks will give you more time to concentrate on things only you can do while giving those you rely on a sense of responsibility.Organization: Keeping track of goals, trainings, evaluations and other tasks handed you is paramount to being effective. Learn time management. Be organized with your tasks, time and thoughts.Basic Money Management: Understand the back side of the restaurant – the difference between profit and loss. Ask what our operating costs are compared to what money we are making. Take a look around the area and mark financial trends of other establishments. Knowing this side will help you to set goals for your staff and a sense of accomplishment when these are met.Business Hierarchy: Understand your place within the restaurant so you may more capably concentrate on your duties and know to whom you are responsible to report. Legal Implications: While we do not require you to be a law expert, know the basic laws of the country as they pertain to our restaurant. In the UAE, there are many labor laws that can be tricky to navigate around. In addition, know and understand why we have certain policies and practices.

Communication Qualities

In any workplace, in any relationship for that matter, communication is absolutely essential. Communication is the translation of requirements, goals, decisions, policies, thoughts and ideas to another person or group of people. If you need your managers to understand you, clear communication is needed. If you need your staff to grasp what you are trying to relay to them, pointed communication is necessary. Below are some qualities to possess if you want to be a capable communicator.

Written Communication: The ability to write communication is a must. In our establishment, we use log books, checklists, emails as well as text messages to communicate. It is a technical world but you should still take the time to hone your written communication skills.Public Speaking: Annunciating your words clearly and concisely communicating your ideas or policies to the staff is fundamental. If you stand before the staff to brief them on today’s special and waste time with cloudy and unclear words, you will lose their attention. Come to the forum with prepared ideas and a prepared presentation.Constructive Feedback: Learn how to correct servers, runners and hostesses constructively so as not to tear down their morale and make them feel badly about themselves but to help them learn. This is incredibly important if you want your staff to improve.Active Listening: Active listening is the ability to really hear what is being said to you. You will need this skill with staff and guests alike. Active listening will gain you the understanding of the situation and desires to help you make the best decision.Specific: When giving instructions, be specific with what you want and expect. Make the lines black and white for both yourself and your staff so there is no question as to the expectation.

Relationship Qualities

Managing relationships within the workplace can be tricky. In many ways, we become a family. After all, one cannot spend 50 hours a week with the same people and not develop certain relationships. These relationships can be with staff under your supervision to the managers above you to the guests who come in day after day. Knowing how to develop these relationships in the right and proper way will go a long way in helping you to maintain your ability to be a great manager.

Customer Service: Developing good relationships with guests will help to breed repeat guests. Learn how to relate to customers and see things from their perspective. Many guests just want to come in, be in a warm and friendly place while they eat good food. Learn how to take a simple experience and make it better by reaching out and developing a relationship with our guests. In turn, you will be teaching your staff to do the same.

Mediator: Mediation happens more often than not within Stars n’ Bars. Guests are frustrated with security or servers. Servers can be frustrated with each other. The kitchen can get irritated with the runners. There can even be friction among managers. Learning how to navigate situations and arguments gracefully will go a long way in building your management characteristic repertoire.Team Player: We teach our staff to be a team but it is not possible if you have not learned to be part of a team. Looking after the business together, making decisions together, implementing policies and procedures together will help our staff to understand how to work together.Respect: You need to be respectful of your staff if you are to have respect as a manager in return. You need to be respectful of your fellow managers and bosses if you are to have respect as a manager in return. Respect of persons and positions is needful.Value Others: This goes hand-in-hand with respect. A good manager will help their staff feel valued – feel important and relevant. Learn to not only recognize contribution from your staff but also learn to value the other managers both at your level and above you. At the end, everyone wants to do a good job and training yourself to give commendable feedback will go a long way in helping this to happen.

Management StylesThere are many different articles on management styles and one could spend days trying to narrow down their own specific management style. By way of helping you to understand what you bring to the table and the type of manager you are, we have put together a small table of types with descriptions.

We do not expect all of our managers to be exactly the same. If we all possessed an aggressive management style, our staff would be constantly disheartened and pressured. If we were all laid-back, our restaurant would suffer from lack of speedy service and attentive staff. Having a rounded diversity of management is paramount to running an effective business.

Take a look at the table below and identify your main management style. Keep in mind you may be a cross between two or even three management styles.

Type of Style Objective TraitsDirective Style Immediate obedience from employees *Closely controls employees

*Motivates by threats and discipline*”Do it the way I tell you” mentality

Authoritative Style To provide long-term direction and vision for employees

* “Firm but fair” manager*Gives employees clear direction*Motivates by persuasion and feedback on task performance

Affiliative Style Create harmony among all staff – both management and the staff themselves

*”People first, task second” approach*Avoids conflict*Motivates by trying to keep people happy

Participative Style Builds commitment and consensus among staff

*”Everyone has input* approach*Likes employee input in decision-making*Motivates by rewarding team effort

Pacesetting Style Accomplish tasks to a high standard of excellence

*”Do it myself” approach*Leads by example – performs tasks personally and expects employees to follow*Motivates by setting high standards

Coaching Style Long-term professional development of employees

*”Development” approach*Helps/encourages staff to develop strengths and improve performance*Motivates by providing chances for professional development

Which of these styles is most ideal? Which one is the best? There is no best and there is no most ideal. Each style is effective depending on the circumstances and you should learn to adapt the positives of each style into one well-rounded, consistent style.

Below is an illustrative pie chart to simply put into your mind how you should adopt the best of each of these styles.

Management Styles

Directive Authortative Affiliative Participative Pacesetting Coaching

Obviously, the directive approach is considered the “worst” approach as leading by fear and threatening does not inspire our staff to work well for us, however, there is a direct element of the style which is beneficial when coupled with all other styles, which is why it is added into the chart but only on a small scale compared to the other management styles.

For example: If an employee is habitually late and the behavior is starting to bleed into other employees who are now starting to think it is okay to be late as well, it would do well for the directive approach of managing to lead. Firmly telling an employee they have been given a final warning and will be suspended upon the next infraction is necessary to maintain the structure of the restaurant.

The Difference in Being a Manager and Being a Leader“Management is getting people to do what needs to be done. Leadership is getting people to want to do what needs to be done. Managers push. Leaders pull. Managers command. Leaders communicate.” – Warren Bennis

It is important to include this section in our manager’s manual. In addition to being a great and effective manager who gets things done, it must be acknowledged that leadership is most definitely a compliment to any management style.

Management is about setting systems and structure and controlling tasks – creating order in the workplace. Without this structure and control, the restaurant as a whole will fail. It will snowball into chaos with staff being inefficient and sales will fall. Potentially, it is a distinct possibility the restaurant will close and no longer exist; this is the power of bad management. Therefore, competent management is paramount to its success.

However, in order for our restaurant to truly succeed – in order for us to come to the forefront of the sports bar industry – we must integrate our management with leadership.

In the Orientation manual, we introduce you to our concept of hospitality. At the core of our concept, we find the heart – coming to work everyday and giving our all to our guests in the form of service, ambience, smiles, warmth coming from a genuine desire to see every person come in and truly enjoy themselves and leave blown away. In this same way, we can look at leadership.

Most anyone can manage and be taught to manage. Although it does take a certain amount of natural ability and common sense, paying someone to open and close the doors is easy. Leadership skills are a little more difficult to hone as they directly involve a genuine care for the staff and reasons motivating them to work. Leadership is about influencing and motivating staff to want to work, to want to achieve goals personally and professionally.

First, let us look at some of the basic differences between the two:

Managers LeadersAdminister InnovatesAre a copy Are the originalsMaintain the system Develop the systemFocuses on systems and structure Focuses on peopleRelies on control Inspires trustShort-range view Long-range perspectiveAsks how and when Asks what and whyEye is on the bottom line Eye is on the horizonImitate OriginateAccepts the status quo Challenges the status quoClassic good soldier His or her own personDoes things right Does the right thing

It is not hard to see why the two compliment one another and why being a balanced, consistent mix of both would be most ideal. If you are able to keep your eye on the bottom line while looking at the horizon, if you do things right and yet do the right thing, if you are able to aptly control while inspiring trust, you are on the right road to becoming an outstanding manager/leader.

Stars n’ Bars Manager MantraAt this juncture, it is time to take the basics character traits we possess, as well as our understanding of management/leadership and translate them into the terms of Stars n’ Bars and how you can practically use these traits to help us build a brand.

There are five words we use to describe our framework:

Discipline

The word “discipline” is defined as “training to act in accordance with rules; drill”. The theory behind disciplining at Stars n’ Bars does not come from a desire to emphasize a dictatorship but rather to aid in keeping structure.

First, let us lay out the discipline policy as is laid out in the Company Handbook and every manual we hand to our staff:

Our system is very simple.

1st infraction = Verbal Warning2nd infraction = Written Warning3rd infraction = Written Warning + Suspension4th infraction = Written Warning + Review of behaviors and possible termination

Discipline Education Communication

Structure Teamwork

All warnings will be documented on our Discipline Form and will be signed by the MOD issuing the warning, the general manager and yourself. The form looks like this:

Disciplinary Action Taken

Plan for Improvement

[ ] Absenteeism (No Call / No Show)[ ] Violation of Safety Rules[ ] Creating a Disturbance

[ ] Insubordination[ ] Rudeness to Co-Workers / Guests[ ] Violation of Company Policies[ ] Substandard Work

[ ] Attendance (Late / Leave Early)

Description of Violation

Type of Warning[ ] Verbal Warning [ ] Written Warning [ ] Written Warning #2

Type of Offense

Employee Discipline Form

Employee InformationEmployee Name:Date:

Job Title: Manager:

Date:

Date:

Date:General Manager Signature:

Manager Signature:

Employee Signature:

By signing this warning, you confirm your understanding of this warning and consequencesassigned. You also confirm you and your manager have discussed the warning and a planfor improvement. Signing this warning does not necessarily mean you agree with thiswarning.

Acknowledgement of Receipt of Warning

Employee Discipline Form Continued

Employee Comments

The forms have the name of the employee, the date, the type of infraction, the action taken, a space to record the particulars of the incident, a place for an employee to write an explanation should they choose, and a signature/date line for the employee, MOD and general manager.

Here are some particulars in regards to writing a warning for an employee:

o The forms are kept in the main office. You will be shown exactly where they are during the course of your training.

o Please fill out the forms neatly with all pertinent information.o There should be two managers present when issuing and explaining the warning so as to avoid a

potential he said/she said situation.

o Once the employee acknowledges the write-up and signs it, please take it directly to the general manager to explain. He is also required to sign it. If he is not on the premise, please put it into his communication box in the office to be signed when he returns.

o After gaining the signature of the GM, please hand the form directly to the onsite HR representative. He will then file it into the employee’s folder for safe-keeping.

o NEVER leave a filled out discipline form on the floor or within eye/hand reach of the staff.o BE DISCRETE about the offense. It is extremely unprofessional to chat to other floor staff about

the write-up. It would be embarrassing for the employee and damage the level of respect you have among the staff.

o Record the write-up in the Manager Communication Log so there is continuity of discipline should the situation arise again.

How to Handle a Write-Up: Manager vs. Manager/Leader

Because we have high expectations for our staff it is needful to have a recourse for times when they go off-kilter or decide to do things their own way. Instituting the discipline policy is never a thing any manager really wants to do but it must be done.

Having said this, let us also say we are responsible to do everything in our power to try not to let it get to the point of having to use the system. This does not mean we let our staff run wild five or six times before we issue them a written warning but it does mean we will sit and have meaningful conversation with them at least the first time it occurs and explain to them what can happen in the future so as to keep it from occurring again.

Let us write a common scenario we can use and look at how we can handle the situation from the manager versus the manager/leadership point of view.

John is late for the morning shift. The arrival time is 9:30am. The MOD calls John to find out where he is. He groggily answers the phone. When asked his whereabouts, he immediately

panics. John thought he was supposed to work the PM shift. He says he will get up and come as quickly as possible. This is his first time being late for work.

There are two courses of action we could take:

1. The manager reaction: Write him up. There is no excuse for being late. The schedule was posted over a week ago. He needs to be responsible for his job and we have a business to run.

2. The manager/leader reaction : Meet with John when he comes in. You sympathize and agree sometimes these things happen. You offer a suggestion he take a picture of the schedule on his phone and get in the habit of double-checking it every night before he gets into bed just to refresh his memory of his shift. You let him know this is a verbal warning since it is his first offense and indicate the next time will be a written warning. With the second written warning will come an unpaid suspension and we do not think it will be necessary since he is a responsible adult.

How will John react to our responses?

1. Manager reaction: John will know he is in the wrong but it is his first offense, after all. He is always here on time so it was a little harsh to just be written up but whatever…! He won’t be late again because he doesn’t want to get written up again.

2. Manager/leader reaction: John feels badly. He appreciates the advice and understanding. He goes to the board and takes a picture of the schedule and makes a mental note to start checking it each night. He won’t be late again because he appreciates his work and doesn’t want to disappoint.

Both actions produced the same result. John is determined not to be late again but for two different reasons. The manager/leadership inspired John to want to be on time because he has respect for his job and those he answers to. Therein lies the difference.

Our discipline system should be used in this manner for the most part. There are exceptions and extreme cases when the hammer of judgment should come down with no questions asked because the behavior was so blatant that there can be no understanding.

However, over the course of regular restaurant service, the discipline system should be adhered to and held on a consistent basis using the combination of management/leadership ability to make the appropriate judgments. Consistency of discipline is incredibly important in keeping our staff in line and happy.

EducationThe educating of our staff encompasses more than the spewing of information from our mouths to their ears. It is a proactive effort of evaluations and observations coupled with planning and execution. Knowing our staff – knowing their strengths and weaknesses both individually and collectively – is part of education. Understanding what areas of service need tweaking, what attitudes need addressed, the temperature of the morale, etc. are the underlying foundations of establishing the kind of education our staff is in need of.

Three basic segments addressed by education are knowledge, attitude and skill. By measuring the knowledge of our staff (their knowledge of steps of service, policies, menus, etc.) with ongoing quizzes and tests, we will know their areas of weakness and can develop plans and procedures to give support and boost their knowledge. Attitude and skill assessments are done by observation. Being on the floor, watching our staff and having open communication with them are ways in which we can determine in what areas they yet need education.

How Do We Educate?

There are many ways to educate your staff. We can give them reading materials. We can stand in front of them and talk. We can show them by our hand how to work. We can give them tests and quizzes and make them write out answers. But which practice works? Which is the most effective?

Knowledge

Attitude

Skills

Take a look at the chart below:

10% of what they READ

20% of what they HEAR

30% of what they SEE

50% of what they HEAR AND SEE

70% of what they DO or WRITE summaries

90% of what they READ, SAY as they DO a thing andREVIEW it as a practice

Tell

Show

Do

Review

According to studies, people retain the most information with an education which consists of all these things put together. Reading, hearing, seeing, writing and reviewing all work together to give the most rounded and memorable education. So our training and exercises must be thoroughly thought through and the necessary steps followed to ensure our staff remember and actively put into practice their education.

Now that we understand how our staff will properly learn and retain information, how do we as managers actually implement our education?

It is a simple four-step process:

•Prepare yourself•Prepare your materials•Prepare the training environment•Prepare the team members

Prepare

•Present the training content•Demonstrate the task or idea•Check for understanding

See & Say

•Allow the staff member to practice•Observe during the practice•Provide constructive and focused feedback•Help staff gain speed and develop accuracy

Be Right There

•Staff member works alone•Observation from a distance•Evaluation of staff's perfomance•Coach on any performance gaps

Run With It

We, as managers, need to take the time to prepare our teachings and ideas before presenting them to the staff. While presenting, we need to demonstrate our ideas in a practical form so as to make it stick in the mind of our staff. Asking questions during the presentation and engaging the staff in conversation will help tremendously in gauging their retention. Follow this step with practical knowledge on the floor. Be there with them while they take the first steps. Help them hone the new idea or skill.

However, education does not stop there. After the staff member is up and running and seems to fall into line in practice and education, it is not the end. As in the first graph, reviewing is necessary. Go back in intervals and cover the skill again. Make evaluations, issue quizzes and spark conversations to make sure the materials are fresh and being actively practiced.

A Practical Example

Management realizes the staff is need of a workshop on upselling. Recent sales trends have shown a decline in the addition of chicken, shrimp and salmon to salads and it is decided to educate the staff on upselling techniques to boost check averages and move these items faster.

The first thing which must happen is the organization of the timeline for teaching. How long will it take to put the training materials together? Does the staff need to be organized at an off-time or can this be done during the course of the briefing? Next comes the preparation of the materials themselves. It will either be the effort of one of the assigned managers or the team as a whole.

The day arrives and the staff is gathered. The concept of upselling is opened and taught. The who, what, why, when and where are all mentioned. There is a chart created which shows how the sale of chicken on a salad once a day can impact revenue in a year. The staff hears and sees all you say and show. The staff is engaged in conversation and asked questions like “what are some other items which can be upsold?”, “what are some of the easiest things to upsell? Some of the hardest?”, etc. They actively participate in the conversation displays they are understanding and beginning to retain.

Over the next few days, management spends time on the floor popping in on servers. Shadowing them at tables and listening to their conversations. Checking in on them as they are ringing in tickets and, when seeing items that could have been upsold, asking if they offered the additional items. If observing a server who seems to be weak in this area, sit down with them and try to figure out where the hesitation stems. Is the server shy? Are they forgetful? Work with them and give helpful feedback and suggestions.

After the staff seems to have grasped the concept and we notice the sale of upselling items climbs back up, we continue to observe from a distance. Still making mental notes of checks while servers are posting orders, we are assessing. After a span of three weeks, the training is not yet finished. Give a small quiz just to measure retention. Every so often thereafter, revisit the topic. Have a small competition to see who can make the most upsells in a night and give a small prize to the winner.

Teaching our staff should be rewarding, not only for the financial stability of the restaurant, but because we are providing our staff with useful tools with which to competently perform their job and, in turn, feel good about themselves and the work they do. We are empowering them.

Communication

As you probably already assumed COMMUNICATION IS KEY in management.

As managers we communicate with staff, fellow managers, superiors and guests. As stated above in the characteristics of a great, well-rounded manager, knowledge and skill of all communication methods from speaking to writing is a must.

We will now review different aspects of communication with each of the groups of people with which we come into contact.

Communication with Staff

About 90% of our communication with staff is verbal. We speak to them as a whole during the briefings. We speak to them individually each day. There are some basic rules of communication we would like you to keep in mind.

1. We have an open door policy BUT not too open. When our staff comes to us with questions and concerns regarding scheduling, service, and even relevant issues with other employees or managers, we should always have the time to sit and listen. Let the employee freely rant and recount the story or issue. However, be careful of having your door too open and finding yourself in gossipy conversations about other staff members. When fielding the complaint of a staff member against another, be diplomatic. Look for ways to offer advice on their behavior as well and reassure them you have duly noted their complaint or story and will follow up. Be careful not to take the story as stark truth and run accusingly to the other staff member. Think on it first and talk with other members of management for advice or perspective.

2. Be discretionary with information. If a team member asks you about something the management team has not yet released but is working on, be honest and say something to the effect of “yes, we are working on it but don’t have all the details yet. We’ll let you know as soon as we can”. If you know the things management are working on and chatting about, keep it to yourself until we have altogether decided to release the information. In the long run, this will keep the muddy waters of information clear and keep confusion at bay.

3. Be honest. Do not lie to the staff. Follow your responses with actions. If a team member lets you know we are running low on spoons and you respond you will see about it, follow your words with action. Be truthful. If they ask you about something you are not sure of, point them in the right direction to the right contact person. There is no harm in saying “I don’t know but I can tell you who does” or “I don’t know but I will find out for you”.

4. Speak respectfully. As managers, we are the example of all we teach. We teach our staff to speak respectfully to both our guests and their colleagues. We ask them to be patient and kind and strive to keep a consistent cheerful tone. You are the example of this. Even when you are in the worst of moods and a team member rubs you the wrong way, there is NEVER an excuse for speaking to a staff member with disrespect with either words or tone of voice. Name calling is NEVER tolerated.

5. Keep your conversation clean and professional. Never should you engage in conversation with staff members about delicate topics such as sex, sexual orientation, or personal relationships. You may have a certain relationship with an employee, however the inappropriate conversations you hold may affect and be misunderstood by a third party. This applies to humor as well. There is much truth in joking and joking inappropriately with staff members can be detrimental and hurtful. There is a line which should exist between the role of a manager and the role of an employee. Within the confines of the workplace, they must be clear or you may risk the respect of the staff you are working so hard to train.

6. Do not discipline a staff member on the floor or during service. If you find a team member has done something wrong or is failing in some way at his/her job, do not yell or raise your voice to them on the floor during service. First, there are guests around and it is extremely demeaning and demoralizing to be berated in public. Second, there is still a job to be done and the employee must finish their shift (unless the infraction justified a dismissal off the floor). To scold them mid-shift is to ensure guests will not get the best service. If you notice a team member failing during a shift, pay more attention to them and give them the support they need. Fix whatever issue they have in their duty if there was a specific issue. It is at the end of the shift behind closed doors that it is appropriate to sit with a staff member and discuss any incompetence displayed.

Communication with Fellow Managers The rules stated above for verbal communication with staff members can and should be applied to communication with fellow managers as well. Be respectful when speaking to colleagues, keep your communication clean and professional, stay away from gossip, etc. These are the basics. We will now look at other ways managers communicate to managers.

1. Daily Manager Logs: These logs are filled out each AM and each PM shift. They are easily accessible and located in the host stand. They are communication books which the managers should look at the first moment they walk into the restaurant since it will contain any pertinent

information from the managers on duty the shift before. They differ slightly; the AM shift will list the daily specials which is helpful for the PM managers to know.

Here is a sample of both log sheets:

Date MOD

86sFood:

Name: Reason:Name: Reason:Name: Reason:

Floor Bar Kitchen

Staff

Name:Describe:

Discipline Actions

Beverage:

Service ObservationsComments:

Incidents Guest ComplaintDescribe:

AM Manager's Daily Log Sheet

Staff Absences

Food:

Beverage:

Soup of the Day:

Daily Specials

Daily Special Event:

Date MOD

86sFood:

Name: Reason:Name: Reason:Name: Reason:

Floor Bar Kitchen

Staff Security

Name:Describe:

Discipline Actions

Beverage:

Service ObservationsComments:

Incidents Guest ComplaintDescribe:

PM Manager's Daily Log Sheet

Staff Absences

Food:

Beverage:

Daily Specials

Daily Special Event:

2. Email: An effective method of communication is our email system. You will be assigned a Stars n’ Bars email ID during your orientation. Please get into the habit of checking your email every day.

3. WhatsApp: In addition to the other methods, we also have a manager’s WhatsApp group. This is the fastest and most efficient mode of chatting since it goes directly to the phone. If you are

not familiar with WhatsApp, we will certainly take the time to have it set up for you. This line of conversation will be to ask or to tell anything needed to know immediately. For example: You come into work and see there is a small party reservation with some special notes. The notes are a little confusing and there is no one in the building to ask. You would send a WhatsApp message to the group to say “Can anyone clarify the details for today’s 1pm reservation?”. There is usually always someone around and near their phone and rarely does the comment go unanswered.

4. Check-ins: The best form of passing information quickly is obviously via verbally and, when used in conjunction with written, we cannot go wrong and information should be passed without issue. It is important to get into the habit of checking in with the MOD when entering a mid or PM shift to understand any issues from the day or any issues being faced in the next shift. Additionally, checking in with fellow managers all through the shift is incredibly important. Being in constant communication one with another will keep things running smoothly and will help, especially if it becomes necessary for more than one manager to be involved in an issue.

5. Weekly manager meetings: These meetings are a perfect time for managers to discuss observations on the floor, areas needing education, systems lacking structure, disciplinary notes, breakdowns of communication or gaps in teamwork. In order to be a united front and lead/manager the restaurant, all managers need to participate and give input into each of the areas we have built our mantra upon.

Communication with Guests

At the heart of our establishment are our guests. They are the reason for which we exist and have jobs. Each and every guest is important and, as much as in our power, we should NEVER let even one guest leave without having been greeted by a manager. Here are some simple things to keep in mind when working on the floor during service times.

1. Say hi: Be proactive. Managers in restaurants have a tendency to walk around and pay more attention to service than to the actual guests seated in the chairs. Take the time to stop and say hello. When walking through the dining areas, look at the tables to check maintenance, yes, but also look at the faces of the guests. Do your eyes connect with a guest? Give a smile and say a quick “hello – how is everything? Can I bring you something?” It is a small token but it adds to the entire experience of the guest and psychologically lets the guest know we care.

2. Handling Issues: The staff has been instructed to come to us EVERY time the service for a guest is sub-standard. We want to them to tell us even the smallest things. For instance, the server accidentally ordered regular fries instead of curly fries. It is a great opportunity for the manager to touch the table. Tell the server to order the correct fries and return to their service. Go to the kitchen window yourself and wait for them to be prepared. Take the fries to the table personally. Greet the table. “Hi! I’m _______, one of the managers. We apologize for the mistake- here are your curly fries. Can I bring you anything else?” No issue in service is unimportant.

3. Listen: Just like we tell all our staff, listen to the guest. When fielding a bigger complaint than a mix-up of fries, we must be patient and listen to ALL the guest has to say. The letters used in all the service manuals apply to you as well.

L= Listen A= Apologize S= Solve T= ThankAs with communicating with staff, be honest. If you say you will fix it, take action.

Sometimes guests are incredibly irate. Their entire experience has just been less than and they are at the point of saying they will never come back. Be humble and serious. Agree with strong acknowledgement and words. “Yes sir – I absolutely agree this should never happen.”, “Yes, ma’am – you are right and this is inexcusable.” Comp whatever needs to be comped on the check, even if it is necessary to comp the entire check because the service was so blatantly lacking. INVITE THEM BACK. We have found this to be effective:

“Listen, sir. I really appreciate you telling me of your issues. Your constructive feedback is incredibly valuable and we will handle the service and food issues you have faced. We take every guest complaint seriously. Look- I’d like to invite you and your family back. Since you have been so kind to relay your issues, we would be grateful if you would give us time to address and more properly train our staff and come back soon and let us know if these issues have been resolved and give your feedback. Here is my card; please do reach out.”

Using this technique puts makes the guest seem they are doing you a favor by coming back. In truth, they are. If service on their table was not of a high standard, we as management need to boost our educational trainings and see if the problem lies with the staff as a whole or the one individual who failed their job that day. This should be recorded in the daily log book.

4. We have security: Communicate with security if you see a potential problem. If you see a guest at the bar getting a little out of hand, but is not entirely in the wrong, take a second to go to security and let them know. Show them the guest and ask “would you mind keeping an eye on this fellow? He might be a problem later.” Security appreciates this. They will tailor their rounds to check the guest is being appropriate. It is their job to keep both our staff and the guests safe. Part of being a good manager is being proactive and looking ahead at what may happen. The last thing you want to have happen is that guest cause a problem and you say to yourself “I knew that was going to happen”.

Structure

The structure of the restaurant is the framework in which is operates. This includes all service standards, rules, regulations and policies. Every piece of operation has been well-thought out, eliminating much of the “grey” areas of operations. Overall, the structure is the way individual departments and managers within the restaurant collaborate with one another to achieve objectives.

What are our Objectives?

We have to have objectives and goals in order to efficiently operate the structure, otherwise what would be the point? What are the objectives and goals of Stars n’ Bars? What are we looking to achieve in both our locations and as a brand as a whole?

Impeccable Customer Service

High Profit

The BEST Drinks Fun and Cool

Structured Work

Environment

Reasonable Prices

The BEST Food

Let’s look at each objective and review: Impeccable Customer Service: Every staff member will be educated,

well-equipped and supported to do their jobs and do them well. Every staff member and manager will be cheerful, smile and be warm every shift. Every staff member will be prompt and attentive and every guest will feel taken care of and paid attention to. There will never be space for even ONE guest to leave our restaurant and say the staff was rude or neglectful.

High Profit: It is a business, after all. We have worked hard to put the food, ambience, and service together in order to make money. Every staff member will be taught all methods of selling and the managers will make all efforts to ensure these methods are being carried out. Managers will be mindful of profit and loss margins and understand how to maximize profit.

Reasonable Prices: We strive to make sure we are making money but not through gouging. We will be known for having reasonable prices so as to be competitive with other sports bars nearby. We will be smart about our pricing and our name will be on the table when guests consider where they want to go for dinner and drinks without spending a small fortune.

The best drinks: Our drinks will be made with fresh ingredients, be made well and be consistent. Every beer will be ice cold, every cocktail perfectly presented and every drink will be made to standard so it will be delicious every time for every guest.

The best food: Our food will be consistently tasty and presented perfectly. Fun and cool: Our atmosphere will be relaxed and fun. All people of all nationalities

will be welcomed. Parents will feel comfortable bringing their children. Sports enthusiasts will love to watch their favorite sport programs with us. The nightlife at SnB will be lively and we will maintain a good reputation as a fun place to go.

The structure for the different departments has been clearly laid out. Each server, runner, bartender and hostess has been taken through their individual training programs and are aware of our expectations for them in their jobs. There is ongoing training and education with the staff constantly to hone their skills and to continue to give them the tools to do their duty.

The first practical part of the structure is the opening and closing of the restaurant. Checklists have been created for each department and each day and night each position is to follow, fill out and ensure each item has been checked off by the employee and signed by the manager. The same structure has been implemented for the managers.

The following three checklists are the duty of the manager. There is one for the opening morning shift, one for the opening evening shift and one for the closing manager. Following these checklists and taking the time to thoroughly open/close the restaurant is important as it sets the standard of service.

AM Opening Shift

Check all equipment - micros, phones, ipadCheck board is updated with daily sportsCount the petty cash and reconcile on Manager Cash LogMake change in the petty cash box if necessary

Check and sign server/hostess/runner opening checklists

Check all TVs are onCheck music is on/set to the right volume

Check to make sure all doors are unlocked/open

Check arcades are on/working

Fill out the Daily Manager AM Log Sheet

Check all tables/chairs are wiped downCheck manager Daily Log sheet from night before

Prepare tables with proper setupCheck all service stations - terrace, B5, S3/4, Atrium for cleanlinessCheck all services stations are properly stocked Check the hostess stand - make sure it is clean and properly stockedCheck all windows/glass for fingerprintsCheck the expo - make sure it is clean and stockedCheck the toilets - make sure they are clean and stockedCheck with the kitchen for product availabilityCheck with the bar for promotions/product availability

Check condiments are cleaned and wiped; caddies are clean

FRI SAT SUN

Stars n' Bars Opening Manager Checklist Week Starting ____________________

All Areas Except Shisha Lounge MON TUE WED THU

Check reservation system for daily reservations

PM Opening Shift

Check and sign PM server checklist

Check shisha lounge is set up/clean/stockedCheck all TVs in loung are on

Check all stations are clean/stockedCheck all sections are cleaned and set

Check toilets are clean/stockedCheck coffee station is clean/stockedCheck music is on/appropriate/right volumeCheck lights are set correctly

Check trash cans are fresh

Check doors/glass for fingerprints

All Areas MON TUE WED

Check AM Daily Log Sheet for updatesCheck in with AM manager for updates

Check daily rota/assign sectionsCheck petty cash to make sure there is adequate change for the nightGet floats from safe and give to servers/bar

Check reservations for PM

THU FRI SAT SUN

Stars n' Bars Opening PM Manager Checklist Week Starting ____________________

PM Closing Shift

Check all doors are locked

Close the Micros system

Check bars are clean and shut down properly

Final walk-through of restaurant to make sure all is in order

Final walk-through of restaurant to make sure all is in orderGather all caddies and place on service station

Check and sign all closing checklists

WED

Check all sections - all tables are clean and wiped

Drop all restaurant cash/tips/floats and reports in safeCheck music is offCheck all TVs are off

Stars n' Bars Closing Manager Checklist Week Starting ____________________

Fill out PM Daily Manager Log Sheet

Check tips with hostess

THU FRI SAT SUN

Check coffee station - clean and neat with milk put away

Check all stations - wiped clean and in order

Check toilets - make sure they are emptyCheck Micros system - make sure all checks are closedPerform cash-out with floor and bar staff

Entire Restaurant MON TUE

Consistency of Structure

We use the word CONSISTENCY quite often. It is talked about in the Orientation Manual and said to the staff multitudes of times. It cannot be emphasized enough.

Word-of-mouth is known as the most effective advertising. People will go to a place recommended by their mother, sister, doctor or friend before they will venture to a place they heard an advertised on the radio. People are 25% more likely to actually visit a place if the person who tells them is a regular patron. The question then must be asked: why do people return?

The answer, at its core, is consistency. Some guests may not come because they love all aspects of our restaurant – perhaps they love our food but do not necessarily love our atmosphere. Maybe they come because they love our servers and always feel at home but they are not fans of the food. Some come to drink just because they love the atmosphere and feel of our space.

At the heart of their reasoning is consistency. If they love the burgers, it is because the burgers are always delicious. If the burger was good one time, not good the next, and just okay the next time, they may not take the chance on coming again for fear they will get the “not good” burger. If the service was great the first time, lacking the second, and just okay the third, they may not want try again because they want to eat quickly and think service may be slow.

Stars n’ Bars Abu Dhabi is a destination. People have to drive out of their way to come to our place. We do not have the benefit of foot traffic from people who are wandering around an area with lots of shops, restaurants, bakeries, etc. They have to purposefully drive to the marina so it is our responsibility to make sure they get all they expect in the time they are in our care.

The structure comprises the other four call words of the Manager’s Mantra:DisciplineEducation

CommunicationTeamwork

It is consistency which is the thread that ties them altogether - consistency in carrying out our discipline policy, consistency in continually educating ourselves and our staff, consistency in our communication with staff, among ourselves and with our guests and consistency in pushing teamwork. In the role of both managers and leaders, we MUST recognize the importance of consistency and come to work everyday with it mind.

One of the biggest challenges good managers and leaders face is being consistent in their personalities. We are, after all, human. We may not feel well one day. Our dog may have died before we came to work. Working in the UAE, we may miss our families. These things are real and they affect us as people. Our job is hospitality – working with people in the form of both our staff and guests. In regards to our staff, we teach and educate them to be smiling, warm and friendly everyday to our guests. With this thought in mind, let us as managers ask:

How do we come to work everyday with a smile on our face?

Teamwork

The answer to the question is the first word of this section. Teamwork.

The best definition of teamwork we have found: When a group of people work together cohesively towards a common goal while creating a positive working atmosphere and supporting each other to combine individual strengths to enhance team performance.

Teamwork says you can come in with a heavy heart one day and lean on your colleagues for support and keep smiling knowing you have a support.

Why is teamwork important?

There are some good reasons to promote teamwork within the restaurant. Here are some of them:

Teamwork creates synergy: Synergy, in the practical sense of our establishment, is when individual people work together to create something bigger than themselves. In our case, every individual server, runner, bartender, chef, hostess and manager working in seamless teamwork will make those objectives we reach for everyday happen and it will be a natural occurrence of the teamwork itself.

Teamwork supports a more empowered way of working: In a practical sense, teamwork gives one a sense of belonging. Each person has a station to run and job to do. However, knowing the guy next to you will be there to help is empowering. Knowing there is a manager on the floor who will roll cutlery and bus tables when it is crunch time is invaluable to the staff.

Teamwork encourages cross-training: On a true team, players will run over to help other players for the purpose of winning. The same applies to the restaurant. If a runner notices a server in the weeds, a proper “team player” will stop in the section and take an order on a waiting table. Managers must be versed in all positions in the event they must suddenly become servers, bartenders, etc.

Teamwork promotes accountability: If the restaurant is busy and a hostess is sitting out back having a cigarette, a good team will demand why. Our team shares their tip money and accountability is important to them. Everyone should be working hard if they are sharing. A good manager will go out back and send her back to her station immediately and return to the floor to continue aiding service.

Teamwork has to start from the top

The management team is where the teamwork must begin. We cannot teach our staff to be a team if the individuals of our management team are not working together. We ARE the example in all areas and holding the respect of the staff is a continual effort.

Each word of the management mantra must have manager teamwork. We must educate the staff as a team. We must communicate with them as a team. We must set forth the standards of the restaurant and carry out the discipline policy as a team. If we do not manage the structure as a team, eventually the structure will fail. It takes teamwork.

The Structure of Teamwork

Successful business and sports teams have been scrutinized to determine what makes them so noteworthy. Experts have determined these seven things:

They have a leader. They have quantifiable goals. The individuals on teams have well-defined roles and specific functions. They share resources. They communicate effectively. They are 100% committed. They discourage big egos.

In the End

We have looked at each segment of the Manager Mantra. As shown in the diagram, the structure is the framework for which all other categories work within. Each one of these pieces is connected to the to the other and if we fail in one area, we fail overall. We will reach our goal of being the #1 sports bar in the UAE and we are appreciative you have come to join us.

If you have any other questions during the course of your training, never hesitate to ask. We will be as thorough in your education as we possibly can.

Welcome to the team!

Structure