Josh Goodman Pincetich: KremeWorks manager raises dough the old-fashioned way: by meeting goals, exceeding goals and being creative

Nation's Restaurant News, Jan 26, 2004 by Dave Wolkowitz

"Josh explains that things happen in time, and they happen for a reason," Fitzgerald says. "He knows the right time and place for everything, and he's helping me work toward a promotion by directing me down the right path."

By offering such counsel, Pincetich is seen as increasing the retention of talented managers and helping them grow professionally while demonstrating how they might interact with employees whom they supervise. He considers teaching by example to be of heightened importance when dealing with a staff substantially composed of high-school students, teenagers and young 20-somethings.

"Many people are in school or in transition and trying to figure out what they are doing in life," he says. "A lot of them will become supervisors and then managers and will make their career with us. That's what we love--to help them grow.

"You look for talent inside your store and develop the people and harness their natural talents while they help accomplish the company's goals."

Pincetich, citing his experience managing full-service restaurants, points out that the differences in workers across restaurant types can be exaggerated.

"Managing people in the quick-serve environment is very different but not as different as you might think," he says. "Instead of servers earning tips, you have people making an hourly wage. But people are people, and it's all about training your staff to make sure they feel really good about what they are doing."

KremeWorks COO Knox recognizes Pincetich's skill with his employees.

"One thing | really enjoy is his focus on developing people," she says. "If you are trying to grow a company but aren't committed to growing people, it won't work." Pincetich "is always thinking of our other stores. He has helped open all our Krispy Kremes--eight to date and more in coming months."

In a 24-hour operation where managers sometimes don't see each other for several days, a general manager needs to be wary that other managers and employees might develop divergent work methods and goals. Pincetich insists on using a logbook to keep his restaurant running smoothly.

"The whole management team has to be eyeballing everything with the same goal in mind," Pincetich says. "The logbook has really increased the ability of managers to effectively run the store. It keeps the team tight. The difference between an effective and ineffective logbook is how disciplined and invested everyone is in using it. That has been a management focus since Day 1."

Fitzgerald says other restaurants have the same kind of logbook but use it less effectively. He contends that Pincetich's insistence on consistency and complete entries makes the Clackamas Krispy Kreme's logbook stand out from the rest. Fitzgerald, however, is quick to point out that keeping a logbook is only one aspect of Pincetich's communication prowess.

"Josh is great with the customers and employees; I really learn a lot from the way he handles himself with professionalism," Fitzgerald says. "He always seems to know the right thing to say."