team resilience for emerging adults in restaurant settings (national restaurant association)-january...

a restaurant team & behavioral risk training adapted by and for emerging adults (ages 16-25) with assistance from the NRA

TEAM RESILIENCEDr. Joel BennettOrganizational Wellness &Learning Systems (OWLS)

Organizational Wellness & Learning Systems

• First workplace workshop 1984• Incorporated 2002• Over $3 Million in R & D• Patents pending• Served over 10,000 employees• 1st National evidence-based model for risk

reduction at work• Recognition as leader in workplace wellness• Prevention for US National Guard• www.organizationalwellness.com

OWLS

Objectives

• List multiple reasons for enhancing young worker health/resilience in restaurant industry

• Identify core components of Team Resilience and how training is effective

• Be able to use simple exercises to build team resilience

Relevance to NRA Strategy

Emerging Adulthood(we are all emerging adults)

Ten Reasons why I am talking to you

1. Industry is the greatest gateway to career for emerging adults (EA)

2. EA health now impacts public health later (lost opportunity)

3. Restaurant EA more vulnerable to alcohol or drug (AOD) and depression than any other industry/age combination

4. EAs are literally “saved” by good restaurant work (‘safe place’)

5. Managers spend time dealing with health/AOD/MH issues

6. Health issues key driver of turnover & productivity

7. Health issues are preventable with proven wellness ROI

8. Dealing with them also enhances climate and career stigma

9. Resilience is relevant to EA and social capital of your staff

10. I want to know how can we make the future different?

Why are we here?

• 50% of all adults have worked in the restaurant industry: first job for 32% (NRA

2008)

• Shifts in social mores delay adulthood – an emerging adult paradigm. (Jeff Arnett)

– EAs engage in more & riskier exploration,– Exhibiting new pressures and new concerns.

• Restaurant (hospitality) industry at highest risk overall, creating significant challenges for emerging adults and their managers.

Prevention is one answer to the health care crisis

Sample Exercise

Best Coworker Exercise

Step 1

• What are the

characteristics of

your best

co-worker?

?

What would they say?

BCE typical responses

• Funny• On-time• Helpful• Attractive• Doesn’t

freak-out• Clean as they go• Easy-going• Team-player

• Good listener• Open-minded• Chill• Knowledgeable • Understanding• Focused• Calm• Self-sufficient• Put stuff back

where it goes

• Full-hands in, full-hands out

• Non-smoker• Tolerant • Notices when

others are in trouble

• Hot• Organized

Step 2

• What are the core

qualities of

resilience?

?

?

?

?

?

Step 3

• Review the best

coworker list mapped

on to resilient

qualities;

• What do you see?

BCE to 5C mapping (open up/connect)

FunnyOn-timeHelpfulAttractiveDoesn’t

freak-outClean as they goEasy-goingTeam-player

Full-hands in, full-hands out

Non-smokerTolerant Notices when

others are in trouble

HotOrganized

Good listenerOpen-mindedChillKnowledgeable UnderstandingFocusedCalmSelf-sufficientPut stuff back

where it goes

Centering Community Compassion Confidence Commitment

BCE to 5C mapping (helpful/unhelpful)

FunnyOn-timeHelpfulAttractiveDoesn’t

freak-outClean as they goEasy-goingTeam-player

Full-hands in, full-hands out

Non-smokerTolerant Notices when

others are in trouble

HotOrganized

Good listenerOpen-mindedChillKnowledgeable UnderstandingFocusedCalmSelf-sufficientPut stuff back

where it goes

Centering Community Compassion Confidence Commitment

BCE to 5C mapping (who has all of these?)

FunnyOn-timeHelpfulAttractiveDoesn’t

freak-outClean as they goEasy-goingTeam-player

Full-hands in, full-hands out

Non-smokerTolerant Notices when

others are in trouble

HotOrganized

Good listenerOpen-mindedChillKnowledgeable UnderstandingFocusedCalmSelf-sufficientPut stuff back

where it goes

Centering Community Compassion Confidence Commitment

BCE to 5C mapping (can one person?)

FunnyOn-timeHelpfulAttractiveDoesn’t

freak-outClean as they goEasy-goingTeam-player

Full-hands in, full-hands out

Non-smokerTolerant Notices when

others are in trouble

HotOrganized

Good listenerOpen-mindedChillKnowledgeable UnderstandingFocusedCalmSelf-sufficientPut stuff back

where it goes

Centering Community Compassion Confidence Commitment

BCE to 5C mapping (only the team can)

FunnyOn-timeHelpfulAttractiveDoesn’t

freak-outClean as they goEasy-goingTeam-player

Full-hands in, full-hands out

Non-smokerTolerant Notices when

others are in trouble

HotOrganized

Good listenerOpen-mindedChillKnowledgeable UnderstandingFocusedCalmSelf-sufficientPut stuff back

where it goes

Centering Community Compassion Confidence Commitment

Training Background

Team Awareness adapted to Team Resilience

A strengths-based, positive, team, productivity, approach…

already proven to work!

TeamAwareness

New focus (400+ hours interviews)

focus on emerging adults and the restaurant as a great place to learnlife skills (resilience)

History

• Grant Application2004• Develop Program2005• Conduct study2006• Conduct study2007• Results2008• Training of trainers 2010

CHART / NRAFocus groups(2005; 2006)

400+ hours ofinterviews

Share &Disseminate

1994-2002

TeamAwareness

manager storiesManager A: “I had one employee, he was having heroin problems. He was a great kid, and just caught up with this as a major issue. I wish I had the ability to get him to help himself.”

Manager B: “A coworker threatened suicide… let em talk about what was on their mind. I got them to an isolated area to hear them out. Then I called a friend who gave me the number to a suicide hotline to talk to her and calm her down. Maybe we need a little more knowledge on stress and suicide.”

Manager C: “ I used to tell my servers: ‘What you do on your own time is none of my business…’ Those days are gone, they bring in many problems that I can no longer afford to ignore.”

employee stories

Employee A: “ This restaurant is ‘my safe place.’ It is one place in my life I can go where I don’t have to deal with all the craziness in my life.

Employee B: “ Working as a server has taught me a lot about people, how to handle people, how to be more compassionate…”

Team Resilience

The Program

TR’s Core Concepts

Life (EA) is a journey

Map

Terrain(Compass)

Destination

Restaurant work can help you with the

journey…

Your team, and the choices you

make are important

TR’s Core Components

Manager

Training

Employee Training

Ambassador Training Boost

er Sessions

Social Marketing

TR’s Core Components (Modular)

Manager

Training

•Coaching, Counseling, Discipline

•Tolerate versus Respond to troubled ee

•Review EAP referral

•Heart-Centered Leadership

Three 2-hour modulesspaced apart

TR’s Core Components

Employee Training

•Self-awareness

•Many team exercises

•Competitive Game

•Communication

•Peer Referral

• EAP component

Three 2-hour sessionsNine (9) modules

TR’s Core Components

Ambassador Training

•Peer nominated

•Motivational interviewing

•Coaching

•EAP referral

TR’s adaptive strategy

1. Flexible program delivery (modular)– Professional facilitator –or– train-the-trainer– Full training –or– specific components– Presentation-centered –or– game-centered

2. Add to any competency training – TR designed to enhance (not replace) current training programs– Brief exercises can be used to promote team communication

while educating on behavior-risk & stress mgmt

3. Social marketing orientation– Quick, shareable facts for dissemination– Leave-behinds geared to promote learning/sharing– Fun and relevant gaming and transfer of training

Team Resilience

Posters, cards, game board

GETHELP

Percent Agreeing of 188 young workers in 14 stores

I enjoyed the program/It was fun

Other young or emerging adults could benefit from the program

The program could help young adults with restaurant work

The program motivated me to improve in one or more areas of wellness

The program made me aware of strengths (resilience) I have as a young adult

The program made me aware of risks I face as a young adult

90

88

80

78

78

75

Research

• 28 restaurants• random assignment• 14 experimental• pre-, 6, 12 months

Team Resilience* (work climate)Predicts Outcomes 12 months later

12 months Missing Work Days Due to Health

12 months Taking Others Tips

0

5

10

15

20

25

30

Base-Line Low Team ResilienceBase-Line High Team Resilience

Stores with lower resiliencewere more likely to have workers who missed full work days (29%) and took others tips (7%) than storeswith higher team resilience (20% and 2%, respectively).

Climate now predicts loss outcomes later, independentturnover.

%reporting

* SAMPLE ITEMS: Work well together; help each other; deal with problems together; welcome new-hires; have fun; future of store looks promising

[b] 5+ drinks FIVE times a month

Recurrent Binge Drinking b

Team Resilience Control

Alcohol Use

Team Resilience Control

60% 60%

47%

64%

Pre-Training12 months

[a] 5 or more drinks on a single occasion

Any Binge Drinking a

35% 36%

20%

38%

Alcohol Impacts Work

Team Resilience Control

0.90.7700000000

000010.6300000000

00001

0.81

Pre-Training12 months

Work-Related Problem Drinking a

[a] going to work with a hangover, missing work or calling in sick because of a hangover, working while under the influence of alcohol, and generally not working as well or as long (e.g., taking longer than usual breaks or lunches) because of alcohol use.

• Personal lack of direction or bothered by thoughts of where I am headed in life

• Personal problems with money (not enough, difficulty budgeting)

• Difficulty managing my time (work, family, school, other)

• Problems with boyfriend, girlfriend, spouse (like fights, arguments)

Stress Away from Work (4-items)

Personal Stress

Pre-Training 6 Months 12 Months1

1.1

1.2

1.3

1.4

1.5

1.6

1.7

Team Resilience

Control

Stressors at Work (4-items)

• Problems with coworkers (lazy, bring problems to work, rude, not responsible)

• Inconsistent managers

• Problems between people at work (bicker, argue, rude)

• People at work do hostile or illegal behaviors (stealing, fights, vandalism, bullying)

Exposure to Problem Co-workers

Pre-Training 6 Months 12 Months1

1.11.21.31.41.51.61.71.81.9

Team ResilienceControl

Communication (% agree)

Team Resilience Control

65 6667

5861

69

64

57At this restaurant, workers in front-of-house communicate well together

At this restaurant, workers in back-of-house communicate well together

FOH BOHFOH BOH

Pre-training 12 Months

FAQS

• Universal: TR is not ONLY for the young adult; anyone can play

• Adapt: The program is “long” so looking to modularize

• Need your help: Research allows us to know what is possible; transfer of technology requires collaboration to adapt

• Bottom-line: This is not about substance abuse or risk; it is about improving the industry (globally) and productivity (locally)

Sample Exercise

Manager Cognitive Map

Tolerate or Respond?

When faced with a difficult worker: > What factors lead you to respond?

> What factors lead you to tolerate?Respond (verb): do something, say something, solve the problem, address the situation

Tolerate (verb): ignore, minimize, rationalize,

avoid, justify, withdraw

Flip Chart

EmployeeIncident

Does it fall below?Standards

How do I (we)uphold?

What messagedo I send?

OthersPerceptions

Are they aware?

What do they know?

What do they hide?

ManagerResponse

Do Nothing

Do Something

(1) Labor (Am I short-handed?)(2) Competency (Who has been trained to do the job?)(3) Customer Service (Are we getting any complaints?)

TASK

TASKconcerns

CONCERNS:

Perception

EmployeeIncident

EmployeeIncident

ManagerResponse

Do Nothing

Do Something

Verbal

You need me…can’t fire me!

OthersPerceptions

Training?

Experienced?

So and so is drunk or high

Liquor costs up

Guest complaints

Insubordination-- always late --

Data

Standards

ManagerResponse

Do Nothing

Do Something

Standards

TESTINGLIMITS

What can weget away with?

Who (manager)is workingtonight?

Who do I trust?

Are they friend or enemy to reporter?

Good Worker?

Relationship to Others?

So-N-So

EmployeeIncident

You need me…can’t fire me!

Standards

How do I (we)uphold?

What can weget away with?

Who (manager)is workingtonight?

ManagerResponse

Perception

Who do I ask?

What are other Managers doing?

How mucheffort to resolveissue?

May not agree w/standards

Different Training

Other Managers

Inconsistent Interpretation

Inconsistent Application

TASKconcerns

EmployeeIncident

ManagerResponse

Do Nothing

Do Something

TASKconcerns

Does it effect me? YES

How mucheffort to resolveissue?

Previous attempts

Experiences Don’t know what to do

Not experienced this before

Lack confidence

MuchEffort

TASKconcerns

Am I short-handed?

How mucheffort to resolveissue?

Who can replace?

Very Busy (guests understand)

Numbers

EmployeeIncident Standards

OthersPerceptions

ManagerResponse

Does it fall below?

How do I (we)uphold?

What messagedo I send?

Are they aware?

What do they know?

What do they hide? Perception

(1) Labor (Am I short-handed?)(2) Competency (Who has been trained to do the job?)(3) Customer Service (Are we getting any complaints?)

TASK

Do Nothing

Do Something

TASKconcerns

CONCERNS:

Conclusions

• We can change work risks proactively• Time to dispel CORE myths

– They are “here today gone tomorrow” so why bother

– What they do on their own time is none of our business

– Drinking, partying, risky behavior is just the way it is in the industry

– Managers can’t be trained to deal with it (you either get it or you don’t)