In the first 8 months Ji Hye, founder and managing partner of Miss Kim, has learned the great responsibility of being a leader especially in regards to: the importance of personnel energy in the workplace, the impact of the hiring process, and gratitude (even in the smallest of details.) In this final last episode with Ji Hye, you will hear about the results of her work thus far in her new restaurant.
You’ll hear how she’s grown and how her inspirations and intentions are affecting her business.
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Miss Kim’s website – https://misskimannarbor.com/#home
MLive story titled, “Zingerman’s newest partner: San Street’s Ji Hye Kim is guided by passion”
Notes taken during the editing of the episode
She typically begins as a skeptic before a convert. And it was no different when Ari spoke about energy in the workplace and the importance of maintaining a good energy level. But as she’s grown, she’s learned the vibrational energy she brings to her team seriously impacts their effectiveness and productivity.
One step to improve her energy – intentionally say goodbye to everyone when she leaves. Also, to find at least one sincere reason to appreciate each person at the end of the day and to mention it to them.
Her typical starting point is, “Of course you did a good job…because that’s your job.” This is the baseline. Perhaps if you do an amazing, outstanding job, then you can start thinking about a promotion.
One of her partners, Paul, asked her, are you happy the dishwasher showed up? She said, “Yes, I’m very happy they showed up.”
“Then tell them that,” he said.
Open Book Management has definitely helped the staff understand the real impact of not offering a second glass of wine. This is without her having to talk down to the team about what needs to happen. They understand the bottom line impacts.
Along similar lines Open Book Management has opened up the communications. Everyone feels comfortable talking with each other about all areas of the business because openness is encouraged.
While they’re having many of the financial struggles of any new restaurant, the opening was not that chaotic.
In addition, in many restaurants there is a tension between front of house and back. One reason is that they are physically separate. Another is that the work they do is very different. Lastly, and a big one, the way they are paid is often so different. The back of the house are typically hourly or salaried at “normal” rates. Whereas the front of house is often a smaller than minimum base with additional earnings coming from tips.
For example, as a server you may be more sensitive to someone with a gluten allergy than someone at the back of the house. They do a lot of cross training which helps opens peoples’ eyes to the needs and views of other staff members.
Remember, Miss Kim’s started with the concept of no tips. So the pay is more equitable among all the staff, so that pressure or baggage isn’t there.
What’s something Ji Hye would recommend to a manager or business owner wanting to improve the culture of their organization? She would start with Bottom Line Change. (Click here to access the latest pamphlet explaining Bottom Line Change, here’s a webinar replay describing BLC.)
BLC is a process/system ensuring a change is understood, has buy-in from all parties, and is implemented effeciently.
Ji Hye explains a situation at the bar when it was taking 10 minutes for patrons to get their drinks. This was too long and so they put their bar process through BLC.
Challenge for the universe.
Even with all the processes and systems, she still struggles with employee engagement.
What’s next for Miss Kim’s? Working through the “No Tip” program.