Reaching Down Within the Enterprise to Connect With Those You Don’t Know — Yet
Legendary restaurateur Norman Brinker was known for his initiative, innovative thinking, and entrepreneurial spirit.
In the early days of casual sit-down dining, Brinker launched eating establishments like Steak & Ale, Bennigan’s, and Chili’s. He introduced the concept of the salad bar, among other original ideas.
Later, as a President of Pillsbury’s restaurant operations, he reinvigorated the Burger King brand by picking a fight with McDonald’s, arguing in TV commercials that people preferred flame-broiled hamburgers over their rival’s fried version.
Brinker enjoyed teaching people and mentoring leaders. His proteges went on to great careers in the industry at restaurants that included Applebee’s, TGI Fridays, Boston Market, and Sizzler.
Today, long after his passing, Brinker International is one of the leading casual dining companies in the US. It’s the home of Chili’s Grill and Bar and Maggiano’s Little Italy. With more than 1,600 restaurants in 29 countries, the company of 62,000 team members serves more than 1 million customers every day.
Of the many leadership principles he tried to lead by, one made him a popular figure everywhere he went. His rule was to speak personally to as many front-line team members as he could during his many visits to his restaurants.
The same was true in the corporate office. He believed the greater the distance between a leader and a team member within the organizational hierarchy, the more important it was for the leader to create a personal and caring connection.
Reaching down within the organization to meet with those who normally don’t interact with you suggests a leader who not only cares but who is interested in learning more about their business.
Even in relatively small organizations, leaders often depend on people with whom they don’t have a direct connection. They naturally expect other leaders to establish the connection necessary to achieve loyalty, commitment, and quality performance.
But for great leaders, like Brinker, making the effort to engage and know as many team members as possible electrifies team member motivation and galvanizes commitment.
The bigger the status gap, the bigger the impact.
How many of the team members in your organization have you connected with? Status in organizations separates people. Great leaders don’t let it.
Leaders who stay curious about their people, who connect genuinely, and who care deeply create legacies that outlive their tenure.
Some leaders seem to have an almost magical ability to inspire loyalty and commitment. Reading about Norman Brinker reminds me that the best leaders don’t hide behind titles or status—they break down barriers and connect with the people who keep the machine running.
And honestly, that same principle applies to relationships, especially when you’re navigating the unpredictable dynamics of a partner who keeps you guessing.
Think about it: in a relationship, there’s often a ‘status gap’ of a different kind—not in hierarchy, but in emotional connection. One partner might feel more secure while the other struggles to open up.
Bridging that gap, just like Brinker did with his team, is about showing up with genuine curiosity and care. It’s not about grand gestures; it’s about asking the questions that matter and listening for what’s unsaid.