Burger King turnaround focuses on communication

I don’t profess to be a business pundit nor do I want to trespass into other writers’ domain. But, as a retired old timer who once taught college students to communicate with each other, I think I still recognize good basic communication principles when I see them.

A recent article in the Wall Street Journal about Greg Brenneman, new chief executive officer of Burger King, rekindled some memories from my ancient professorial days.

My purpose isn’t to give the fast food chain free publicity. I am interested in the five tips the new CEO says he is employing as guidelines for helping turn the company around after an apparent downturn.

To me, the five tips seemed altogether fitting for any business organization. Granted, I may be a bit naive about business practices, but I would have thought most of these practices were already in place in most business organizations:

1. Focus on giving customers what they want, not what others think they should have.

2. Challenge conventional thinking, as with building big restaurants that are rarely full.

3. Indulge your best repeat customers with products that cater to their desires.

4. Communicate constantly with employees and other partners. Make sure everyone gets a weekly update on progress in implementing the business plan.

5. Make people feel pride in what they’re doing by setting ambitious but realistic goals and measuring them constantly, so people know where they stand.

I have to ask: If there are business organizations not following similar tips, why not? According to the Wall Street Journal, Burger King had gone through 11 chief executives and four parent companies in 20 years. Not surprisingly, companywide morale was low. Enter Brenneman, a Harvard MBA who had a good track record with Continental Airlines, among others.

I know nothing about the nature of the specific difficulties that Burger King was experiencing, but apparently many involved internal and external communication problems. Four of the tips addressed relationships with corporate and restaurant employees, customers and franchise owners. Relationship problems translate into communication problems.

Only one tip targeted a corporation situation, the conjecture that Burger King restaurant buildings were larger than necessary. Even this tip was framed in terms of challenging corporate employees to think creatively. I doubt that creative thinking ever harmed any business. Such a challenge can be a sure-fire morale builder.

The five tips tell little about the new business plan, but everyone is made to feel they have ownership in it by being kept up with its progress. Restaurant employee empowerment is stressed by reminding them that they are on the front line in providing quality products to customers, and encouraging them with comments about selling customers products they want. Most employees want to believe they are a valuable part of an organization dealing with quality products.

The WSJ article indicates that Brenneman’s efforts seem to be working. Good communication goes a long way toward improving morale.

Who says the Rusty Saber never writes about business issues?

Joe McAdoo is former chairman of the communication department at Drury University.