https://www.frontpagemag.com/french-fry-leadership/
Bruno Hilgart began his management career as a 16-year-old hourly team member at a major QSR (Quick Service Restaurant) Brand in 1981. After graduating high school in 1983, he was promoted into his first management position just after his 18th birthday and became the General Manager of his first location as a 20-year-old in January 1986. He spent the next 26 years growing along with the company and in January 1996 was promoted to be the face of the franchise, serving in the role of leading the company as Director of Operations and Marketing until March of 2012.
I recently interviewed him about his recent book, French Fry Leadership: How to Attain Profits Through Serving People.
Hill: Bruno, your new book is a very well-written one that explains, in short chapters, definitive steps to achieve profits by adhering to a leadership philosophy you’ve developed after over 35 years in the restaurant business. But your story is an interesting one. You never went to college, and you were a restaurant manager by the time you were 20. Where did that confidence to be a leader so young in life come from?
Hilgart: My confidence to be a leader at such a young age came from the work ethic I was taught by my parents and knowing at a young age that if I wanted anything in life I was going to have to earn it. My family did not have much money, so I got a paper route at 12 years old. My work ethic was noticed by my customers by the feedback and the tips I received. This built my confidence. As a 14-year-old busboy, my boss and the servers noticed my work by giving me more hours and sharing more tips with me than the other busboys. I also had success playing baseball and basketball and was an overall natural athlete who loved to compete. The environment and culture at the first Burger King restaurant that I began working at while a junior in high school also recognized my work, which led to them trusting me with additional responsibilities at a young age. The owner was a college athlete, so we meshed well there, too.
Hill: You challenge and debunk a lot of popular business myths out there. One is that people do not quit their jobs—rather, they quit their bosses. Is this really the case, even if they have a desire to self-actualize beyond the scope of their current employment?