Perkins Restaurant Leadership Knows How to Treat People

Perkins Restaurant Leadership Knows How to Treat People
A few days ago I wrote about our experiences at a local Perkins Restaurant and how they continually earn our loyalty as customers. Within 24 hours of this article being published, someone from Perkins corporate offices had contacted me and asked for the specific location I referred to in the article. He wanted to recognize the people at that store.

Hats off to Perkins for monitoring the web and for acting quickly on positive news. It’s one thing to notice when people are talking about your brand. It’s another to take fast action in response.

But then they did more.

Not only did the person who contacted me recognize the hard working employees (as he said he would), he made sure plenty of other people knew about their efforts. He passed the word (and the article about them) throughout the Perkins organization, up and down the chain of command.  By the time he was done most executives, managers and other leaders in the company had heard about the outstanding work these people do.

I like this because it shows true leadership. It’s the sign of a culture that says “people matter”.

By taking time to recognize these employees and letting the rest of the company know, Perkins leadership made it clear they value the work their people do. And they elevated them in the eyes of their peers. They gave them their 15 minutes of fame within the organization.

I know how valuable this can be.

Any time an employee does outstanding work and it’s recognized broadly and publicly throughout their company, that person benefits. In this case the manager and his entire team benefited. They felt better about their company because they were recognized in a very open way.

Successful leaders find ways to recognize their employees. They pat them on the back. They brag about them. They go the extra mile to let them (and others) know what fine work they are doing.

And when they do this, these leaders create immense loyalty from their employees. This kind of loyalty is hard to put a value to except to say it’s priceless. And the cost of creating it is tiny.

How does your organization recognize employees who go the extra mile? And how has the company benefited?

The article was written by Kevin Stirtz