Presentation on the training and findings of a unique training to help build wellness skills for young restaurant workers. Bennett, J.B. (2010, January). Program was Presentation to the Human Resources & Risk and Safety Managers Executive Study Group Meeting of the National Restaurant Association (Anaheim, CA).

1. a restaurant team & behavioral risk training adapted by and for emerging adults (ages 16-25) with assistance from the NRA TEAM RESILIENCE Dr. Joel Bennett Organizational Wellness & Learning Systems (OWLS)

2. Organizational Wellness & Learning Systems First workplace workshop 1984 Incorporated 2002 Over $3 Million in R & D Patents pending Served over 10,000 employees 1st National evidence-based model for risk reduction at work Recognition as leader in workplace wellness Prevention for US National Guard www.organizationalwellness.com OWLS

3. Objectives List multiple reasons for enhancing young worker health/resilience in restaurant industry Identify core components of Team Resilience and how training is effective Be able to use simple exercises to build team resilience

4. Relevance to NRA Strategy

5. Emerging Adulthood(we are all emerging adults)

6. Ten Reasons why I am talking to you Industry is the greatest gateway to career for emerging adults (EA) EA health now impacts public health later (lost opportunity) Restaurant EA more vulnerable to alcohol or drug (AOD) and depression than any other industry/age combination EAs are literally “saved” by good restaurant work (‘safe place’) Managers spend time dealing with health/AOD/MH issues Health issues key driver of turnover & productivity Health issues are preventable with proven wellness ROI Dealing with them also enhances climate and career stigma Resilience is relevant to EA and social capital of your staff I want to know how can we make the future different?

7. Why are we here? 50% of all adults have worked in the restaurant industry: first job for 32% (NRA 2008) Shifts in social mores delay adulthood – an emerging adult paradigm. (Jeff Arnett) EAs engage in more & riskier exploration, Exhibiting new pressures and new concerns. Restaurant (hospitality) industry at highest risk overall, creating significant challenges for emerging adults and their managers.

8. Prevention is one answer to the health care crisis

9. Sample Exercise

10. Best Coworker Exercise

11. Step 1 What are the characteristics of your best co-worker? ? What would they say?

13. On-time

14. Helpful

15. Attractive

16. Doesn’t freak-out

17. Clean as they go

18. Easy-going

19. Team-player

20. Good listener

21. Open-minded

22. Chill

23. Knowledgeable

24. Understanding

25. Focused

26. Calm

27. Self-sufficient

28. Put stuff back where it goes

29. Full-hands in, full-hands out

30. Non-smoker

31. Tolerant

32. Notices when others are in trouble

33. Hot

36. Step 3  Review the best coworker list mapped on to resilient qualities; What do you see?    

37. BCE to 5C mapping(open up/connect) CenteringCommunity Compassion Confidence Commitment Funny On-time Helpful Attractive Doesn’t freak-out Clean as they go Easy-going Team-player Full-hands in, full-hands out Non-smoker Tolerant Notices when others are in trouble Hot Organized Good listener Open-minded Chill Knowledgeable Understanding Focused Calm Self-sufficient Put stuff back where it goes

38. BCE to 5C mapping(helpful/unhelpful) Centering Community Compassion Confidence Commitment Funny On-time Helpful Attractive Doesn’t freak-out Clean as they go Easy-going Team-player Full-hands in, full-hands out Non-smoker Tolerant Notices when others are in trouble Hot Organized Good listener Open-minded Chill Knowledgeable Understanding Focused Calm Self-sufficient Put stuff back where it goes

39. BCE to 5C mapping(who has all of these?) Centering Community Compassion Confidence Commitment Full-hands in, full-hands out Non-smoker Tolerant Notices when others are in trouble Hot Organized Funny On-time Helpful Attractive Doesn’t freak-out Clean as they go Easy-going Team-player Good listener Open-minded Chill Knowledgeable Understanding Focused Calm Self-sufficient Put stuff back where it goes

40. BCE to 5C mapping(can one person?) Centering Community Compassion Confidence Commitment Funny On-time Helpful Attractive Doesn’t freak-out Clean as they go Easy-going Team-player Full-hands in, full-hands out Non-smoker Tolerant Notices when others are in trouble Hot Organized Good listener Open-minded Chill Knowledgeable Understanding Focused Calm Self-sufficient Put stuff back where it goes

41. BCE to 5C mapping(only the team can) Centering Community Compassion Confidence Commitment Funny On-time Helpful Attractive Doesn’t freak-out Clean as they go Easy-going Team-player Full-hands in, full-hands out Non-smoker Tolerant Notices when others are in trouble Hot Organized Good listener Open-minded Chill Knowledgeable Understanding Focused Calm Self-sufficient Put stuff back where it goes

42. Training Background

43. Team Awareness adapted to Team Resilience A strengths-based, positive, team, productivity, approach… already proven to work! Team Awareness

44. New focus (400+ hours interviews) focus on emerging adults and the restaurant as a great place to learn life skills (resilience)

45. 1994-2002 History CHART / NRA Focus groups (2005; 2006) 400+ hours of interviews Team Awareness Share & Disseminate

46. manager stories Manager A: “I had one employee, he was having heroin problems. He was a great kid, and just caught up with this as a major issue. I wish I had the ability to get him to help himself.” Manager B:“A coworker threatened suicide… let emtalk about what was on their mind. I got them to an isolated area to hear them out. Then I called a friend who gave me the number to a suicide hotline to talk to her and calm her down. Maybe we need a little more knowledge on stress and suicide.” Manager C: “ I used to tell my servers: ‘What you do on your own time is none of my business…’ Those days are gone, they bring in many problems that I can no longer afford to ignore.”

47. employee stories Employee A: “ This restaurant is ‘my safe place.’ It is one place in my life I can go where I don’t have to deal with all the craziness in my life. Employee B: “ Working as a server has taught me a lot about people, how to handle people, how to be more compassionate…”

48. Team Resilience The Program

49. TR’s Core Concepts Restaurant work can help you with the journey… Your team, and the choices you make are important Map Life (EA) is a journey Terrain (Compass) Destination

50. TR’s Core Components

52. Tolerate versus Respond to troubled ee

53. Review EAP referral

54. Heart-Centered LeadershipThree 2-hour modules spaced apart

56. Many team exercises

57. Competitive Game

58. Communication

59. Peer Referral

60. EAP componentThree 2-hour sessions Nine (9) modules

62. Motivational interviewing

63. Coaching

65. Team Resilience Posters, cards, game board GET HELP

66. Percent Agreeing of 188 young workers in 14 stores

68. random assignment

69. 14 experimental

70. pre-, 6, 12 monthsResearch

71. Team Resilience* (work climate)Predicts Outcomes 12 months later Stores with lower resilience were more likely to have workers who missed full work days (29%) and took others tips (7%) than stores with higher team resilience (20% and 2%, respectively). Climate now predicts loss outcomes later, independent turnover. % reporting * SAMPLE ITEMS: Work well together; help each other; deal with problems together; welcome new-hires; have fun; future of store looks promising

72. Alcohol Use Recurrent Binge Drinking b Any Binge Drinking a Team Resilience Control [b] 5+ drinks FIVE times a month [a] 5 or more drinks on a single occasion

73. Alcohol Impacts Work Work-Related Problem Drinking a [a] going to work with a hangover, missing work or calling in sick because of a hangover, working while under the influence of alcohol, and generally not working as well or as long (e.g., taking longer than usual breaks or lunches) because of alcohol use.

75. Personal problems with money (not enough, difficulty budgeting)

76. Difficulty managing my time (work, family, school, other)

77. Problems with boyfriend, girlfriend, spouse (like fights, arguments)Personal Stress

79. Inconsistent managers

80. Problems between people at work (bicker, argue, rude)

81. People at work do hostile or illegal behaviors (stealing, fights, vandalism, bullying)Exposure to Problem Co-workers

82. Pre-training 12 Months Communication (% agree) FOH BOH FOH BOH At this restaurant, workers in front-of- house communicate well together At this restaurant, workers in back-of- house communicate well together

83. FAQS Universal: TR is not ONLY for the young adult; anyone can play Adapt: The program is “long” so looking to modularize Need your help: Research allows us to know what is possible; transfer of technology requires collaboration to adapt Bottom-line: This is not about substance abuse or risk; it is about improving the industry (globally) and productivity (locally)

84. Manager Cognitive Map Sample Exercise

85. Tolerate or Respond? When faced with a difficult worker: > What factors lead you to respond? > What factors lead you to tolerate? Respond (verb): do something, say something, solve the problem, address the situation Tolerate (verb): ignore, minimize, rationalize, avoid, justify, withdraw

86. Flip Chart

87. Employee Incident Standards Does it fall below? How do I (we) uphold? Are they aware? What do they know? What do they hide? TASK TASK concerns Do Something Others Perceptions Manager Response What message do I send? Do Nothing (1) Labor (Am I short-handed?) (2) Competency (Who has been trained to do the job?) (3) Customer Service (Are we getting any complaints?) CONCERNS: Perception

88. Employee Incident

89. Liquor costs up Guest complaints Insubordination -- always late -- Data Verbal Others Perceptions So and so is drunk or high Training? Experienced? Employee Incident You need me… can’t fire me! Do Something Manager Response Do Nothing

90. Standards

91. What can we get away with? Employee Incident Who (manager) is working tonight? You need me… can’t fire me! TESTING LIMITS So-N-So Good Worker? Relationship to Others? Are they friend or enemy to reporter? Standards Do Something Manager Response Do Nothing Who do I trust?

92. Other Managers May not agree w/standards Different Training Inconsistent Interpretation Who (manager) is working tonight? Inconsistent Application What can we get away with? Who do I ask? What are other Managers doing? How much effort to resolve issue? Standards How do I (we) uphold? Perception Manager Response

93. TASK concerns

94. Does it effect me? TASK concerns YES Much Effort How much effort to resolve issue? Don’t know what to do Not experienced this before Lack confidence Experiences Previous attempts Employee Incident Do Something Manager Response Do Nothing

95. TASK concerns Am I short-handed? Who can replace? Very Busy (guests understand) Numbers How much effort to resolve issue?

96. TASK TASK concerns Employee Incident Standards Does it fall below? How do I (we) uphold? Are they aware? What do they know? What do they hide? Perception Do Something Others Perceptions Manager Response What message do I send? Do Nothing (1) Labor (Am I short-handed?) (2) Competency (Who has been trained to do the job?) (3) Customer Service (Are we getting any complaints?) CONCERNS:

97. Conclusions We can change work risks proactively Time to dispel CORE myths They are “here today gone tomorrow” so why bother What they do on their own time is none of our business Drinking, partying, risky behavior is just the way it is in the industry Managers can’t be trained to deal with it (you either get it or you don’t)