Virtual Leadership Foundations: Participant Guide

Virtual Leadership
Foundations
Participant Guide
Leadership Foundations Course – Participant Guide
Agenda Session 1
Item Session
1 Welcome
2 Values Led Leadership
3 Session 1 Wrap Up
1
© 2020 McDonald’s Corporation. This document is not to be copied or duplicated. All Rights Reserved. Confidential and Proprietary.
1. Welcome
Course Goals
By the end of the course, you will
1. Have a deep understanding of what it takes to transition to become a great shift

leader
2. Connect with your new elevated role and McDonald's core purpose and values to
run great shifts
3. Apply appropriate mind and skillsets to achieve shift balance and achieve
consistent guests’ satisfaction
4. Recognize the importance emotional intelligence, motivation, feedback and
coaching have in leading individuals and building a team
2
2. Values Led Leadership

McDonald’s presence
Notes:
3
Confronting Values
1-To Join Breakout room 2-Instructions for Breakout Session

• Select Join Now • Unmute yourself when you share
• Ensure your video is on – • Ask for help by clicking on the ‘ask for
Start Video help’ button
• Chat to your breakout
• Select a Presenter
room teams, raise hands,
• Select a Note Taker who will be
use emoji’s, etc.
responsible for using their
• Receive update messages
Participants Guide Document to
from your facilitator.
capture your team’s notes.
• Share the Note takers screen by
clicking “Share – Screen”.
• Wait for us the END the breakout
session once the time is up
4
DILEMMA 1
Notes:
5
DILEMMA 2
Notes :
6
Personal Reflection
Notes:
7
Personal / Restaurant Evaluation
Notes:
8
Personal Values
Achievement Loyalty Adventure

Change Money Relationships
Honesty Cooperation Inclusion
Community Influence Creativity
Power Privacy Decisiveness
Persistence Knowledge Humor
Recognition Wisdom Integrity
Involvement Expertise Stability
Security Excellence Challenge
Competition Advancement Independence
Family Freedom Serve
Other___________________ Other ___________________ Other ___________________
9
3. Session 1 Wrap Up
Notes:
10
Agenda Session 2
Item Session
1 Review Session 1
2 Leadership Principles
3 Emotional Intelligence
4 Behavioural Styles
5 Making Connections
6 Session 2 Wrap Up
11
1. Review Session 1
Notes:
12
2. Leadership Principles
1. Choose one characteristic you believe your restaurant leader will see
as your personal strength.
2. Record it in your participant guide.
1. Choose the characteristic you see as an opportunity for you to develop further.
2. Record it in your participant guide.
13
The Shift Leadership System Map
Breakout Activity
Instructions
1. Focus on your assigned section
2. Use the systems map
3. Explain the role of a shift leader
4. Use examples
5. Plan a maximum of 30 seconds
6. Choose a presenter
Notes:
14
Your Impact
Notes:
15
Notes:
16
3. Emotional Intelligence
Notes:
17
Definition of Emotional Intelligence
Emotional intelligence has two parts
• The ability to recognize and appropriately express your own emotions.
• The ability to accurately perceive and respond to the emotions of others.
Being an Authentic Leader

Definition of Authentic: A quality of being genuine and worthy of belief. A person who
is completely trustworthy is often also described to be authentic. (Merriam-Webster)
Improving Your Emotional Intelligence

• Practice self-awareness.
• Practice self-management.
• Practice other awareness.
• Practice other management.
18
Ideas for Improving Emotional Intelligence

Awareness:
The first step to managing your emotions is recognizing them. Start by taking the time
to recognize your emotions and what triggers them.
• Are there certain situations, words or other circumstances that create a specific
emotion for you?
• How does your body feel in certain emotional situations?
o How is your breathing?
o How do your muscles feel?
o What facial expression do you show?
It can be helpful to ask those closest to you to describe their observations when you
feel a particular emotion.
Management:
The power of a pause.
• If you feel an intense emotion, take a moment to pause and think about how you
want to react and what you want to say.
• Take a deep breath or silently count to 10 to give yourself a pause.
Check your assumptions.
• Do you know everything you need to know about the situation?
• Have you really listened to the other person's point of view?
• Are you assuming positive intent on the part of the other person?
• Is the reaction of the other person personal to you, or would they have that
reaction with anyone?
Make a game plan.
• What do you want to do or say in this situation?
• How does that reaction fit with your values?
• How will your reaction impact you and others involved?
• Would loved ones or others you respect think highly of your actions?
19
4. Behavioural Styles
Key ideas
• A behavioural style is a predictable, describable pattern of behaviour.
• When working with others, you can detect their behavioural styles by using your
emotional intelligence.
• There are four major behavioural styles.
Behavioural Styles, Part 1 - pre-work
Complete the assessment as instructed by your facilitator.
My primary behavioral style is:

My secondary behavioral style is:
20
5. Making Connections
Listen
1. Seek to understand the situation fully.
• Observe and listen.
• Assess the situation.
• Get both sides of the story.
• Ask open-ended questions such as "Can you tell me more about it?"
• Paraphrase what you think you heard, and ask, "Is that right?" Be a faithful translator.
Connect
2. Make a genuine emotional connection.
• Empathize.
• Put yourself in the other person's shoes.
• Apologize, if appropriate.
Resolve
3. Reach a flexible resolution.
• Suggest alternatives.
• Ask for ideas.
• Reach agreement on a satisfactory resolution.
• Thank the other person for working with you on a resolution.
21
Communicating to a Specific Behavioural Style
Notes:
22
6. Session 2 Wrap-Up
Notes:
23
Agenda Session 3
Item Session
1 Review Session 2
2 Motivation
3 Delegation
4 Feedback
5 Coaching
6 Session 3 Wrap Up
24
1. Review Session 2
Notes:
25
2. Motivation
Notes:
26
Notes:
27
Notes:
28
Notes:
29
Notes:
30
3. Delegation
Notes:
31
Notes:
32
Notes:
33
Notes:
34
Notes:
35
Notes:
36
4. Feedback
Notes:
37
Notes:
38
Notes:
39
Team Member Feedback

Statement
Pierre
- He moves quickly to take the guests
orders.
- He takes pride in his work.
- He serves incorrect sandwiches to
the guests.
Samir
- He enjoys being the fastest in anything
he does.
- He has no eye contact with the guests.
- He presents trays incorrectly.
40
Jennifer
- She thinks she is the best dining area
person the restaurant has.
- She approaches a mom with one child
in her arms and asks her if she can
help.
- She gets a highchair and helps the family
get settled in their seats.
Notes:
41
5. Coaching
Notes:
42
Notes:
43
6. Session 3 Wrap-Up
Notes:
44
Agenda Session 4
Item Session
1 Review Session 3
2 Putting It All Together
3 Behavioural Commitment
4 Wrap Up and Close
45
1. Review Session 3
Notes:
46
2. Putting It All Together: Leading the Shift

Challenge
The Restaurant:
• Corner Brook McDonald's
• Medium volume restaurant with 75% of the guests visiting through Drive Thru.
The Shift
• You are working 11-7pm today.
• As you settle in, you see Jill – she waves you over and is ready to hand over the shift.
Jill tells you that:
o One of the crew members has called off sick.
o There was 10+ cars each hour from 6:00-10:00 am
o OEPE is 137
o Earlier, there was a Delivery order for 25 Egg McMuffins. Jill tells you to expect
larger-than-normal orders because of a local event taking place nearby.
47
1- Food Safety and 2- Quality and Service 3- Comfort and Convenience 4- Appearance
Safety & Security
48
Which tasks will you delegate? To whom & why?
How will you keep motivating your crew members and keep creating feel-good
moments for the guests during this unexpected busy period?
Which of the McDonald’s values do you think are impacted and why?
49
50
Notes:
51
Notes:
52
3. Wrap Up and Close
Notes:
53
Notes:
54
Notes:
55
POST CLASS ACTION PLAN
1. Review your notes

At the end of each session, review your notes to decide what action(s) you will
implement when running shifts.
2. Initial coach meeting
Have a meeting with your coach within a week of attending LCF class. Agree upon the 3
to 4 actions that will have the most impact on your own performance and your
restaurant’s results. Write them on the form and decide on a mid-term and final check-
in dates. The final date should be no later than 6 weeks after attending class.
3. Mid-point coach meeting
Review your progress for each action and redefine actions if necessary. Your coach
should also make notes about your performance for each action in the “Mid-Point
Check - Coach Notes Box”.
4. Final coach meeting

Your coach will review the progress made for each action and evaluate your
performance. Your coach should also make notes about your performance in the “Final
Check-in - Coach Notes Box” for each action.
5. Completion Notice
You, your Coach and your Owner/Operator or Operations Consultant should complete
and sign the notice at the final evaluation and keep them on file.
Initial meeting date: Click here to enter a date.
Mid-point check-in date: Click here to enter a date.
Final check-in date: Click here to enter a date.
57
My Action Plan
Virtual Session #1 or Day 1 Morning Session in Class:
I will be a stronger / better leader by :
Virtual Session #2 or Day 1 Afternoon Session in Class:

Virtual Session #3 or Day 2 Morning Session in Class:

Virtual Session #4 or Day 2 Afternoon Session in Class:

58
Agreed Action #1
Mid-point check-in Coach’s notes
Final check-in Coach’s notes
Agreed Action #2
Final check-in Coach’s notes.
59
Agreed Action #3
Agreed Action #4
60
Appendix: Shift Leadership System Map
61
Appendix: Behavioural Style Assessment

Directions:
1. Select the number and letter that best represents your perception on each
scale.
2. Total the number of each letter and number checked.
3. Find the appropriate quadrant in the Style Matrix.
4. Focus on the entire scale, not only the extremes, for each category.
Go Along Take Charge Timid Welcoming

D C B A 1 2 3 4
Quiet Talkative Calm Excitable
D C B A 1 2 3 4
Supportive Challenging Relaxed Animated
D C B A 1 2 3 4
Compliant Dominant Task-Oriented People-Oriented
D C B A 1 2 3 4
Ask Questions Make Statements Serious Friendly, Attentive
D C B A 1 2 3 4
Cooperative Competitive Discusses Discusses
Business Feelings
D C B A 1 2 3 4
Introverted Extroverted Reserved Outgoing
D C B A 1 2 3 4
Slow, Studied Fast-Paced Wants Facts Wants Opinions
D C B A 1 2 3 4
Non-assertive Assertive Non-emotional Emotional
D C B A 1 2 3 4
Reserved Unreserved Considers Options Acts Quickly
D C B A 1 2 3 4
62
© 2020 McDonald’s Corporation. This document is not to be copied or duplicated. All Rights Reserved. Confidential and
Proprietary.
Total the number of times each letter and number were chosen.
Total: Total:
D C B A 1 2 3 4
Directions for Plotting Results

A. Find the highest scored letter (A, B, C, or D) and the highest scored number (1, 2, 3,
or 4).
B. Find the corresponding area in the matrix chart by plotting the two points.
C. Note the results on page 18 of your guide
Formal
Controlling Analyzing
2
Easy- Going
Dominant
Promoting Supporting
A B C D
Informal
63
Appendix: Behavioural Styles Summary
More Formal
Controlling Analyzing
More Easy Going

More Dominant
Promoting Supporting
More Informal
64
Appendix: Understanding Others' Behavioural

Styles
Purpose Use this tool to help you understand how to interact with others with different behaviour
preferences.
Benefits
respect.
65

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Virtual Leadership

2 Values Led Leadership

1. Have a deep understanding of what it takes to transition to become a great shift

2. Values Led Leadership

1-To Join Breakout room 2-Instructions for Breakout Session

Personal / Restaurant Evaluation

Achievement Loyalty Adventure

The Shift Leadership System Map

Being an Authentic Leader

Improving Your Emotional Intelligence

Ideas for Improving Emotional Intelligence

Behavioural Styles, Part 1 - pre-work

Complete the assessment as instructed by your facilitator.

My primary behavioral style is:

Communicating to a Specific Behavioural Style

Team Member Feedback

2 Putting It All Together

4 Wrap Up and Close

2. Putting It All Together: Leading the Shift

Which tasks will you delegate? To whom & why?

3. Wrap Up and Close

POST CLASS ACTION PLAN

1. Review your notes

4. Final coach meeting

Initial meeting date: Click here to enter a date.

Mid-point check-in date: Click here to enter a date.

Final check-in date: Click here to enter a date.

Virtual Session #2 or Day 1 Afternoon Session in Class:

Virtual Session #3 or Day 2 Morning Session in Class:

Virtual Session #4 or Day 2 Afternoon Session in Class:

Mid-point check-in Coach’s notes

Final check-in Coach’s notes

Mid-point check-in Coach’s notes

Final check-in Coach’s notes.

Mid-point check-in Coach’s notes

Final check-in Coach’s notes

Mid-point check-in Coach’s notes

Final check-in Coach’s notes

Appendix: Shift Leadership System Map

Appendix: Behavioural Style Assessment

Go Along Take Charge Timid Welcoming

Directions for Plotting Results

Appendix: Behavioural Styles Summary

More Easy Going

Appendix: Understanding Others' Behavioural

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