Shift Leaders: An Appreciation

A person often overlooked in bars, restaurants, cafes and lounges is the long suffering Shift or Team Leader. However, the role they play is vital.

Quite a few paces for various reasons (mainly due to size of establishment and size of workforce) do not have one. However, either officially appointed or unofficially recognised as such, the Shift or Team Leader of real concern to the supervisor or manager.

The Shift Leader has often been working at that particular place for some time (given the turnover in the industry that in itself is no mean feat). Indeed, the good Shift Leader is of often themselves very experienced in the industry. They have an in depth knowledge of the industry and the establishment. They know who to turn to, who actually gets things done, how staff will react to certain requests (such as the standard hospitality request of staying late). In a hotel, they know who to talk to, or indeed how to actually get things done, in other departments. Often, they are the first ones in, and the last ones out. However- they also know all the secrets, and where the bodies lie. They know the rules, and how to get things done- they also know how to actually get things done, and how to circumvent the rules and procedures when necessary. They can also be a bit outspoken- but they have earned it.

A further point is their interaction with the staff. They are (nearly) always from the staff, as opposed to management. However, by virtue of their work, and character, they have earned the ability to take charge of their colleagues and peers- no mean feat. They easily walk the tightrope of assuming control of the place, without upsetting their colleagues, or treading on the toes of management- again, no mean feat.

They are listened to by the staff- a fact which any manager should realise early on. For a new manager gaining the trust of the staff and getting the staff to follow them is very daunting. However, the savvy manager will get the shift leader alongside first- and leave the shift leader to get the rest of the team on board. However, if an incautious manager should marginalise or side line the shift leader- they will most assuredly be in for a bumpy ride. Of course, the industry should not work like that- but many insiders know that it does work just like that.

Similarly, the Shift Leader will often be the confidant of management. Not only will they be one the manager will turn to to get things done- but matters which the staff do not necessarily need to know, or managerial tasks such as cashing up, and ordering, will often be left to them. As such, the shift leader is someone that management can also trust. Indeed, management will often confide in the shift leader in a wide variety of matters- and an good shift leader is the soul of discretion.

Being this pseudo ‘power behind the throne’ is a very tricky task- but, according to Giles, one of the most rewarding. ‘Ultimately, a lot of responsibility is thrust upon the shift leader; they deputise for management, who rely upon them to get things done. They work with the waiters and runners- who rely on them for direction, information, and solutions.’  He also emphasises the point of discretion. ‘Both managers and colleagues turn to the shift leader for advice and assistance, both work related and non-work related. Discretion, and tact, is a must for the role.’

For Giles, one again that quality known as trust arises; ‘both staff and managers must know that they can trust the shift leader implicitly. Earning and gaining that respect and trust, from both sides, is quite hard.’

A good manager will always trust and utilise their Shift Leader. Their experience, both of the venue, and he people who work there, amongst other things, is invaluable. Some in management fail to trust the shift leaders, and fails to utilise their ability and knowledge. However, over time, those latter managers will earn that the shift leader is there because they are dependable, knowledgeable, and, above all- trustworthy. They will get things done- and will have the manager’s back. All the manager needs to do is to realise that- and act accordingly.

Diplomat, confidant, logistics expert, problem solver, advisor: the Shift Leader.