September 18, 2025 • 33 mins
In this episode of The Leadership Table, host Jason E. Brooks sits down with leadership coach and hospitality strategist Christin Marvin, founder of Solutions by Christin and author of Multi-Unit Mastery.
Together, they explore the tools, mindset shifts, and leadership frameworks that help multi-unit operators grow with intention — not burnout. From managing up and coaching from the middle to letting go of control and building sustainable systems, this conversation offers practical takeaways for leaders who want to scale well.
What You'll Learn:
- How to lead effectively “from the middle”
- Why managing up is a skill — not a personality trait
- Tools for emotional intelligence and delegation
- How to empower teams while protecting your energy
- What Multi-Unit Mastery offers to growing operators
- The power of vulnerability in modern leadership
🎁 Grab Christin's free book + coaching offer: www.irfbook.com
🌐 Connect with Christin: www.christinmarvin.com
📘 Check out Jason's new book: www.jasonebrooks.com/etnc
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:05):
Welcome back to the Leadership Table, where
conversations inspire, lead andelevate.
I'm your host, jason E Brooks.
Today's guest is someone I'vehad the pleasure of learning
from and growing alongside overthe past few years Kristen
Marvin.
She's a leadership coach,hospitality strategist and
founder of Solutions by Kristen.
(00:26):
She also recently released hersecond book, multi-unit Mastery,
and contributed a powerfulquote to my new book Every Team
Needs Coaching.
Kristen's voice carries weightin this industry because she's
lived it from high volumeoperations to coaching top
performing leaders.
In this conversation, we talkabout what it really takes to
(00:50):
lead at scale, how to coach fromthe middle, manage up, delegate
effectively and build thesystems that allow you to lead
with clarity and not chaos.
Let's get into it.
Speaker 2 (01:03):
You know.
I like to ask just a quickquestion.
Speaker 1 (01:06):
Sure, just so that you know listeners get to know
the person before we get intomore educational content.
But morning person or night owl?
Speaker 2 (01:16):
Oh, I am morning.
I've been both you know,throughout my life.
But I made a commitment tomyself.
So I was in the brunch worldfor seven years.
So I had to get up at knowthroughout my life.
But I made a commitment tomyself.
So I was in the brunch worldfor seven years so I had to get
up at 3.30, 4, 4.30 in themorning to get to work.
And at the time I hated itbecause I was a night owl.
But I made a commitment tomyself when I got out of brunch
(01:38):
to start setting aside a fewhours in the morning to have my
own morning routine, settingaside a few hours in the morning
to have my own morning routine.
And so 5.30 to 8.30 in themorning is my protected time to
take care of myself, eat well,meditate, journal, walk the dogs
, work out whatever I need inthat moment, and it's just a
(01:58):
beautiful way to invest inmyself before the world even
turns on and gets crazy.
Speaker 1 (02:04):
That's what I was going to follow up with was.
So like, what time frame of amorning person?
But 5.30 to 8.30.
So you're up at five, up at,and then from there you have
that nice bookend space.
Don't have nothing booked,don't ask me for anything, this
isn't about coffee, it's aboutme.
(02:25):
And then after that, then workfollows.
I like that.
I'm also a morning person and Idon't take naps either.
So some morning people at likethat 30 to 230, that crash comes
hard.
I muscle right through thatthing comes hard, I muscle right
(02:50):
through that thing.
And then I end up probablycrashing at about when I'm in
the middle of some kind of show,right at about 12 pm.
That's when I start dozing off,wake back up 20 minutes later,
need to rewatch that episode at6 pm the next day in order to
catch back up.
Speaker 2 (03:06):
That's how I do so yeah, yeah, I recently I've been
studying human design and justkind of understanding how I'm
built and how I should beworking, based on how you know
how I'm designed, and I'verealized when I've worked out I
got years ago I got intorecovery naps and I was kind of
you know, I've heard like LeBronJames is a big napper
(03:28):
post-practice and things likethat.
So I started to nap for about 20or 30 minutes and just lay down
, not set any alarm, right afterI go have a really intense
workout, and I would wake upfeeling like a total champion, I
could conquer the world, Icould go do that workout again.
And so when I started thisbusiness, I realized, with all
the mental fitness and all theyou know athletics that we do
(03:53):
with tech and everything on adaily basis, I started to need
those naps and so I will take a.
I will literally.
It's hilarious.
My girlfriend makes fun of mebut I just lay down on top of
the covers with my arms straightout, stiff as a board, and
close my eyes and 20 minuteslater I wake right back up and I
just get on with the rest ofthe day.
It's amazing.
(04:13):
So I do that like two or threetimes a week.
It doesn't need to happen everyday, but oh, I'm a serial
napper now.
It's awesome.
Speaker 1 (04:20):
I might need to do that because sometimes it is the
struggle bus and not justbecause I want to watch the
whole season finale of whatever.
But I actually do need toexplore taking that, you know,
instead of muscling througheverything just knock it out for
(04:44):
about 20 minutes and then getback to it.
Speaker 2 (04:48):
Give it a shot.
It's been a secret weapon forme.
It's awesome.
Speaker 1 (04:55):
I now know what's in your tool belt.
Okay, yeah.
Speaker 2 (04:58):
All right.
Speaker 1 (05:00):
All right, okay, so let's get to the educational
part.
But that was actually quiteeducational too, so I just
(05:38):
recently wrote an article for Qthere how difficult it is to
coach from the middle.
You have your team in differentregions, like I told you, so
you know what is it.
Do you think that operatorssometimes get wrong about
leading from the middle, and howcan they shift that lens in
(06:04):
what the difficulty is?
Speaker 2 (06:06):
Yeah, I mean this just really lands and hits home
for me.
I'll share my experience andobviously my experience has led
to what I'm coaching some of myclients on, so that they don't
make some of the same mistakes.
When I was in the middle and Iwas a regional and I was working
for a rapidly growing groupthat scaled from six to 48
(06:29):
locations in seven years, I didnot understand or even had heard
the concept of managing out.
I was confident at managing.
My teams loved rolling out newsystems, but the pace of how
fast everything was coming at usand how, like you said,
(06:51):
corporate was just like we needit, we need it, we need it, we
need it.
It was tech systems, it wastraining systems, it was new
initiatives around culture,around sustainability, around
community facilities.
It was coming from everydepartment and at times it felt
like wait a minute, is theleadership team here to support
(07:14):
operations or just tell us whatto do and roll all these things
out.
And so I think for me what thestruggle was was, again, not
understanding that I couldmanage, that I could really seek
to understand from my bosses.
Could you explain the why?
Why are we doing this and whyis this pace necessary.
(07:37):
Because if I would have helped,if I would have better
understood that, I would havetaken that energy to my teams
because it caused friction forme and for my immediate boss,
right, and then it would.
That energy showed up with myteams and showed up in the way
that I rolled out those newprograms and systems and the way
that I chose to either holdthem accountable to those new
(07:58):
systems or not hold themaccountable to those new systems
.
So I think you know I have aclient now who's in a new
regional manager position.
She's worked her way up fromthe company.
She's working with a groupthat's going from three to six
and her boss it's just her andher boss, and her boss is the
owner of the company and he's avisionary.
He's you know, he's you and Iright.
(08:19):
So nine out of his 10 ideas areshit, like ours are right.
That's just the role of avisionary.
So we have implementedquarterly reviews so that we can
focus on three to five thingseach quarter and then that helps
her kind of advocate forherself and go back to him.
And when he has all these ideasthat are coming in, coming in,
(08:41):
coming in every time, they meetevery week and go wait a minute.
Does this align with what wesaid we're going to do this
quarter or is it a distraction?
And so I think at the corporatelevel that's a little bit more
difficult, because you hope yourleadership team has that
structure in place where they'relooking at the rollout for the
entire year, they're looking atthe pacing, they're making sure
(09:02):
that those KPIs are in line withwhere the vision of the company
is going.
But if those things aren't inplace, then sometimes it feels
like there's just a tornado ofinformation around you all the
time.
Speaker 1 (09:16):
You are absolutely spot on.
I mean, most people believethat their direct supervisor is
in the know of everything thatis on their plate, that they
have this super dope, uh,computer-like memory that
everything that they've everasked us to do, they know
(09:39):
exactly everything that we'reworking on and, to be honest,
nine hours later they don't.
They have no clue as to whatthey told us.
They're just trying to drivethrough that vision and drive to
get some kind of results and doboth as quickly as possible.
And so, whenever you do, I dolove that tool the personal
(10:01):
quarterly business review.
Now, whenever most listenershear that like, oh my gosh, I
got more homework, I'm doingsome kind of business review.
Now, whenever most listenershear that they're like, oh my
gosh, I got more homework, I'mdoing some kind of business
review with my team and they'regonna get upset because I'm
scrutinizing them.
No, you should be doing your ownpersonal business review every
quarter of the three to fivethings that you're working on,
(10:22):
because it does a few things.
One, it kind of gives you yourown personal record of what did
I accomplish, what was Itracking, what should I have
been working on and where isthat goal heading towards.
It also gives you a slightfirst right of refusal.
Slight that whenever somethingrolls down and saying well, I
(10:44):
know that we're now saying this,but what about these three to
five things that align with this?
Does that mean that thesethings stop or this thing stops?
That may put pause or put someattention to what may or may not
be conflicting within thosegoals.
So I actually love that you saidthat, because the next thing
(11:08):
that I was moving towards wascoaching tools.
You know you have built up avery strong clientele because
you are a no-nonsense tell themlike it is, that's bullshit and
fix it right now type of leaderyou know.
(11:28):
So what are some of those toolsthat you use whenever coaching
others in order to help themelevate some emotional
intelligence, whether todelegate, whether to give
feedback.
But what are one or two toolsyou use while coaching to help
(11:49):
people get a clearerunderstanding of the big picture
?
Speaker 2 (11:54):
Yeah, I think a couple of the things that are
really coming to mind for me arechallenging that person to get
really curious, yes, and havingempathy for their boss.
So I'll give you anotherexample.
I was coaching a GM the otherday on how he was getting
feedback from his director ofoperations about something that
(12:15):
he had just rolled out and itdidn't go well.
And he read the email offeedback and immediately had
this perspective of I'm beingmicromanaged.
This feels awful.
Immediately had thisperspective of I'm being
micromanaged.
This feels awful.
And we talked a lot about whatdifferent mindsets and
perspectives he could look atthat email through.
(12:36):
He could look at it like he wasright, I'm being micromanaged,
this feels awful.
I feel like I've been asked todo this and now I've rolled it
out and now they're not happy.
There's no middle ground here.
I can never please these people, right?
Or this boss, or he could lookat it from a perspective of you
know what this is feedback.
My boss is sending me thisbecause he wants to support me
(12:56):
and he wants to support the teamand he wants to support the
business and the guests, and wetalked a lot about those two
different perspectives and howthe energy shifting with those
and what it felt like to leadthrough the lens of those two
perspectives.
And then I had him choose one.
Which one do you want to show?
How do you want to show up as aleader in this moment?
And he's like I want to look atthis as feedback.
It's like, okay, so we dug moreinto that.
(13:18):
How do you want to collectfeedback going forward?
Maybe it's not email, maybeit's one-on-one conversation,
maybe it's an email first andthen it's a follow-up one-on-one
conversation in person withthat boss to clearly understand
what's happening.
But when I help them alsounderstand the role of their
boss in the cog of the wheel ofthe entire organization and help
(13:43):
them look at that boss withempathy of what are they trying
to do, what's the ultimate goalhere, what do they want to
accomplish, and pull thatemotion and pull that personal
attack away from them.
It helps them be able to take astep back and look at the
bigger picture of theorganization.
Speaker 1 (14:02):
You know, if you ever really want to have a visual of
what happens, of what happensoutside of your own circle, I
always say the best schoolwatches and, like you said, that
(14:27):
cog, there's this little wheelthat's all the way on one side
and that is our circle, yourcircle, the GM circle, the
district manager, the regional,that's your circle.
But as you start looking atevery other wheel that is
connected, that's shifting,that's moving, there's times
(14:47):
that we feel like and I fullyget it, our guest, the guest
most important person besidesour team and ourself, so that's
actually three very importantpeople.
But we think that everyoneunderstands and it moves around
this wheel that we see everysingle day.
And you're right, we have tothink outside of my boss's wheel
(15:13):
has things going around it thatI never see because I am that
flat wheel within my world.
It's a big world, but I neverget to see what's pulling and
pushing on the other side.
Speaker 2 (15:27):
So that's a great example of shifting that lens
look to present something like aclock and the wheel and how it
(15:47):
all or that watch and how it allworks together and pulling
people out of their currentsituation and again being able
to look at the big picture ofwhy they're doing what they're
doing.
We lose sight of that whenwe're so deep in it and when
something emotionally comes atus like that yeah, I mean, we do
naturally get on defense.
Speaker 1 (16:02):
That's what we do.
Why?
Because the restaurant world isan emotional world.
I always say, um, I think foodis tied to the first emotion on
the planet.
Whenever we were born, um, uh,we were placed on our mother,
who loved us, knew that we weregood, and the first discomfort
(16:24):
that we ever had as a baby, shecured it with food and every
single time we felt some kind ofdiscomfort from being hungry.
The person that loved us curedit with food.
So that food world, that realm,is tied to the very first
(16:45):
emotion that everyone shares atdinner, at business luncheons,
cocktail parties, you name it.
So whenever people do explodeor we are like, oh my gosh, why
is it so crazy in the restaurantworld?
Because it is tied to emotion.
It really is, and we have tofind ways to not bury that thing
(17:08):
down, because that takes you toa very deep, dark place, but
how to work through those thingswith different lenses in order
to come out on the other side,showing true hospitality.
Speaker 2 (17:21):
Yeah, love it.
Speaker 1 (17:22):
Now it is.
It is just like it's new movieseason and boy, they are
dropping movies left and right.
There's all kind of recordsbeing broken.
It's also new book season, sotell us about your new book,
multi-unit Mastery.
Speaker 2 (17:42):
Thank you.
I appreciate the opportunity tobe able to talk about it and
congrats to you on the secondbook too.
Super, super fun.
This, I don't know about you,but this process was completely
different for me.
This was, you know, aftercoaching for a few years and
working in the restaurantindustry for 20 years, I
recognized a common theme withmy clients.
There were a few things herethat were missing in order to
(18:06):
help them be really successfuland to scale successfully and to
eliminate the chaos a lot ofthe chaos of the day-to-day, so
they could focus on what theywanted to instead of feeling
like they were putting out firesall the time, which we hear a
lot.
So multi-unit is an independentrestaurant framework that helps
restaurant owners do all ofthose things that I just
(18:29):
described.
So it's about making sure thatyou've got the right leadership
team in place and figuring outhow to know what that leadership
team looks like and who theyare.
Making sure that you aremeasuring the people that you've
got on your current teameffectively with your core
values, your mission and yourvision.
And then, once you've got thatteam in place, the tools are in
(18:51):
the book to help you nurturethem, develop them and help you
grow in a very sustainable waywithout burning out, so it's a
super fun project.
I really am excited to get itout in front of everybody and,
yeah, it's just an honor to getit out there.
So share it with the world.
Speaker 1 (19:12):
Well, I want this book to do well, because our
multi-unit leaders are the onesthat get the least formal
training for their role.
It's very known that you doreally well at being a GM, even
(19:34):
creating mini GMs within yourfour walls, and you will have a
system for everything.
You will have people owningthat one closet that's in the
front of the restaurant.
It's always a mess, but youmade a mini GM of that jacked up
closet and now they keep itpristine.
You have clipboards all overthe planet.
(19:55):
They're always being filled out.
You have your little mini me'sor mini GM's running all around
making sure things go well.
But what's crazy is the momentwe shift to more than one
location.
We think I'll just walk inthere for five minutes and then
I can tell you what's wrong.
We have no clipboards, nosystems, pure gut check.
(20:18):
And we're walking into three,four, five, 12, 15 locations
five, 12, 15 locations.
And then we wonder why we gobatshit crazy.
And it's because we have leftbehind everything that we
created whenever we were a verysuccessful GM Systems, processes
(20:41):
, people owning stuff, peopletaking over stuff for you.
We like try to hoard it asmulti-unit leaders and that's
not true mastery.
Speaker 2 (20:51):
Yeah, the book follows the story of Jason, who
is a made-up person based off ofa few of my clients.
But Jason's struggle from goingfrom two to three.
Right, it's easy to be in tworestaurants in a week, it's easy
to be able to coach and callthe shots right, answer those
questions.
But when you go to three,everything changes and I've
(21:14):
watched clients like Jason tryto sit through an hour meeting
and be blown up on their phonewith text message after text
message after text message.
Where do I get this sausagefrom?
Are ACs out?
Who do I call?
I had a staff member call insick today.
Can you come work a shift?
None of that stuff should be atthat level where you've got
(21:36):
three locations or even twolocations.
That stuff should not be comingstraight to the owner.
It's about making sure thatyour team is fully empowered and
developed and has the tools andthe resources that they need
within their four walls so thatyou can support them from afar,
no matter where you are, andempower them to be really,
(21:57):
really strong leaders.
That's what this framework isall about is giving the
restaurant owner the quality oflife that they want, because
sometimes the motivations toscale are different for
everybody, right.
Sometimes it's ego, sometimesyou just you open that first one
and six months or a year init's doing really well and you
start to get a little bored.
Or somebody comes to you andsays, hey, I've got a great
location, you should come, youknow, and you weren't even
(22:18):
thinking about it until thelocation popped up and you take
it on.
But you don't think about whatinfrastructure you need first in
order to do it.
It's not about getting it openand then figuring it out.
There's a better way to do itand there's a smarter way to do
it, and that's what this bookprovides.
Speaker 1 (22:35):
So how do you help leaders let go of control?
Because letting go of controlis something that we're not
trained to do.
We are trained from essence,from our first days of washing
dishes.
Get in there and get it done.
Time is every second counts,all that stuff.
(22:55):
How do you help leaders let goof control while still helping
them to drive performance,Because performance does matter?
Speaker 2 (23:08):
Yeah, I'm laughing because I'm going through this
right now with my own businessand we often say you know we're
best at teaching.
What we still need to learnright.
So one of the tools that I loveusing with clients is when they
say I'm working too hard, I'mputting out too many fires, I
want to get out of the business,I need a succession plan or
whatever the case is, or I wantto grow, but I can't do it where
(23:29):
I'm at right now.
We do an energy audit, so Isimply have them write down on a
piece of paper left columnwhat's giving you energy in the
day-to-day tasks that you'redoing and right column, what's
draining you of your energy.
And we check in on thosedrainers and we start to go one
by one.
What do you want to get rid offirst?
What's going to have thebiggest impact on your quality
(23:52):
of life, your mindset, your time, your life?
What you want, where you wantto spend your energy and who are
we going to go delegate thatout to?
Is that a person on your team?
Is it tech?
Is it a micro outsource?
Is it a virtual assistantmarketing team?
What is it right?
(24:13):
So we just start there.
We just start knocking themdown one by one, because you
can't just say, right, well,let's give up these five things
or let's give up these 10 things.
It's chaos.
So we got to start small.
You got to take tiny steps.
You've got to work with yourteam to make sure that things
are being implemented to thelevel that you want, that
there's no negative impact tothe business.
You've got to find, you know,as Dan Sullivan says, you've got
(24:34):
to find the who right.
When you talk about how not howam I going to go do this, but
who's going to do this with meand find that perfect, who to
take on that next challenge.
And then, once you get someexperience with that and you
start to get comfortable withletting go, well, then watch out
, because then all the otherthings on the list are going to
start flying off, you know, assoon as you can possibly get
them off the list.
(24:54):
So it's pretty fun.
Speaker 1 (24:55):
Yeah, delegation is key and the right way to
delegate and train is thebiggest unlock, because there's
times we will delegate as soonas someone messes something up.
Give me that back.
I knew it.
That's why I never gave you theschedule Totally.
I've always made the scheduleperfect my whole life.
(25:16):
I've never scheduled someonewhen they requested off.
I've never scheduled overtime,I've never had a gap.
I've been perfect right in theschedule.
The whole damn time Lies that'slies, we tell ourselves.
So I have two more questions foryou, kristen.
I know you're very busy, but Igot to get you these two
(25:36):
questions.
If you could sit at aleadership table with three
others, whether alive or fromhistory, who would you choose,
and why?
Speaker 2 (25:49):
do they have to be in the restaurant industry?
Speaker 1 (25:53):
that nope.
They can be anywhere, doinganything, at any time in the
world steve jobs, danny meyer,and I'm gonna say dan sullivan
let's go back to steve jobs.
Why?
Speaker 2 (26:06):
yeah, and the level of innovation, understanding,
looking at something like aniPhone and looking at what
people were carrying around andtrying to figure out a product
that could not be somethingextra but that all tie into each
other, with the computer, withthe, with the watch, creating a
(26:36):
brand like that that was sodifferent than what other people
were doing and and was he wassuch a risk taker.
I really admire that and as I'mcontinuing, you know, coming
into the third year of mybusiness, I just really really
admire that level of risk andchallenging.
When people around him said no,you know, digging his heels in
(26:59):
even deeper.
Speaker 1 (27:00):
Danny.
Speaker 2 (27:00):
Meyer.
I mean, he's the GOAT right.
I heard he just if he'slistening to the show that'd be
great.
But you know I've been obsessedwith Danny since I was in my
early 20s.
Setting the Table was my firstleadership development resource.
I bought copies and trained allmy team on it.
You know we're both fromMissouri, so I felt a cool
connection to see what he did,moving to New York and raising a
(27:23):
million dollars I think he was27 at the time and the success
that he's had and I just read,like what I saw on LinkedIn last
week or week before he's abillionaire now.
Congrats, danny, if you'relistening.
Wow To be able to grow hisbusiness the way he has and
still be humble.
(27:44):
I met him a few years ago ormany years ago in Denver when
the first Shake Shack openedhere and just sees what you get
with him.
He's just approachable and he'skind and he just lives
hospitality all the way through.
There's an authenticity and agenuineness to him and a
(28:04):
charisma.
I think that comes as a resultof that.
Why wouldn't you want to sitdown at a table with Danny Meyer
?
Speaker 1 (28:13):
And Mr Sullivan.
Speaker 2 (28:14):
As I'm entering this third.
You know I've been coaching myentire career, but as building a
business.
As a coach, in the last two anda half years I'm more I've been
studying Dan Sullivan'smaterials, so his books are you
know.
I'm sure he's got many morethan I've explored, but who, not
how, and I'm just reading 10xis easier than 2x To see
(28:36):
somebody that's been coachingfor 50, 60 years and who's still
showing up with passion andwho's been able to build
something I talked to one of histeammates last week that is
making such an extraordinaryimpact in people's lives and
challenging people to reallythink bigger.
That's the type of person thatI want to be surrounded by and
(28:59):
that's the type of environmentthat I want to also create for
my business.
So I find him to be veryinspirational to be very
inspirational.
Speaker 1 (29:10):
I love Kristen's board of directors.
Now, last question what's oneconversation and I know you've
had plenty of conversations, butas you're growing through
leadership, growing throughmanaging, growing through
coaching, what's oneconversation that you constantly
reflect back on, that you'relike that one right there, that
(29:34):
one helped reshape how I show upas a leader.
What's one conversation thatcomes to mind that you know
helped you reshape how you showup as a leader?
Speaker 2 (29:48):
well, I think that's a great question.
Thank you for asking that.
This conversation came late inlife, later in life for me, when
I was 40.
I was talking about writing myfirst book and I was terrified
to tell my story because it'swild.
There's a lot of realness aboutthe industry.
(30:09):
Lot of realness about theindustry sex, drugs, alcohol all
the things burnout and I had areally hard time showing up as a
vulnerable leader in my career.
I always was the strong,armored one came in, had to be
strong for the team, positivefront all the time.
Nothing ever, you know, thickskin.
I was proud of that when peoplesaid that and my coach told me
(30:31):
and really challenged me to justlet it all go in this book and
be as vulnerable, morevulnerable than I'd ever been.
And when I thought I was beingvulnerable, take from telling
those stories and putting thatout into the world has really
(30:54):
helped me get rid of some ofthat armor, soften it and get
rid of some layers and hasreally transformed the way that
I look at myself and the waythat I look at other people when
they're going throughchallenging times as well.
Speaker 1 (31:09):
You know it's crazy.
We think that people love usbecause they see how strong that
we are, but they truly love uswhenever they can see the core
of who we really are.
So, yes, peeling off thoselayers is what it takes and it's
the opposite of what we thinkthat we should be doing.
But I'm glad that you did,because the response you have
(31:30):
gotten from your Book and Nowbooks has been amazing.
Now you've got your newest book, multi-unit Mastery, out now
and your podcast, your coachingwork and leadership tools that
are helping people in our space.
So where can folks connect withyou, get your books or learn
more about working with you?
Speaker 2 (31:52):
Yeah, absolutely.
Thank you for asking.
If anyone would love a freecopy of the book.
Please go to wwwirfbookcom thatstands for Independent
Restaurant Framework Bookcom.
You can grab a copy there andjoin my ecosystem of resources.
Anybody that's listening tothis.
(32:14):
Episode two I would love togift you a coaching session and
talk about where you'recurrently at with the framework
and what tools and resources youneed.
So if you're interested in that, go to my website,
kristinmarvincom.
You'll find all of my resourcesbooks, podcasts, all the things
there.
If you go to kristinmarvincomcontact, send me a quick note,
(32:34):
say hey, I heard you on Jason EBrooks' show on the leadership
table.
Let's dive into the frameworkand I'd be more than happy to
spend an hour with you.
Speaker 1 (32:44):
Well, kristen, thank you for not just the work you do
, but how you do it, yourpresence.
You coach with heart and youmodel what you teach.
Yes, there are things that weare all still coaching ourselves
on and that we're gettingcoached on, but you are scaling
leadership the right way.
(33:04):
So, to our listeners, if you'regrowing your team, managing
multiple locations or trying tobuild something that lasts, this
conversation is your playbook.
Share it, bookmark it, startleading from clarity, not chaos.
Until next time, keep showingup with intention and remember
(33:27):
manage, lead, coach, repeat.
Kristen, thank you so much.
Speaker 2 (33:34):
Thank you.
Welcome back to the Leadership Table, where
conversations inspire, lead andelevate.
I'm your host, jason E Brooks.
Today's guest is someone I'vehad the pleasure of learning
from and growing alongside overthe past few years Kristen
Marvin.
She's a leadership coach,hospitality strategist and
founder of Solutions by Kristen.
(00:26):
She also recently released hersecond book, multi-unit Mastery,
and contributed a powerfulquote to my new book Every Team
Needs Coaching.
Kristen's voice carries weightin this industry because she's
lived it from high volumeoperations to coaching top
performing leaders.
In this conversation, we talkabout what it really takes to
(00:50):
lead at scale, how to coach fromthe middle, manage up, delegate
effectively and build thesystems that allow you to lead
with clarity and not chaos.
Let's get into it.
Speaker 2 (01:03):
You know.
I like to ask just a quickquestion.
Speaker 1 (01:06):
Sure, just so that you know listeners get to know
the person before we get intomore educational content.
But morning person or night owl?
Speaker 2 (01:16):
Oh, I am morning.
I've been both you know,throughout my life.
But I made a commitment tomyself.
So I was in the brunch worldfor seven years.
So I had to get up at knowthroughout my life.
But I made a commitment tomyself.
So I was in the brunch worldfor seven years so I had to get
up at 3.30, 4, 4.30 in themorning to get to work.
And at the time I hated itbecause I was a night owl.
But I made a commitment tomyself when I got out of brunch
(01:38):
to start setting aside a fewhours in the morning to have my
own morning routine, settingaside a few hours in the morning
to have my own morning routine.
And so 5.30 to 8.30 in themorning is my protected time to
take care of myself, eat well,meditate, journal, walk the dogs
, work out whatever I need inthat moment, and it's just a
(01:58):
beautiful way to invest inmyself before the world even
turns on and gets crazy.
Speaker 1 (02:04):
That's what I was going to follow up with was.
So like, what time frame of amorning person?
But 5.30 to 8.30.
So you're up at five, up at,and then from there you have
that nice bookend space.
Don't have nothing booked,don't ask me for anything, this
isn't about coffee, it's aboutme.
(02:25):
And then after that, then workfollows.
I like that.
I'm also a morning person and Idon't take naps either.
So some morning people at likethat 30 to 230, that crash comes
hard.
I muscle right through thatthing comes hard, I muscle right
(02:50):
through that thing.
And then I end up probablycrashing at about when I'm in
the middle of some kind of show,right at about 12 pm.
That's when I start dozing off,wake back up 20 minutes later,
need to rewatch that episode at6 pm the next day in order to
catch back up.
Speaker 2 (03:06):
That's how I do so yeah, yeah, I recently I've been
studying human design and justkind of understanding how I'm
built and how I should beworking, based on how you know
how I'm designed, and I'verealized when I've worked out I
got years ago I got intorecovery naps and I was kind of
you know, I've heard like LeBronJames is a big napper
(03:28):
post-practice and things likethat.
So I started to nap for about 20or 30 minutes and just lay down
, not set any alarm, right afterI go have a really intense
workout, and I would wake upfeeling like a total champion, I
could conquer the world, Icould go do that workout again.
And so when I started thisbusiness, I realized, with all
the mental fitness and all theyou know athletics that we do
(03:53):
with tech and everything on adaily basis, I started to need
those naps and so I will take a.
I will literally.
It's hilarious.
My girlfriend makes fun of mebut I just lay down on top of
the covers with my arms straightout, stiff as a board, and
close my eyes and 20 minuteslater I wake right back up and I
just get on with the rest ofthe day.
It's amazing.
(04:13):
So I do that like two or threetimes a week.
It doesn't need to happen everyday, but oh, I'm a serial
napper now.
It's awesome.
Speaker 1 (04:20):
I might need to do that because sometimes it is the
struggle bus and not justbecause I want to watch the
whole season finale of whatever.
But I actually do need toexplore taking that, you know,
instead of muscling througheverything just knock it out for
(04:44):
about 20 minutes and then getback to it.
Speaker 2 (04:48):
Give it a shot.
It's been a secret weapon forme.
It's awesome.
Speaker 1 (04:55):
I now know what's in your tool belt.
Okay, yeah.
Speaker 2 (04:58):
All right.
Speaker 1 (05:00):
All right, okay, so let's get to the educational
part.
But that was actually quiteeducational too, so I just
(05:38):
recently wrote an article for Qthere how difficult it is to
coach from the middle.
You have your team in differentregions, like I told you, so
you know what is it.
Do you think that operatorssometimes get wrong about
leading from the middle, and howcan they shift that lens in
(06:04):
what the difficulty is?
Speaker 2 (06:06):
Yeah, I mean this just really lands and hits home
for me.
I'll share my experience andobviously my experience has led
to what I'm coaching some of myclients on, so that they don't
make some of the same mistakes.
When I was in the middle and Iwas a regional and I was working
for a rapidly growing groupthat scaled from six to 48
(06:29):
locations in seven years, I didnot understand or even had heard
the concept of managing out.
I was confident at managing.
My teams loved rolling out newsystems, but the pace of how
fast everything was coming at usand how, like you said,
(06:51):
corporate was just like we needit, we need it, we need it, we
need it.
It was tech systems, it wastraining systems, it was new
initiatives around culture,around sustainability, around
community facilities.
It was coming from everydepartment and at times it felt
like wait a minute, is theleadership team here to support
(07:14):
operations or just tell us whatto do and roll all these things
out.
And so I think for me what thestruggle was was, again, not
understanding that I couldmanage, that I could really seek
to understand from my bosses.
Could you explain the why?
Why are we doing this and whyis this pace necessary.
(07:37):
Because if I would have helped,if I would have better
understood that, I would havetaken that energy to my teams
because it caused friction forme and for my immediate boss,
right, and then it would.
That energy showed up with myteams and showed up in the way
that I rolled out those newprograms and systems and the way
that I chose to either holdthem accountable to those new
(07:58):
systems or not hold themaccountable to those new systems
.
So I think you know I have aclient now who's in a new
regional manager position.
She's worked her way up fromthe company.
She's working with a groupthat's going from three to six
and her boss it's just her andher boss, and her boss is the
owner of the company and he's avisionary.
He's you know, he's you and Iright.
(08:19):
So nine out of his 10 ideas areshit, like ours are right.
That's just the role of avisionary.
So we have implementedquarterly reviews so that we can
focus on three to five thingseach quarter and then that helps
her kind of advocate forherself and go back to him.
And when he has all these ideasthat are coming in, coming in,
(08:41):
coming in every time, they meetevery week and go wait a minute.
Does this align with what wesaid we're going to do this
quarter or is it a distraction?
And so I think at the corporatelevel that's a little bit more
difficult, because you hope yourleadership team has that
structure in place where they'relooking at the rollout for the
entire year, they're looking atthe pacing, they're making sure
(09:02):
that those KPIs are in line withwhere the vision of the company
is going.
But if those things aren't inplace, then sometimes it feels
like there's just a tornado ofinformation around you all the
time.
Speaker 1 (09:16):
You are absolutely spot on.
I mean, most people believethat their direct supervisor is
in the know of everything thatis on their plate, that they
have this super dope, uh,computer-like memory that
everything that they've everasked us to do, they know
(09:39):
exactly everything that we'reworking on and, to be honest,
nine hours later they don't.
They have no clue as to whatthey told us.
They're just trying to drivethrough that vision and drive to
get some kind of results and doboth as quickly as possible.
And so, whenever you do, I dolove that tool the personal
(10:01):
quarterly business review.
Now, whenever most listenershear that like, oh my gosh, I
got more homework, I'm doingsome kind of business review.
Now, whenever most listenershear that they're like, oh my
gosh, I got more homework, I'mdoing some kind of business
review with my team and they'regonna get upset because I'm
scrutinizing them.
No, you should be doing your ownpersonal business review every
quarter of the three to fivethings that you're working on,
(10:22):
because it does a few things.
One, it kind of gives you yourown personal record of what did
I accomplish, what was Itracking, what should I have
been working on and where isthat goal heading towards.
It also gives you a slightfirst right of refusal.
Slight that whenever somethingrolls down and saying well, I
(10:44):
know that we're now saying this,but what about these three to
five things that align with this?
Does that mean that thesethings stop or this thing stops?
That may put pause or put someattention to what may or may not
be conflicting within thosegoals.
So I actually love that you saidthat, because the next thing
(11:08):
that I was moving towards wascoaching tools.
You know you have built up avery strong clientele because
you are a no-nonsense tell themlike it is, that's bullshit and
fix it right now type of leaderyou know.
(11:28):
So what are some of those toolsthat you use whenever coaching
others in order to help themelevate some emotional
intelligence, whether todelegate, whether to give
feedback.
But what are one or two toolsyou use while coaching to help
(11:49):
people get a clearerunderstanding of the big picture
?
Speaker 2 (11:54):
Yeah, I think a couple of the things that are
really coming to mind for me arechallenging that person to get
really curious, yes, and havingempathy for their boss.
So I'll give you anotherexample.
I was coaching a GM the otherday on how he was getting
feedback from his director ofoperations about something that
(12:15):
he had just rolled out and itdidn't go well.
And he read the email offeedback and immediately had
this perspective of I'm beingmicromanaged.
This feels awful.
Immediately had thisperspective of I'm being
micromanaged.
This feels awful.
And we talked a lot about whatdifferent mindsets and
perspectives he could look atthat email through.
(12:36):
He could look at it like he wasright, I'm being micromanaged,
this feels awful.
I feel like I've been asked todo this and now I've rolled it
out and now they're not happy.
There's no middle ground here.
I can never please these people, right?
Or this boss, or he could lookat it from a perspective of you
know what this is feedback.
My boss is sending me thisbecause he wants to support me
(12:56):
and he wants to support the teamand he wants to support the
business and the guests, and wetalked a lot about those two
different perspectives and howthe energy shifting with those
and what it felt like to leadthrough the lens of those two
perspectives.
And then I had him choose one.
Which one do you want to show?
How do you want to show up as aleader in this moment?
And he's like I want to look atthis as feedback.
It's like, okay, so we dug moreinto that.
(13:18):
How do you want to collectfeedback going forward?
Maybe it's not email, maybeit's one-on-one conversation,
maybe it's an email first andthen it's a follow-up one-on-one
conversation in person withthat boss to clearly understand
what's happening.
But when I help them alsounderstand the role of their
boss in the cog of the wheel ofthe entire organization and help
(13:43):
them look at that boss withempathy of what are they trying
to do, what's the ultimate goalhere, what do they want to
accomplish, and pull thatemotion and pull that personal
attack away from them.
It helps them be able to take astep back and look at the
bigger picture of theorganization.
Speaker 1 (14:02):
You know, if you ever really want to have a visual of
what happens, of what happensoutside of your own circle, I
always say the best schoolwatches and, like you said, that
(14:27):
cog, there's this little wheelthat's all the way on one side
and that is our circle, yourcircle, the GM circle, the
district manager, the regional,that's your circle.
But as you start looking atevery other wheel that is
connected, that's shifting,that's moving, there's times
(14:47):
that we feel like and I fullyget it, our guest, the guest
most important person besidesour team and ourself, so that's
actually three very importantpeople.
But we think that everyoneunderstands and it moves around
this wheel that we see everysingle day.
And you're right, we have tothink outside of my boss's wheel
(15:13):
has things going around it thatI never see because I am that
flat wheel within my world.
It's a big world, but I neverget to see what's pulling and
pushing on the other side.
Speaker 2 (15:27):
So that's a great example of shifting that lens
look to present something like aclock and the wheel and how it
(15:47):
all or that watch and how it allworks together and pulling
people out of their currentsituation and again being able
to look at the big picture ofwhy they're doing what they're
doing.
We lose sight of that whenwe're so deep in it and when
something emotionally comes atus like that yeah, I mean, we do
naturally get on defense.
Speaker 1 (16:02):
That's what we do.
Why?
Because the restaurant world isan emotional world.
I always say, um, I think foodis tied to the first emotion on
the planet.
Whenever we were born, um, uh,we were placed on our mother,
who loved us, knew that we weregood, and the first discomfort
(16:24):
that we ever had as a baby, shecured it with food and every
single time we felt some kind ofdiscomfort from being hungry.
The person that loved us curedit with food.
So that food world, that realm,is tied to the very first
(16:45):
emotion that everyone shares atdinner, at business luncheons,
cocktail parties, you name it.
So whenever people do explodeor we are like, oh my gosh, why
is it so crazy in the restaurantworld?
Because it is tied to emotion.
It really is, and we have tofind ways to not bury that thing
(17:08):
down, because that takes you toa very deep, dark place, but
how to work through those thingswith different lenses in order
to come out on the other side,showing true hospitality.
Speaker 2 (17:21):
Yeah, love it.
Speaker 1 (17:22):
Now it is.
It is just like it's new movieseason and boy, they are
dropping movies left and right.
There's all kind of recordsbeing broken.
It's also new book season, sotell us about your new book,
multi-unit Mastery.
Speaker 2 (17:42):
Thank you.
I appreciate the opportunity tobe able to talk about it and
congrats to you on the secondbook too.
Super, super fun.
This, I don't know about you,but this process was completely
different for me.
This was, you know, aftercoaching for a few years and
working in the restaurantindustry for 20 years, I
recognized a common theme withmy clients.
There were a few things herethat were missing in order to
(18:06):
help them be really successfuland to scale successfully and to
eliminate the chaos a lot ofthe chaos of the day-to-day, so
they could focus on what theywanted to instead of feeling
like they were putting out firesall the time, which we hear a
lot.
So multi-unit is an independentrestaurant framework that helps
restaurant owners do all ofthose things that I just
(18:29):
described.
So it's about making sure thatyou've got the right leadership
team in place and figuring outhow to know what that leadership
team looks like and who theyare.
Making sure that you aremeasuring the people that you've
got on your current teameffectively with your core
values, your mission and yourvision.
And then, once you've got thatteam in place, the tools are in
(18:51):
the book to help you nurturethem, develop them and help you
grow in a very sustainable waywithout burning out, so it's a
super fun project.
I really am excited to get itout in front of everybody and,
yeah, it's just an honor to getit out there.
So share it with the world.
Speaker 1 (19:12):
Well, I want this book to do well, because our
multi-unit leaders are the onesthat get the least formal
training for their role.
It's very known that you doreally well at being a GM, even
(19:34):
creating mini GMs within yourfour walls, and you will have a
system for everything.
You will have people owningthat one closet that's in the
front of the restaurant.
It's always a mess, but youmade a mini GM of that jacked up
closet and now they keep itpristine.
You have clipboards all overthe planet.
(19:55):
They're always being filled out.
You have your little mini me'sor mini GM's running all around
making sure things go well.
But what's crazy is the momentwe shift to more than one
location.
We think I'll just walk inthere for five minutes and then
I can tell you what's wrong.
We have no clipboards, nosystems, pure gut check.
(20:18):
And we're walking into three,four, five, 12, 15 locations
five, 12, 15 locations.
And then we wonder why we gobatshit crazy.
And it's because we have leftbehind everything that we
created whenever we were a verysuccessful GM Systems, processes
(20:41):
, people owning stuff, peopletaking over stuff for you.
We like try to hoard it asmulti-unit leaders and that's
not true mastery.
Speaker 2 (20:51):
Yeah, the book follows the story of Jason, who
is a made-up person based off ofa few of my clients.
But Jason's struggle from goingfrom two to three.
Right, it's easy to be in tworestaurants in a week, it's easy
to be able to coach and callthe shots right, answer those
questions.
But when you go to three,everything changes and I've
(21:14):
watched clients like Jason tryto sit through an hour meeting
and be blown up on their phonewith text message after text
message after text message.
Where do I get this sausagefrom?
Are ACs out?
Who do I call?
I had a staff member call insick today.
Can you come work a shift?
None of that stuff should be atthat level where you've got
(21:36):
three locations or even twolocations.
That stuff should not be comingstraight to the owner.
It's about making sure thatyour team is fully empowered and
developed and has the tools andthe resources that they need
within their four walls so thatyou can support them from afar,
no matter where you are, andempower them to be really,
(21:57):
really strong leaders.
That's what this framework isall about is giving the
restaurant owner the quality oflife that they want, because
sometimes the motivations toscale are different for
everybody, right.
Sometimes it's ego, sometimesyou just you open that first one
and six months or a year init's doing really well and you
start to get a little bored.
Or somebody comes to you andsays, hey, I've got a great
location, you should come, youknow, and you weren't even
(22:18):
thinking about it until thelocation popped up and you take
it on.
But you don't think about whatinfrastructure you need first in
order to do it.
It's not about getting it openand then figuring it out.
There's a better way to do itand there's a smarter way to do
it, and that's what this bookprovides.
Speaker 1 (22:35):
So how do you help leaders let go of control?
Because letting go of controlis something that we're not
trained to do.
We are trained from essence,from our first days of washing
dishes.
Get in there and get it done.
Time is every second counts,all that stuff.
(22:55):
How do you help leaders let goof control while still helping
them to drive performance,Because performance does matter?
Speaker 2 (23:08):
Yeah, I'm laughing because I'm going through this
right now with my own businessand we often say you know we're
best at teaching.
What we still need to learnright.
So one of the tools that I loveusing with clients is when they
say I'm working too hard, I'mputting out too many fires, I
want to get out of the business,I need a succession plan or
whatever the case is, or I wantto grow, but I can't do it where
(23:29):
I'm at right now.
We do an energy audit, so Isimply have them write down on a
piece of paper left columnwhat's giving you energy in the
day-to-day tasks that you'redoing and right column, what's
draining you of your energy.
And we check in on thosedrainers and we start to go one
by one.
What do you want to get rid offirst?
What's going to have thebiggest impact on your quality
(23:52):
of life, your mindset, your time, your life?
What you want, where you wantto spend your energy and who are
we going to go delegate thatout to?
Is that a person on your team?
Is it tech?
Is it a micro outsource?
Is it a virtual assistantmarketing team?
What is it right?
(24:13):
So we just start there.
We just start knocking themdown one by one, because you
can't just say, right, well,let's give up these five things
or let's give up these 10 things.
It's chaos.
So we got to start small.
You got to take tiny steps.
You've got to work with yourteam to make sure that things
are being implemented to thelevel that you want, that
there's no negative impact tothe business.
You've got to find, you know,as Dan Sullivan says, you've got
(24:34):
to find the who right.
When you talk about how not howam I going to go do this, but
who's going to do this with meand find that perfect, who to
take on that next challenge.
And then, once you get someexperience with that and you
start to get comfortable withletting go, well, then watch out
, because then all the otherthings on the list are going to
start flying off, you know, assoon as you can possibly get
them off the list.
(24:54):
So it's pretty fun.
Speaker 1 (24:55):
Yeah, delegation is key and the right way to
delegate and train is thebiggest unlock, because there's
times we will delegate as soonas someone messes something up.
Give me that back.
I knew it.
That's why I never gave you theschedule Totally.
I've always made the scheduleperfect my whole life.
(25:16):
I've never scheduled someonewhen they requested off.
I've never scheduled overtime,I've never had a gap.
I've been perfect right in theschedule.
The whole damn time Lies that'slies, we tell ourselves.
So I have two more questions foryou, kristen.
I know you're very busy, but Igot to get you these two
(25:36):
questions.
If you could sit at aleadership table with three
others, whether alive or fromhistory, who would you choose,
and why?
Speaker 2 (25:49):
do they have to be in the restaurant industry?
Speaker 1 (25:53):
that nope.
They can be anywhere, doinganything, at any time in the
world steve jobs, danny meyer,and I'm gonna say dan sullivan
let's go back to steve jobs.
Why?
Speaker 2 (26:06):
yeah, and the level of innovation, understanding,
looking at something like aniPhone and looking at what
people were carrying around andtrying to figure out a product
that could not be somethingextra but that all tie into each
other, with the computer, withthe, with the watch, creating a
(26:36):
brand like that that was sodifferent than what other people
were doing and and was he wassuch a risk taker.
I really admire that and as I'mcontinuing, you know, coming
into the third year of mybusiness, I just really really
admire that level of risk andchallenging.
When people around him said no,you know, digging his heels in
(26:59):
even deeper.
Speaker 1 (27:00):
Danny.
Speaker 2 (27:00):
Meyer.
I mean, he's the GOAT right.
I heard he just if he'slistening to the show that'd be
great.
But you know I've been obsessedwith Danny since I was in my
early 20s.
Setting the Table was my firstleadership development resource.
I bought copies and trained allmy team on it.
You know we're both fromMissouri, so I felt a cool
connection to see what he did,moving to New York and raising a
(27:23):
million dollars I think he was27 at the time and the success
that he's had and I just read,like what I saw on LinkedIn last
week or week before he's abillionaire now.
Congrats, danny, if you'relistening.
Wow To be able to grow hisbusiness the way he has and
still be humble.
(27:44):
I met him a few years ago ormany years ago in Denver when
the first Shake Shack openedhere and just sees what you get
with him.
He's just approachable and he'skind and he just lives
hospitality all the way through.
There's an authenticity and agenuineness to him and a
(28:04):
charisma.
I think that comes as a resultof that.
Why wouldn't you want to sitdown at a table with Danny Meyer
?
Speaker 1 (28:13):
And Mr Sullivan.
Speaker 2 (28:14):
As I'm entering this third.
You know I've been coaching myentire career, but as building a
business.
As a coach, in the last two anda half years I'm more I've been
studying Dan Sullivan'smaterials, so his books are you
know.
I'm sure he's got many morethan I've explored, but who, not
how, and I'm just reading 10xis easier than 2x To see
(28:36):
somebody that's been coachingfor 50, 60 years and who's still
showing up with passion andwho's been able to build
something I talked to one of histeammates last week that is
making such an extraordinaryimpact in people's lives and
challenging people to reallythink bigger.
That's the type of person thatI want to be surrounded by and
(28:59):
that's the type of environmentthat I want to also create for
my business.
So I find him to be veryinspirational to be very
inspirational.
Speaker 1 (29:10):
I love Kristen's board of directors.
Now, last question what's oneconversation and I know you've
had plenty of conversations, butas you're growing through
leadership, growing throughmanaging, growing through
coaching, what's oneconversation that you constantly
reflect back on, that you'relike that one right there, that
(29:34):
one helped reshape how I show upas a leader.
What's one conversation thatcomes to mind that you know
helped you reshape how you showup as a leader?
Speaker 2 (29:48):
well, I think that's a great question.
Thank you for asking that.
This conversation came late inlife, later in life for me, when
I was 40.
I was talking about writing myfirst book and I was terrified
to tell my story because it'swild.
There's a lot of realness aboutthe industry.
(30:09):
Lot of realness about theindustry sex, drugs, alcohol all
the things burnout and I had areally hard time showing up as a
vulnerable leader in my career.
I always was the strong,armored one came in, had to be
strong for the team, positivefront all the time.
Nothing ever, you know, thickskin.
I was proud of that when peoplesaid that and my coach told me
(30:31):
and really challenged me to justlet it all go in this book and
be as vulnerable, morevulnerable than I'd ever been.
And when I thought I was beingvulnerable, take from telling
those stories and putting thatout into the world has really
(30:54):
helped me get rid of some ofthat armor, soften it and get
rid of some layers and hasreally transformed the way that
I look at myself and the waythat I look at other people when
they're going throughchallenging times as well.
Speaker 1 (31:09):
You know it's crazy.
We think that people love usbecause they see how strong that
we are, but they truly love uswhenever they can see the core
of who we really are.
So, yes, peeling off thoselayers is what it takes and it's
the opposite of what we thinkthat we should be doing.
But I'm glad that you did,because the response you have
(31:30):
gotten from your Book and Nowbooks has been amazing.
Now you've got your newest book, multi-unit Mastery, out now
and your podcast, your coachingwork and leadership tools that
are helping people in our space.
So where can folks connect withyou, get your books or learn
more about working with you?
Speaker 2 (31:52):
Yeah, absolutely.
Thank you for asking.
If anyone would love a freecopy of the book.
Please go to wwwirfbookcom thatstands for Independent
Restaurant Framework Bookcom.
You can grab a copy there andjoin my ecosystem of resources.
Anybody that's listening tothis.
(32:14):
Episode two I would love togift you a coaching session and
talk about where you'recurrently at with the framework
and what tools and resources youneed.
So if you're interested in that, go to my website,
kristinmarvincom.
You'll find all of my resourcesbooks, podcasts, all the things
there.
If you go to kristinmarvincomcontact, send me a quick note,
(32:34):
say hey, I heard you on Jason EBrooks' show on the leadership
table.
Let's dive into the frameworkand I'd be more than happy to
spend an hour with you.
Speaker 1 (32:44):
Well, kristen, thank you for not just the work you do
, but how you do it, yourpresence.
You coach with heart and youmodel what you teach.
Yes, there are things that weare all still coaching ourselves
on and that we're gettingcoached on, but you are scaling
leadership the right way.
(33:04):
So, to our listeners, if you'regrowing your team, managing
multiple locations or trying tobuild something that lasts, this
conversation is your playbook.
Share it, bookmark it, startleading from clarity, not chaos.
Until next time, keep showingup with intention and remember
(33:27):
manage, lead, coach, repeat.
Kristen, thank you so much.
Speaker 2 (33:34):
Thank you.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Las Culturistas with Matt Rogers and Bowen Yang
Ding dong! Join your culture consultants, Matt Rogers and Bowen Yang, on an unforgettable journey into the beating heart of CULTURE. Alongside sizzling special guests, they GET INTO the hottest pop-culture moments of the day and the formative cultural experiences that turned them into Culturistas. Produced by the Big Money Players Network and iHeartRadio.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com