Article contributed by Mike Berman, COO, Day & Nite/All Service, with Eric Trude
In business we thrive on predictability, in movies we love happy endings, so it is small wonder this year’s Thanksgiving gatherings–to the extent they occurred–were dominated by optimistic conversations about vaccines soon ending the COVID-19 nightmare. While vaccines will certainly bring welcome relief, putting us back on the road to normal, the collaborative University of Chicago, Northwestern and Stanford Universities Economic Policy Uncertainty Index notes broad market certainty is a long way off. Even Disney isn’t writing magical happy endings as we’re used to seeing, announcing another 4,000 employees are being laid off.
Of course we are all anxious for safe and effective Covid-19 vaccines, but as a recent NY Times article recently pointed out 95% efficacy rates may not entirely mean what we think or would like these statistics to mean. From the beginning, this weekly column has been dedicated to proven fundamentals, designed to put you in fullest control of your own destiny to ensure your best success regardless of circumstances; advice that may be even more invaluable with vaccines on the horizon. Brilliant technology though vaccines surely are, anyone who has ever written an email or text butchered by spellcheck knows just how empty an overreliance on just technology can be for solving any problem. Proper use of technology means far more than conducting successful trials and applying commercialized capabilities, it depends on having superior process and personnel underpinnings.
Although the Day & Nite family of companies certainly hasn’t been immune from this year’s operational and economic challenges, the record will show 2020 as the most dynamic, important year in company history. Day & Nite/All Service/Popular Plumbing meticulous attention to process detail combined with a continuous improvement imperative positioned the company so it could nimbly respond to ever-changing conditions yet still perform emergency repair services just as the name Day & Nite implies. Attention to process simultaneously unleashed more favorable economies of scale and breakthrough technologies to improve the overall customer experience and control critical commercial equipment installation, maintenance and repair expenses. Lower Manhattan’s Crown Shy is one of many customers benefiting from innovations and greater efficiencies harnessed by Day & Nite during these most trying times. While process management is best conducted as a daily rigor, at year’s end the highly recommended best practice is to challenge everything accepted norm in your business as the best means for ensuring maximum efficiency and productivity.
Great process without the right staff is often the most fruitless, frustrating place to be. To best coordinate the essential link between people, process, and technology, Day & Nite’s governing Balanced Scorecard is built from a professional development foundation. The Company’s big investment in professional development allows individuals to self-actualize and fulfill human potential while institutionalizing a knowledge worker culture. Processes cannot be refined without people willing to break out of their comfort zones, a particularly challenging equation in any environment but especially so during periods of uncertainty. Yet, anything short of professional flexibility, mental agility, and insistent focus on improved outcomes for all stakeholders is certain to rapidly slide uncertainty down the slippery slope to serious at-risk danger.
Recognizing diversity’s importance, in 2020 the Day & Nite family of companies infused the organization by identifying and acquiring exceptional talent with a wide range of backgrounds and prior professional experiences. One of these outstanding recent hires, Eric Trude, makes his Total Food Service debut with this column. Talented, motivated, purposeful, empowered, iconoclastic staff will always produce a fountain of ideas that will inspire comprehensive solutions to even the most vexing current and anticipated business problems. In short, the recipe for moving uncertainty up the ladder to desired stability and then growth.
This formula then layers technology in as an accelerant, not a stand-alone magic cure. In this regard, hospitality’s gravest danger will be not permanently learning from and applying all of 2020’s harshest lessons. Of these, having the most integrated, ongoing attention to indoor environmental quality, workplace hygiene, guest health and food safety stretches far beyond any silver bullet. Necessary layered prevention, precaution, sterilization and sanitization is nothing short of a critical strategy, one best effected by working with leaders aligning people, process, and technology. Getting started on this critical path is as easy as sending an email to [email protected]