Serving People Serving Coffee Since 2005
Issue link: http://baristamagazine.epubxp.com/i/804825
take risks in order to move forward and fi nd success, and that the fear of failure cannot hold us back. It can't exist here." This gives her company "a great culture to try new things, sometimes fully knowing we'll make mistakes." You need a profi t target that requires some effort. I'm not talking about having stretch goals, which are often de-motivating, but the targets should not be so easy that they can be taken for granted. You want to be able to say, "By hit- ting these targets, we will strengthen the company, so we're going to give ourselves a reward if we do it." In 2016—their fi fth year owning the company—Melissa, Matt, and the Espresso Parts team hit their "big, hairy, auda- cious" profi t goal. "We all hugged each other and cried," says Melissa. "It was something we were all really proud of. It was great to have the opportunity to celebrate accomplishing a goal. We're grateful to have a company that's thriving, and to be a part of something that's so real." Profi t sharing is not a reason to pay people minimally the rest of the year. "When we open, as soon as we can afford to increase the starting wage, we want to do that," Chris said prior to opening the shop. Cat & Cloud also has opportunities for staff to take on training, wholesale, scheduling, or inven- tory duties, for which Chris says they're "paid accordingly," because realistically, a barista who wants to earn a living wage does more than make coffee. "We'll talk about these things at meetings and ask who wants to take on more responsibility, while being clear that we don't want them to do more while sacrifi cing quality," says Chris. "If they can do it, great, and if we need to hire more help, we'll do that." Profi t sharing can motivate your staff to work hard, learn, and take initiative. You can even save time and money on training when you empower people to come up with solutions to problems, because they know how it can affect the company's bottom line. People like to use their brains on the job—they like to be going somewhere, and to feel they've achieved something. And when the profi t-sharing check comes in, they'll know they're getting it because they took responsibility and increased the economic value of the company. It's not a gift, and it's not an entitlement. It's payment for a job well done. Further, they will come to expect and look forward to a new challenge the following year, and another the year after that. Finally, as a business owner, you may even sleep better knowing you're not the only one concerned about your com- pany's bottom line. ILLUSTRATION BY JACK POLLOCK 1. Select a program that rewards the behaviors you aim to encourage. 2. Be transparent about your company's fi nancial information with employees. 3. Set clear, realistic expectations about what the company must achieve to merit the release of profi t-sharing funds. 4. Clearly explain what employees must do to benefi t from the program, and for how much. 5. Prepare for a lot of government paperwork and oversight if you choose a regulated plan. Profit sharing is not a gift, and it's not an entitlement. It's payment for a job well done. 95 www.baristamagazine.com