The Cost of Un-Empowered Employees

This month’s topic is less provocative, but represents a real life situation of the cost of un-empowered employees. At our recent L³ leadership workshop in Vail, CO, a group of 8 executives, almost all CEOs, went to one of the upscale restaurants in Vail, run by a celebrity chef. All seated and some expensive bottles of wine ordered, we realized that the restaurant only offered a fixed menu with no a la carte options. Noting that the group had a commitment to go to a desert event later that evening, we expressed our regrets to the wait staff that we will not be able to indulge in deserts. So far, the mood was jovial, wine was flowing and the group was clearly going to represent good business for a restaurant that was otherwise half empty during this off-season evening.

At this point, one of the guests wondered if the restaurant might be able to bring another round of appetizers instead of the desert.

The wait staff, not empowered to make such decisions, was going to check with the chef, but volunteered the view that it seemed to be a reasonable request. Some time elapsed during which the group of CEOs began to discuss concepts of decision making and empowerment that had been the very topics of conversation at the workshop earlier that afternoon. Conjectures were advanced that the staff might return to inform us that a small additional charge would apply, to which we would have readily complied.

The wait staff eventually returned to inform us that the chef will not deviate from the carefully designed menu she offered. This, of course, amazed the executives – each beginning to wonder if the customers and staff at their own companies might face similar experiences. All through this conversation, the wait staff – being close to the situation at hand – realizes that the chef’s decision – made from the kitchen – might leave 8 unhappy diners. Out comes the manager, only to tell us that had he known of the situation up front he might have been able to do something about it, but now that the chef has called the shot he had to go along with her decision.

Un-empowered employees and a dis-empowered manager left the restaurant with 8 voices of dissatisfaction.

We all wondered how the restaurant could have handled the situation better. Clearly, decision making had been taken away from those that had proximity to the issue. Even if the chef felt that she had a broader perspective needed to make that decision, recognizing the gravity of the situation from the wait staff, the chef could have personally approached the group to find an appropriate solution. Instead the chef was more interested in her culinary creations than her customers’ dining experience.

We found a perfect contrast the very next week when, at another event, a group of six of us went to a similarly priced upscale restaurant, Cyrus, in the Napa valley. The wait staff’s response to a parallel request made by a member of that group provoked us to write this article. The response: “Madam, I am confident the chef will find a way to accommodate your needs and make your dining experience exquisite.” What a difference empowered employees make!

Food for Thought is our way of sharing interesting concepts on corporate leadership and management with others who might find it useful. The thoughts offered are intended to be controversial and thought provoking. They are intended to help our readers intentionally realize their potential, what we call Potentionality.