Why does Chile’s leaders spend 40% of the time in the restaurant chain

When it happened HR leaders Have a working day, most people assume they are locked behind the table or run around an office meet meetings. But Aaron White holds a little different.

Main Company of the Chief Operating Officer of Both Main Folk Officer and Brinker Brands, Behind Restaurant Chains Chili About half of Maggiano’s time is spent on the spot in one of the more than 1,600 restaurants. White says it allows him to speak and hear directly from more than 71,000 employees front Work only in Chili.

“It’s not a little path, because it’s not a traditional CPO role,” he says Fortune. “I say that 40% of my time passes through restaurants. And the executive staff, including our executive heads, travel almost every week.”

Not strangers to spend time in white restaurants. Launched his career as a server before I had worked to the General Manager about 30 years ago. He then moved to HR in 2008 and took his lead management as a duty International international In 2022, he came to a new CEO of the same year Turn around the company After falling on difficult days. In January this year, the role of white was re-expanded to include operations. He says he has experience in place as a former server, allows employees to better understand.

“Restaurants are where I get my energy.” ‘I know you feel like running these turns. I want to make the work more fun, easier and more and more rewarding and listening to and touch the little things. ”

While on the ground, it spends a lot of time to control white, work flow and quality. New menu items, for example, it is sure that the food is consistent in the standard and restaurants. However, he said he had time to listen to employees and ask questions about how administrators could do in better work. For example, a few months ago, dishwashers, listening to music while working, he said: Means of mind will significantly improve their moods. As a result, Chile now allows employees to use dynamics in the kitchen.

The company takes time to control the potential new managers, which calls the current employees for several hours during the busiest changes in the restaurant. This felt for the culture of the company and helps the structure of the leadership to ensure that the hospitality manager is not cut for rapid development.

“I needed answers are not behind the table, and members of our team. If you look at the successful success, it is based on our hearing.”

Brit Morse
brit.morse@fortune.com

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