Specialty Coffee Retailer is a publication for owners, managers and employees of retail outlets that sell specialty coffee. Its scope includes best sales practices, supplies, business trends and anything else to assist the small coffee retailer.
Issue link: https://read.dmtmag.com/i/76684
JACK'S BLEND H�� �� ����� � ������ ���� L been asked before. Many times. Aſt er typing an encouraging response a thought came to me. I've been asked this before, I'll be asked it again, why not share it? Here is the gist of Ryan's questions: "I'm in my second year ast week I received an e-mail from Ryan, a former Midwest Barista School student, asking questions on something I've year. Although Skip and I did most of the opening and closing of the store, the A.M. helped with ordering, overseeing staff and getting things done. By Year Th ree, I worked the fl oor about 50 percent of my time, and the rest was offi ce work. Skip managed the store with two or three A.M.s working anywhere from 10 to 25 hours each. Th ey would, as our assistant managers still do today, work the fl oor, along with any assigned management responsibilities. I' so part-time employees and Skip and me working 60 to 70 hours or more each. We promoted our fi rst assistant manager in our second we had around 15 employees total, and store sales between $300,000 to $400,000. I've always stressed "do the job fi rst, get the title later" mentality. My mantra is "promote attitude, not aptitude." I can d say by that time me. I take care of employees; they take care of customers. My staff knew they could call on me at any moment to help them with any menial job and I' the Wendy's chain, said it best, "I'm the last to put my apron on and the fi rst to take it off ." Th at shows leadership and servanthood in one statement. Also, you MUST select the right people. Get the right people on the bus and the wrong ones off . d do it. Dave Th omas, founder of 12 | August 2012 • www.specialty-coffee.com teach anyone how to make coff ee, but I can't teach anyone to be happy, friendly, quick on his or her feet, a good problem solver, etc. But once a person gets to that position and has my confi dence, I back them fully. Th ey are presented as leaders, and their word is the same as mine. I then spent my time developing, teaching and mentoring my leaders. Most important is customer service, and that starts with every day. I had one full time employee, Skip, who became operations manager around the six-month point. At that point it was really the "Jack and Skip show, of business. How do I create a solid staff model that promotes stronger associates?" My response (shortened for this column): When I fi rst opened in 1993 I worked the fl oor all day, " with a dozen or to trust others to do what we can no longer do, but they must do it. Trust in others may be diffi cult for you, but without it, you'll never grow and become a business owner who works on their business rather than in their business. My staff doesn't always do things the way I like. Sometimes Policies must be enforced. As owners, we MUST be able Th e key is knowing when. I have to make sure the details are taken care of, because when the little things are taken care of, the big things will take care of themselves. I always listen to my staff and let them try ideas, but I always retain my "owner's card." I rarely use it, as I have a �� J��� G���� they do them better! Empower good people and then get out of their way. I always retain the right to stick my nose in my business. great staff , but it is still my business. Th ere were many times in the fi rst few years I practically begged God for a staff like I have now. It takes hiring the right people, hard work, patience, making mistakes, time and more time. And never, never, never be an absentee owner, even when you are not there running it all day every day. SCR "Jack Groot's blog – confessions of a coff ee shop owner" at www.coff eegroot. com where you can read more from Jack's two decades as a coff eeshop owner. Jack can be reached at jack@jpscoff ee.com or 866-321-4MBS. Jack Groot owns JP's Coff ee in Holland, Mich. He also provides coff ee s new blog, business consulting and training through the Midwest Barista School (MBS) and On Track Coff ee Consulting. Also, check out Jack'