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So you want to hire a General Manager for your Family Entertainment Center Business?
A great general manager is like a coach, playing the fundamental leadership role that will make the team a consistent winner. In the family entertainment center industry, a general manager or GM is like your town’s mayor. Hiring a general manager is crucial to maintaining a well-oiled business day-in and day-out, no matter the size of the company. Hiring a general manager acknowledges that you need a team leader for your frontline staff - someone who emulates the company values and culture. On that level, the person you are looking for is someone who can drive sales and grow your bottom line, but not at the cost of people.
Hear It Straight From the Best in the Biz This guide will walk you through the steps on how to hire a general manager without sacrificing your family entertainment center's core values and settling for "just anybody" to fill in such a vital role in the organization. The greatest asset of a company is its people. You can look at any two FEC locations of the same company and it's the people who give the two locations distinguishing characteristics. So to help you invest in this key hire, we talked to industry leaders like David Curtis (Senior Director of Talent at Dave & Buster’s) and Beth Standlee (CEO & Founder at TrainerTainment) to take you on a deep dive into insights, tips, and tricks on how to hire a general manager for family entertainment center business. Steps to Hire a General Manager for your Family Entertainment Center
Define the Role, Skills, and Qualities Required.
On paper, a general manager should oversee daily operations, design strategies for business growth, engage in guest activities, pursue business goals and objectives, lead employees and delegate tasks, and report to and engage with corporate officers.
According to the Harvard Business Review on the basics for general managers, their six primary roles are:
Shaping the work environment through performance standards that set the pace and quality of the team, business concepts, and people's values;
Crafting a strategic vision that takes into account the industry, the customer, and a specific competitive environment;
Allocating resources to support the company economically to produce high returns;
Developing high performers by making tough calls to upgrade the organization, rewarding a job well done, and transforming an already strong team member into an exceptional one;
Building the organization by simplifying and innovating ways to do things; and
Supervising operations and implementations through thorough plans, commitments, and flexibility.
These roles evolve as the business grows, as David Curtis witnessed at Dave & Buster's: “As the business becomes a chain, the GM whose initial focus is within the four walls of the FEC should then start expanding that view outside to drive sales.” Former Dave & Buster’s regional managers were able to step out of the general manager role once they played coach within their team and started training and mentoring the people below them. “You know you’ve arrived in your leadership spot when you can step away,” Beth Standlee says on the importance of looking for a general manager candidate who has the potential to outgrow the role, self-manage, and eventually raises up another general manager...
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