so you think you can run a restaurant

A senior management team took over a restaurant
in London. As a team, they were tasked to provide 100 guests with an enjoyable lunch service over four hours. Their performance was closely scrutinized by the restaurant manager and the guests.

This real life exercise was design to put the team under high pressure with focused learning points in mind. It was part 2 of a three-part action learning process:

Part 1: Facilitated workshop
The team identified trust and communication as key inhibitors to high performanceCommitment to spend more time with other team members.

Part 2: So you think you can run a restaurant…
Engaging and safe environment encouraged team
to experiment. Challenging situation forced people
to constantly talk with one another and ask for help.

Part 3: Facilitated workshop
The team reflected on transformation of the learning journey and set common goals for the future.

Old habits rarely get uprooted in a single day. Two week gaps were left between the sessions to allow team members the opportunity to fulfill their commitment and implement their learnings.