How involving employees in decision-making and goal setting boosts Phase 3 engagement

How can employee engagement be promoted during Phase 3?

• A. Through team-building games only
• B. Through involvement in decision-making and goal setting
• C. By increasing their workload
• D. By providing limited training sessions

Answer: (B)

Promoting employee engagement during Phase 3 can be effectively achieved through involvement in decision-making and goal-setting. When employees are engaged in these processes, they feel valued and recognized as important contributors to the organization. This involvement fosters a sense of ownership and accountability, improving motivation and morale. Additionally, when employees participate in determining goals and making decisions, they develop a deeper understanding of the organization's objectives and how their roles contribute to achieving them. This connection enhances commitment to their work and aligns their personal ambitions with the company's mission, leading to increased productivity and overall satisfaction. Other methods, such as team-building games, while beneficial for fostering camaraderie, may not delve deeply enough into the meaningful impact of involvement in the workplace. Increasing workload might lead to burnout rather than engagement, and limited training sessions could hinder opportunities for growth and development, which are essential for maintaining employee interest and enthusiasm. Hence, active participation in decision-making and goal-setting stands out as a vital strategy for driving engagement during this phase.

Boosting Employee Engagement in Phase 3: The Power of Involvement

If you’re guiding a Jersey Mike’s crew into Phase 3, you’re likely wondering how to keep energy high and motivation steady. The quick fixes—team-building games here, extra tasks there, a few training sessions—might feel tempting, but they don’t always move the needle the way real ownership does. Here’s the core idea: true engagement comes when people have a real say in decisions and a stake in goals. In Phase 3, that deliberate involvement makes the difference between busy work and meaningful progress.

Let’s unpack why involvement in decision-making and goal setting is the standout strategy.

Why Phase 3 needs a hands-on approach

Phase 3 isn’t just about doing more; it’s about doing what matters with a sense of purpose. When frontline teammates help shape the choices that affect daily operations, they see the direct line from their work to customer happiness, store performance, and even their own growth. That sense of ownership isn’t fluff. It translates into sharper execution, faster problem-solving, and a morale boost that spreads from the line to the back room.

Think of it like the difference between following a recipe versus tasting and adjusting as you cook. Anyone can follow steps, but cooks who tweak heat, timing, or ingredients based on what they’re tasting are often the ones producing the best dish. In a Jersey Mike’s context, engaged teams notice the small, practical improvements that add up—better order accuracy, smoother shifts, cooler handling of busy rushes, quicker restocks, and friendlier customer service.

The clear winner: involvement in decision-making and goal setting

Why does this approach beat other options you might consider? Let’s run through the contenders and keep the focus on real impact.

• A. Through team-building games only

Team-building activities spark camaraderie, and that matters. But they’re not a substitute for meaningful influence. A fun afternoon can improve mood, yet if people aren’t included in decisions that shape their work, the spark fades quickly. Engagement needs more than a feel-good moment; it needs a stake in the plan.

• C. By increasing their workload

More tasks in the short term rarely yields lasting engagement. When workload climbs without giving people a voice in how that work is organized, stress goes up and motivation goes down. Phase 3 teams do better when workload changes come with autonomy and a clear rationale that connects to goals.

• D. By providing limited training sessions

Training is essential, but limited, one-off sessions don’t sustain momentum. People need ongoing development and opportunities to apply what they learn in real time. Engagement thrives when learning is paired with responsibility and a pathway to practice new skills.

• B. Through involvement in decision-making and goal setting

This is the standout approach. When team members influence decisions and help set goals, they feel valued and seen. They develop a sense of stewardship over their work and a stronger connection to the store’s mission. The result? More proactive problem-solving, better alignment with customer needs, and a personal drive to succeed.

How to put this into practice in Phase 3

Now the practical part: turning this principle into everyday action without turning the store floor into chaos. Here are simple, repeatable steps you can start this week.

1. Create decision-making touchpoints you can trust

• Define who has what say in routine decisions. For example, front-line staff might decide on daily shift arrangements, order flow tweaks to reduce rush-time bottlenecks, or the best placement for promotional signage.

• Set clear boundaries. Some decisions stay with the manager, while others are open for team input. When people know the limits, they move faster and with confidence.

2. Set goals together, not on someone’s desk

• Use simple, measurable goals that connect to store success. Examples: customer wait time per order, accuracy of orders, and customer satisfaction scores. Tie these to weekly or biweekly targets.

• Make goals visible. A public team board or a shared dashboard helps everyone see how their efforts move the needle.

3. Build lightweight, ongoing feedback loops

• Short, regular check-ins (daily huddles or 10-minute stand-ups) keep everyone aligned and allow quick course corrections.

• Encourage two-way feedback. Let employees suggest changes and also share what’s working and what isn’t. Acknowledgment matters as much as ideas.

4. Tie decisions to training and growth

• When a team suggests a workflow tweak, offer a micro-learning session or quick coaching to support the change.

• Promote internal mentorship. A shift lead or veteran crew member can coach newer teammates on the new process, reinforcing memory and confidence.

5. Recognize real contributions

• Celebrate practical wins. It could be a smoother lunch rush, faster restock times, or a shout-out for excellent customer service. Recognition should feel concrete and timely, not generic.

6. Keep it simple and repeatable

• Don’t overwhelm with heavy processes. A small, repeatable cadence—weekly goals, biweekly reviews, monthly improvements—creates a steady rhythm.

• Use plain language and real examples from the store floor. When people hear “this tweak helped Mary’s line stay calm during lunch rush,” they’re more likely to buy in.

A practical framework you can adopt

Here’s a lightweight blueprint you can adapt to your Jersey Mike’s team:

• Step 1: Pick a simple focus area each phase (for example, reducing order errors by 20% over two weeks).

• Step 2: Invite input from the crew on potential changes to the workflow.

• Step 3: Agree on a plan with clear roles and a deadline.

• Step 4: Implement and monitor using a shared scoreboard.

• Step 5: Debrief, celebrate wins, and reset with a new focus.

This cycle keeps energy high without overloading anyone. It’s also forgiving—if a change doesn’t work, you learn, adjust, and move on.

From theory to real life: a few quick analogies

If you’ve ever cooked for a group, you know what it feels like when you get to pick the spices. You’ll taste, adjust, and tailor the dish to who’s eating. Engagement works the same way: people contribute to the flavor of the operation, and the result tastes a lot better when they helped craft it.

Or think of a sports team. The coach draws up the game plan, but the players’ feedback on strategies and their execution on court or field matter just as much. When players feel part of the game plan, they play with more energy and trust the process.

Common hurdles—and how to navigate them

No plan is flawless, especially when you’re juggling schedules, customer flow, and crew development. Here are two typical bumps and quick ways to smooth them out:

• Fear of losing control

• Reframe control as clarity: establish guardrails and decision rights. People don’t need to “own” every choice to feel empowered; they need to know what they’re responsible for and how to ask for help when needed.

• Scheduling chaos

• Build in predictability. Use a simple weekly plan and give the team a voice in shift arrangements. A few proactive conversations beat reactionary scrambling every time.

Measuring momentum without overloading the system

Engagement isn’t a fuzzy feeling; it shows up in concrete numbers and behavior. Look for:

• Increased participation in problem-solving sessions

• More instances of teams proposing and testing improvements

• Shorter cycle times for orders during peak hours

• Higher customer satisfaction scores and fewer order mistakes

• A steady rise in personal accountability and cross-training participation

Why this approach makes Phase 3 feel meaningful

People are more likely to stay committed when they sense ownership. When crew members help decide how the day runs and set targets they care about, they’re less likely to tune out and more likely to lean in. The restaurant floor becomes a place where ideas are welcomed, and effort is rewarded—not just with pay, but with pride in the work.

A closing nudge

If you’re aiming for Phase 3 success, start with leadership that listens as much as it directs. Invite input, set goals together, and keep the feedback loop tight and practical. The payoff isn’t just a smoother shift or happier customers; it’s a stronger team that grows together, learns faster, and takes real pride in a job well done.

So, what’s the first decision you’ll open up to your team this week? Maybe it’s how you tackle the next peak lunch rush, or perhaps it’s a small tweak to how you restock the line. Whatever you choose, you’re giving your crew a stake in the store’s future—and that stake is often the single best driver of engagement you’ll find.