KKF counts to a million

Kitchen Knife Forums

Help Support Kitchen Knife Forums:

This site may earn a commission from merchant affiliate links, including eBay, Amazon, and others.
Quoniam advena
ego sum apud te
Et peregrinus
sicut
omnes patres mei

1736057342707.jpeg
 
7353

Just got my email spam bombed, combed through each one looking for something suspicious but didn't find anything.
Changed my passwords, 2FA was on for my accounts that need it, no suspicious activity on my bank, cards, paypal, any of my airline, hotel, or retail accounts.
I feel like I have to be missing something, anybody else have stuff like this happen to them before?
 
7353

Just got my email spam bombed, combed through each one looking for something suspicious but didn't find anything.
Changed my passwords, 2FA was on for my accounts that need it, no suspicious activity on my bank, cards, paypal, any of my airline, hotel, or retail accounts.
I feel like I have to be missing something, anybody else have stuff like this happen to them before?

7354

Check if you email is here: https://haveibeenpwned.com/

At it takes is someone to know you have a live email to bomb the snot out of it.
 
7355

7354

Check if you email is here: https://haveibeenpwned.com/

At it takes is someone to know you have a live email to bomb the snot out of it.

Nope, looks like my email didn't come up with anything on there other than a breach in 2016 that I was already aware of and had handled.
My suspicion is someone may have breached an old account on a shopping website or something and wasn't able to do anything since I never save payment info online. That would be best case scenario at least.
 
7356

7355



Nope, looks like my email didn't come up with anything on there other than a breach in 2016 that I was already aware of and had handled.
My suspicion is someone may have breached an old account on a shopping website or something and wasn't able to do anything since I never save payment info online. That would be best case scenario at least.

Yeah, it may just be a new breach somewhere.

Not a lot you can do when you get spam bombed. It may be just that your email was on that old list that someone decided to bomb it afresh.
 
7357

Step 1) do your job well for over a year
Step 2) get promoted and spend a long time in manager training
Step 3) after some bumps really start to hit your stride
Step 4) get taught how to correct time card entries in the system
Step 5) start modifying your own entries to make it look like you’re leaving on time when you’re leaving early
Step 6) I get to fire you
 
7357

Step 1) do your job well for over a year
Step 2) get promoted and spend a long time in manager training
Step 3) after some bumps really start to hit your stride
Step 4) get taught how to correct time card entries in the system
Step 5) start modifying your own entries to make it look like you’re leaving on time when you’re leaving early
Step 6) I get to fire you

7358

Someone forgot there is an audit trail in systems like that.
 
In the early 80s I got to visit Chile. Lotta Chevy Novas parked on the curb. They were branded Rally. Someone had to point out that Nova was a poor model name in a place that spoke Spanish.

1922211-molykote-7365-lubolid-exp-additive-powder-1
7,366

Yeah, GM didn't think that one through for Spanish speaking countries.
 
7,366

Yeah, GM didn't think that one through for Spanish speaking countries.
It is my understanding that Standard Oil (Esso) rebranded itself to Exxon because the shorter form was an obscenity in parts of their market.

1736824925346.png
 
Someone had to point out that Nova was a poor model name in a place that spoke Spanish.
Brisbane's original brewery is the Castlemaine brewery in Milton, a suburb of Brisbane. Their standard everyday lager beer is called "XXXX" (four-X). It was named that way because, way back when in the UK, beer barrels were marked with a number of X's: the more X's, the stronger the beer. Four of them basically meant "bloody strong".

In the eighties, for quite a few years, Castlemaine ran an ad with a jingle that literally every Queenslander (and probably every Australian) would instantly recognise. That was the signature XXXX tune.

Around then, Fosters (from Melbourne) had made great inroads into the US market, particularly after the success of the Crocodile Dundee movie. Castlemaine decided that they wanted a slice of that pie, too, and was about to launch a big marketing blitz for XXXX beer with that jingle in the US. This is one of many of the ads featuring the jingle:



It was a lucky break for Castlemaine that someone, just in time, cottoned on to the fact that XXXX in the US meant a brand of condom. The words of the jingle combined with those connotations would have been truly disastrous. Sadly, it also means out that a lot of US people missed out on a boatload of jokes and innuendo :)
 
Brisbane's original brewery is the Castlemaine brewery in Milton, a suburb of Brisbane. Their standard everyday lager beer is called "XXXX" (four-X). It was named that way because, way back when in the UK, beer barrels were marked with a number of X's: the more X's, the stronger the beer. Four of them basically meant "bloody strong".

In the eighties, for quite a few years, Castlemaine ran an ad with a jingle that literally every Queenslander (and probably every Australian) would instantly recognise. That was the signature XXXX tune.

Around then, Fosters (from Melbourne) had made great inroads into the US market, particularly after the success of the Crocodile Dundee movie. Castlemaine decided that they wanted a slice of that pie, too, and was about to launch a big marketing blitz for XXXX beer with that jingle in the US. This is one of many of the ads featuring the jingle:



It was a lucky break for Castlemaine that someone, just in time, cottoned on to the fact that XXXX in the US meant a brand of condom. The words of the jingle combined with those connotations would have been truly disastrous. Sadly, it also means out that a lot of US people missed out on a boatload of jokes and innuendo :)

I can feel it, Dave

1736826656713.gif
 
7370

I believe that failure followed by constructive reflection and action is the best teacher. What I don't know is how to apply that training the dozen or so managers I have reporting to me these days. I have a total inability to knowingly let things fail just to serve as a teaching moment (bad services are bad for business after all, also just feels cruel to the team), but it has absolutely created an environment without real consequences, and the subsequent growth, for my team.

I think it's hard to develop problem solving and proactive accountability when you know in the back of your mind that you're just one text / phone call away from someone (me) swooping in to help no matter the time or day. Of course when this happens I give constructive feedback on what should be done differently the next time and have the manager in question lead that discussion, but that doesn't seem to have the same instructive effect as solo-shouldering the extra work, customer complaints, etc. that comes with a true train wreck.

I don't know... just needed to rant.
 
Last edited:
7371

Yeah, that's tough.

Sometimes, being there and instructing/directing/guiding rather than doing can offer some growth, especially when it's in response to a call for help.

Finding ways to let them fail without it being a total shitshow can also be useful, but that's hard to do consistently and hard to scale.
 
7370

I believe that failure followed by constructive reflection and action is the best teacher. What I don't know is how to apply that training the dozen or so managers I have reporting to me these days. I have a total inability to knowingly let things fail just to serve as a teaching moment (bad services are bad for business after all, also just feels cruel to the team), but it has absolutely created an environment without real consequences, and the subsequent growth, for my team.

I think it's hard to develop problem solving and proactive accountability when you know in the back of your mind that you're just one text / phone call away from someone (me) swooping in to help no matter the time or day. Of course when this happens I give constructive feedback on what should be done differently the next time and have the manager in question lead that discussion, but that doesn't seem to have the same instructive effect as solo-shouldering the extra work, customer complaints, etc. that comes with a true train wreck.

I don't know... just needed to rant.
I've never been a manager of any level, but what you're describing sounds like a much bigger version of a problem I faced coaching HS volleyball. It was hard to balance training and teaching without creating dependencies that absolutely evaporated in real competition. Self critical reflection is a hard thing to train into people, especially when you need a dozen people to be doing it simultaneously and still function harmoniously with a single goal in mind. It hard to watch people you want to see succeed get into a mess and do nothing knowing you know the solutions.

The solution I tried to implement (albeit more gently than I was exposed to it) was something I learned mining. In that world management adheres to a frustratingly slow drone like approach to training, but the actual miners had a very different, and often very harsh and genuinely dangerous trial-by-fire attitude towards training. The basic premise being, if you put someone in over their head, 1 of 2 things will happen. They will either step up, or **** up. And it wasn't so much a test of whether someone inexperienced would have savant levels of skill hidden inside, but whether the person had the capacity to be put out of their depth, in real danger, with the bare minimum required to operate safely and effectively and still keep it together. Not to be so crippled by stress that they couldn't function, or so end of task oriented that they completely forgot about safety concerns and ever present environmental dangers. If you could manage to balance caution, a certain level of attentiveness, and problem solving, you'd usually get a pass, even if you didn't do that well. This kind of training was usually directly supervised so it couldn't go too far out of hand without some intervention if things went badly, and they could, very fast. Usually during the "trainer" would also be barking at the trainee too, not quite like a drill Sergeant, but along a similar premise. Could you be pressured into moving on from one task to quickly? Into forgetting a safe work habit? Into getting angry? And how would you manage that anger? In HS volleyball that meant designing drills and games where my input was deliberately excluded, or at the least limited to criticisms levied to encourage reflection ("X has happened 3x, what should you be doing differently?" and then when they'd answer, I wouldn't agree or disagree, just tell them to try it and see what happened and so on until they got it out of their heads that the only impetus for modifying their actions was a directive from me. Sometimes they'd ask for input and I'd leave them hanging for a while just to see if they'd get anywhere.)

Ultimately I'm at no risk here, and you've got years and years more experience in managing people than I do, but if this were my problem, I would try to contrive some way of allowing for the potential of a total breakdown with minimal risk. To keep the scale as small as possible while still having the intended effect. Maybe that means a direct conversation and hard lines around what you do and don't want to be called about, or even making yourself outright unavailable. I don't know enough about how you operate to really formulate anything. But you know, baby steps, controlled chaos etc.

It seems you've already considered whether your current method is ideal in the long term, (it sounds like not) and what a better situation would look like. You're probably not the first restaurateur who's faced this problem, maybe it's a question worth taking to some elder contemporaries?

7372
 
7372

I can really only speak from my personal experience but when I first started at my current job I was a bit in over my head in a completely new field that I had basically no background in. It took my a while to get up to speed, but even after finding my footing I was still relying a bit too heavy on my boss's input since that was the dynamic that had already been established. It was also a little bit on me since I didn't really have the confidence in my own judgement at the time.

What ended up getting me out of that was my boss went to India for a month and was basically unreachable so I ended up being forced to make all decisions myself and take over some of the things that I hadn't necessarily thought myself capable of. After he got back we sat down, talked through everything that had happened in the past month and my thought processes behind the decisions I made. I made a couple mistakes sure, but overall things went well and I was really able to take the ball and run with it afterwards. So uh, maybe try an extended vacation and throw your phone off a boat?
 
7370

I believe that failure followed by constructive reflection and action is the best teacher. What I don't know is how to apply that training the dozen or so managers I have reporting to me these days. I have a total inability to knowingly let things fail just to serve as a teaching moment (bad services are bad for business after all, also just feels cruel to the team), but it has absolutely created an environment without real consequences, and the subsequent growth, for my team.

I think it's hard to develop problem solving and proactive accountability when you know in the back of your mind that you're just one text / phone call away from someone (me) swooping in to help no matter the time or day. Of course when this happens I give constructive feedback on what should be done differently the next time and have the manager in question lead that discussion, but that doesn't seem to have the same instructive effect as solo-shouldering the extra work, customer complaints, etc. that comes with a true train wreck.

I don't know... just needed to rant.

7374

So if you're the boss it is hard - your job is to support your managers when they have a problem.

You have to transition them from "there's a problem, call the boss" to "let the boss know there was this problem I solved"

So you have to tell them that they need to solve the problems. Sure there will be something critical you'll have to get involved in on occasion (and you need to discuss what level they do *have* to call you), but for the most part they need to solve and report what happened to you.

Place on fire? You get called. Customer is pissed? They deal with it.

You need to know the blurry line where you want to be contacted so you can train them on that.
 
7374

So if you're the boss it is hard - your job is to support your managers when they have a problem.

You have to transition them from "there's a problem, call the boss" to "let the boss know there was this problem I solved"

So you have to tell them that they need to solve the problems. Sure there will be something critical you'll have to get involved in on occasion (and you need to discuss what level they do *have* to call you), but for the most part they need to solve and report what happened to you.

Place on fire? You get called. Customer is pissed? They deal with it.

You need to know the blurry line where you want to be contacted so you can train them on that.
7376

Yeah, as of December the current policy is you have to come with a proposed answer. Doesn't matter if its right or wrong, but the forcing people to come to us having put some thought into the solution has been one step. Need to evolve that further though.

Wow, what a helpful group!
 
Back in the day when I had a real job I tended to be the "Coach" type manager. But. If I was having to provide too much help with someone, esp with a recurring problem, then we would have the chat that went something like this:

"You're here to take things off my plate. If you being here means I have more on my plate then we need to do something different." Usually worked. Often times the person just needed to understand they had the decision authority to do their job.

Later took the same approach to the kitchen where it would quickly work well or fail spectacularly.
 
Back
Top