When I first undertook this blog, I challenged myself to step outside of my comfort zone and committed myself to take on creative adventures to do so. I have not been quite as adventurous as I had hoped, and hence not as successful in my challenge. (Of course, there is always time.)
This summer, however, it was become abundantly clear to me that I don’t always have the choice. Sometimes the challenge comes on it’s own.
In other words, some people step deliberately out of the zone, and some are forcibly removed.
After twenty-three years at the Oregon Zoo, I had finally been moved into a management position - Assistant Restaurant Manager. Full-time. Salaried. Exempt. I worked under Blaine, the Restaurant Manager, and we both worked under John, the Food and Beverage Manager. Both Blaine and John were strong leaders and able mentors, and as a team we moved the restaurant operation in a positive direction of both fiscal and cultural growth. Things were in place for an exciting and successful summer.
This summer, however, it was become abundantly clear to me that I don’t always have the choice. Sometimes the challenge comes on it’s own.
In other words, some people step deliberately out of the zone, and some are forcibly removed.
After twenty-three years at the Oregon Zoo, I had finally been moved into a management position - Assistant Restaurant Manager. Full-time. Salaried. Exempt. I worked under Blaine, the Restaurant Manager, and we both worked under John, the Food and Beverage Manager. Both Blaine and John were strong leaders and able mentors, and as a team we moved the restaurant operation in a positive direction of both fiscal and cultural growth. Things were in place for an exciting and successful summer.
Things happen.
John moved up to manage the Facilities operations at the zoo. Blaine applied for the F & B position, but that job went to another Ron. Fine, these things happen. Still, we busily geared up for summer with a slight shift in management structure.
More things happen.
Our Catering Manager, who had been at the zoo in various positions for seventeen years, got a position running the catering department at one of the Universities in Montana. Now, right before the summer hits is not an optimal time to bring someone new in to run a major part of the guest service operation. But there is an alternative.
Interim appointments.
John moved up to manage the Facilities operations at the zoo. Blaine applied for the F & B position, but that job went to another Ron. Fine, these things happen. Still, we busily geared up for summer with a slight shift in management structure.
More things happen.
Our Catering Manager, who had been at the zoo in various positions for seventeen years, got a position running the catering department at one of the Universities in Montana. Now, right before the summer hits is not an optimal time to bring someone new in to run a major part of the guest service operation. But there is an alternative.
Interim appointments.
Blaine was asked to take, and accepted the role of Catering and Private Events Manager for the summer, and the logical next step was to ask me to fill his position. Restaurant Manager. And so I found myself responsible for the operation of three brick & mortar restaurants, two walk up coffee kiosks, and six satellite locations around the zoo. During the summer there is a staff of more than 150 to oversee. To help, I was given an Assistant Manager (another interim appointment), a regular shift captain and four temporary captains.
So it has been a long summer of 10 - 12 hour days, taking work home - figuratively and literally, and self-doubt and second guessing my own decisions. It’s amazing how heavy decisions are once they actually mean something to those around you. In the past, I would come up with suggestions, but actual decisions were made by someone else. Now I have people not only looking to me for decisions, but acting on those decisions once they are made. Suggestions have very little impact. Decisions determine the activity of the staff and the experience of the visitor. Those are other people’s lives I’m responsible for.
So it has been a long summer of 10 - 12 hour days, taking work home - figuratively and literally, and self-doubt and second guessing my own decisions. It’s amazing how heavy decisions are once they actually mean something to those around you. In the past, I would come up with suggestions, but actual decisions were made by someone else. Now I have people not only looking to me for decisions, but acting on those decisions once they are made. Suggestions have very little impact. Decisions determine the activity of the staff and the experience of the visitor. Those are other people’s lives I’m responsible for.
And it’s weird enough being responsible for my own life as much as I am now. My time at the zoo is spent on many tasks, very few of which involve interaction with the guests and even fewer have a specific time attached to them. I have deadlines, certainly, but they are largely set by me, and navigating my way to them is entirely in my hands. Time management has suddenly become part of my life
In one of my first management classes I learned that we spend something like 80 percent of our time managing 20 percent of our staff, and those are not the staff we really want to be spending our time on. Imagine the result if we could spend all of that time training and coaching the all-stars on the team rather than disciplining the poor performers. I have learned that this is an utopian dream. Much of my summer has been taken up by discipline - primarily for attendance issues, which have plagued our operation for a long time and seem to be particularly bad this summer. Working in a union environment under a government infrastructure makes discipline particularly tricky to negotiate. Add to that a rather new HR staff advising us and the fact that I’m generally not good at confrontation, and you can see why this is the biggest Comfort Zone Challenge of a very challenging summer.
In one of my first management classes I learned that we spend something like 80 percent of our time managing 20 percent of our staff, and those are not the staff we really want to be spending our time on. Imagine the result if we could spend all of that time training and coaching the all-stars on the team rather than disciplining the poor performers. I have learned that this is an utopian dream. Much of my summer has been taken up by discipline - primarily for attendance issues, which have plagued our operation for a long time and seem to be particularly bad this summer. Working in a union environment under a government infrastructure makes discipline particularly tricky to negotiate. Add to that a rather new HR staff advising us and the fact that I’m generally not good at confrontation, and you can see why this is the biggest Comfort Zone Challenge of a very challenging summer.
I’ve used a lot of metaphors for the experience. Thrown into the deep end. Swimming upstream. A trail of endless switchbacks. Keeping the program on the rails. I’ve learned that I can do all of these things. It has not always been easy, not always comfortable, but it has happened.
After years of asking “What do they do in the office all day?” I have found myself asking instead, "Can I please get out of the office for twenty minutes?!!"
I struggled with the concept that I am getting things done, even it I’m not doing them myself. Toward the beginning of the summer, one of my older team members stopped me as I was pitching in to help clean a restaurant. “Ron,” she said, “That’s not your job anymore. I’m sure there are other things you need to be doing.” And she was right. Even if I am merely directing others’ work, I am still accomplishing the task.
After years of asking “What do they do in the office all day?” I have found myself asking instead, "Can I please get out of the office for twenty minutes?!!"
I struggled with the concept that I am getting things done, even it I’m not doing them myself. Toward the beginning of the summer, one of my older team members stopped me as I was pitching in to help clean a restaurant. “Ron,” she said, “That’s not your job anymore. I’m sure there are other things you need to be doing.” And she was right. Even if I am merely directing others’ work, I am still accomplishing the task.
And I have learned something new about my comfort zone. I am used to, and very good at, following the initiatives of others. I’m an actor who has never really wanted to direct, a singer who has never written a song. I make other people’s vision real. THAT is my comfort zone - to the point that I have trouble coming up with a vision of my own.
So I have struggled somewhat with the creative side of this job. I feel as if this is somewhat mitigated by the fact that I haven’t had time during the summer to act on any creative thoughts I might have had anyway. Now, as the summer draws to a close and my interim appointment is scheduled to end (we’ll see if it does - that seems a little vague right now), I am getting more at ease in my role. On one hand, I’m more confident taking the lead and directing others’ work, and I’m getting better at the uncomfortable world of coaching and discipline. On the other hand, I’m more and more aware that we done’t always get to everything - and it’s not just me.
So I have struggled somewhat with the creative side of this job. I feel as if this is somewhat mitigated by the fact that I haven’t had time during the summer to act on any creative thoughts I might have had anyway. Now, as the summer draws to a close and my interim appointment is scheduled to end (we’ll see if it does - that seems a little vague right now), I am getting more at ease in my role. On one hand, I’m more confident taking the lead and directing others’ work, and I’m getting better at the uncomfortable world of coaching and discipline. On the other hand, I’m more and more aware that we done’t always get to everything - and it’s not just me.
My boss is happy with my performance. Captains and crew members have said that I’m doing a good job and that they are happy I got the chance. I feel that, if I had to, I could move forward in this role and succeed.
Nevertheless, I do look forward to moving back into the Assistant Manager role. Blaine is a big brain with a big personality, lots of ideas and the technical knowledge to make them happen. I knew going into this that if I tried to be Blaine, I would fail. So I was myself, and I succeeded.
And ultimately, my summer as Manager will make me a much better Assistant Manager.
Nevertheless, I do look forward to moving back into the Assistant Manager role. Blaine is a big brain with a big personality, lots of ideas and the technical knowledge to make them happen. I knew going into this that if I tried to be Blaine, I would fail. So I was myself, and I succeeded.
And ultimately, my summer as Manager will make me a much better Assistant Manager.