greenleaf international servant leadership conference · 2013. popeyes - 2007 10 ... want," he...

Greenleaf International

Servant Leadership Conference

Cheryl Bachelder

September 25, 2014

2

The Spotlight Problem

3

Conventional “Spotlight” Leadership

Servant Leadership

Which delivers superior performance results?

Dare-to-Serve Leadership

4

A rare combination of traits . . .

Courageous enough to lead to a daring destination

Humble enough to selflessly serve others

Who can lead this way?

5

6

“There’s nothing fundamentally wrong with our country

except that the leaders of all our major organizations are

operating on the wrong assumptions.”

Robert Townsend, Up the Organization

First Considered

7

“A paradoxical mix of personal humility

and professional will. Ambitious to be

sure, but ambitious first and foremost

for the company, not themselves.”

Jim Collins

8

2008

New

Leadership &

Roadmap

1976

First franchised

unit opens in

Baton Rouge

1972

1984

Int’l

expansion

(Canada)

2001

NASDAQ:

AFCE

1996

1,000

operating

units

Popeyes

9

2013

Popeyes - 2007

10

A struggling chain

Declining sales, traffic, market share

Great food, slow service

Declining restaurant profits

Poor ROI on new restaurants

Stock slide from $34 to $13

11

Superior affordable

food so good you

can’t wait to eat

at Popeyes

A service

experience

so good you can’t

wait to come back

to Popeyes

Profits so good that

you are thrilled to

own Popeyes

Returns so good

you

can’t wait to build

more Popeyes

BUILD

DISTINCTIVE

BRAND

CREATE

MEMORABLE

EXPERIENCES

GROW

RESTAURANT

PROFITS

ACCELERATE

QUALITY

RESTAURANTS

Began with a Roadmap

Build the Brand

12

Build the Brand

Refresh the Chain

14

Inside and Out

15

Six Years Later

16

Sales and market share up, +25% and +33%

Guest experience ratings up double digit

Franchisee restaurant profits up 40%

New restaurants opened +350

Franchisee relationship 93% rating

Stock price 4X

Popeyes Performance

17

$40

$11

Industry Leading Results

18

The Back Story

19

“Our (KFC) operations have not been as reliable as we

want," he said in a live conference call Wednesday

morning. "We have taken action and new leadership is

in place.“

Yum Brands CEO, September, 2003

New Opportunity

20

Dare-to-Serve Leadership

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It took more than a business plan to turnaround

Popeyes. It took a new leadership approach . . .

Dare-to-Serve Leadership

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A path to superior performance results.

Good to Great Servant-Led

% P

re-T

ax

Po

rtfo

lio R

etu

rn

10.8%

17.5%

24.2%

*Stock Performance = Trailing Pre-tax Profit Returns for 10 years, 1994-2004

S&P 500

Largest 500

Public

Companies

USA

Serving Performs

23

Dare-to-Serve Leadership

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Four Steps to the Turnaround:

Who will we serve?

What is the daring destination?

Why do we do this work?

How will we work together?

Who will we serve?

25

“It begins with the natural feeling that one wants to

serve, to serve first”

Robert Greenleaf

Who will we serve?

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“Your attitude is your altitude.”

Who will we serve?

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Reflection: Who are the most important people

that you serve?

Who will we serve?

28

The boss, the board, the investor, the employee,

the guest, the franchise owner?

Who will we serve?

29

Reflection:

Do you love the people you lead?

Who will we serve?

30

The obstacle to serving others . . .

Who will we serve? Results:

31

Popeyes Franchise Owner Survey Results

(% of franchisees rating Popeyes good, very good, or excellent)

2008 2013 Change

Overall quality of the Popeyes system? 66 95 +29

Would you invest in Popeyes again? 76 93 +17

Recommend Popeyes to another franchisee? 67 90 +23

Popeyes is committed to a positive relationship 66 91 +25

If I am successful, they are successful 76 91 +15

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“True leadership must be for the benefit of the

followers, not to enrich the leader.”

John Maxwell

Decision Time

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Will you be a leader who decides to serve?

What is the daring destination?

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“The bravest are the tenderest,

the loving are the daring.”

Bayard Joseph Taylor, Poet (1824-1878)

What is the daring destination?

35

Alice asks . . .“Would you tell me please which way I go

from here?”

“That depends on where you want to get to,” said the cat .

Lewis Carroll, Alice in Wonderland

What is the daring destination?

36

To be the hottest concept in quick service

restaurants by 2013

What is the daring destination?

37

State the destination

Focus on the vital few

Commit the resources

Create a positive work environment

Courage to measure and report

What is the daring destination?

38

“I learned that courage was

not the absence of fear, but

the triumph over it.”

Nelson Mandela

What is the daring destination?

39

Extreme Sports Research

A positive transformation in the courage and

humility of the participant

Source: Journal of Humanistic Psychology, Brymer & Oades

What is the daring destination?

40

Popeyes Performance Results

(Average Restaurant Performance)

2008 2013 Results

Restaurant Sales Dollars $1.0MM $1.25MM Exceeded

Share of Chicken Quick Service 14% 21% Exceeded

Speed of Service at Drive-Thru 225+ seconds 180 Seconds Achieved

Restaurant Operating Profit 18% 22% Achieved

New Restaurant Owner Returns <10% 25% Achieved

Decision Time

41

What is daring the destination for the organization

you lead?

Why do we do this work?

42

Why do we do this work?

43

To inspire servant leaders to achieve superior

results.

Why do we do this work?

44

The only purpose of Popeyes is the purpose

of the person you meet . . .

Why do we do this work?

45

Every life has a theme song . . .

Why do we do this work?

46

“Nothing is really work unless you would rather

be doing something else.”

James M. Barrie, Novelist

Why do YOU do this work?

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Journey to Personal Purpose

Lifeline

Values

Strengths

www.daretoserveleaders.com

Purpose drives performance

48

Employee Engagement Index:

I am proud to work at Popeyes

I rarely think about looking for a different job

I would recommend Popeyes as a great place to work

I’m extremely satisfied to work for Popeyes

Results: 78% Engaged vs. Norms of 69%

Decision Time

What is your personal purpose?

www.thepurposeofleadership.com

How will we work together?

50

How will we work together?

51

Core Values:

Human dignity

Personal Responsibility

Humility

Decision Time

How will your values be evidenced in your daily actions.

Call to Action

5 people

100,000

50 people

1,000,000

500 people

10,000,000

Hours

Call to Action

54

“Increasingly business leaders will be the

stewards of civilization.”

Dr. Max Stackhouse

Call to Action

55

“Leaders are made by other leaders, and are

made better by other leaders, and go on to make

yet more leaders.” Albert Mohler, The Conviction to Lead

www.daretoserveleaders.com

Thank you!