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Listen to the podcast and for – what happens when leaders ask for change but do not support it, how confidence can be affected even when performance is strong, and why values matter.
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Narrated by Darryl Morris, BBC and Times Radio broadcaster.
Real life stories from the Good Apple Effect
These are real stories from people working in hospitality at all levels.
Each account is based on an interview, captured by an experienced, independent writer.
Names and some identifying details have been changed to protect those involved, but the situations described are genuine.
The commentary that follows each story reflects the perspective of The Good Apple Effect, a not-for-profit Community Interest Company focused on reducing misuse of power and bullying in hospitality, whilst shining a bright spotlight on the positive impact the sector sees when it is reduced. The reflections explore the wider learnings from each story and their implications for people, teams and business performance.
HEAD: ‘He walked into a busy service and yelled at me in front of everyone.’
SELL: A dream role became a battle for a manager who refused to let poor behaviour go unchallenged.
Nikka started as Deputy General Manager in a busy central London restaurant in 2024. With ten years of hospitality experience behind her, the move felt like natural progression.
“When I got the job I couldn’t believe how fortunate I was. It was a nice step from my previous role in a similar chain, and the pay reflected that,” she says. “I was brought in to help improve performance. The branch had been getting poor reviews, the team was around one hundred strong, and I was told there were some difficult characters. But I was confident I could handle it.”
In the early months, things improved.
“Most people responded really well. Rotas became fairer, and I introduced some simple rewards like free desserts and bottles of wine. Staff satisfaction went up, and so did our online reviews. I can’t say everything was down to me, but my General Manager was pleased with how things were progressing.”
But not everyone welcomed the changes.
“Trying to sort out what wasn’t working meant addressing underperformance, including some of the ‘difficult characters’ I had been told about. That led to some changes, with two people leaving the business and one being suspended. A few who remained did not want to work with me and began raising complaints about me to senior management.”
While her General Manager remained supportive, pressure began to build from above.
“The Operations Manager, Geoff, and the Area Manager, Omar, both had close relationships with some of the staff pushing back. That made things difficult.”
The behaviour soon escalated.
“I don’t remember his exact words, but Geoff started telling me I should be more like a younger manager who basically did whatever he asked. Omar would stand across the street watching me. It felt constant.”
One incident in particular stayed with her.
“Omar walked into the restaurant in the middle of a busy service while I was on the door and started shouting at me to direct the staff more. I felt utterly humiliated. I stepped in to help turn tables, and then he criticised me for not welcoming guests. I could not do both.”
Over time, the pressure began to take its toll.
“What I realised, slowly, was that they had brought me in to make changes, but they did not actually want change. They wanted people who would just agree.
“I knew I was good at my job, but I started to doubt myself. I started thinking maybe they are right and maybe I am no good.”
The situation came to a head when Geoff sent a formal list of complaints to her General Manager.
“My GM sat me down and went through accusations like ignoring the rota and failing to run promotions. None of it made any sense, but they were serious claims. I decided I wasn’t going to let my record be damaged.”
Nikka asked for the matter to be escalated to HR and submitted evidence to challenge the claims.
“I showed them the plans I had created, including the promotions they said I had ignored. Within a few hours HR called to apologise.”
No action was taken against Geoff.
“I was furious. I had put a lot into the business and was being undermined without consequence. I even emailed the CEO, but got no response.”
At that point, Nikka began to question whether the issue was performance, or something deeper.
“I started to see that my values did not match theirs. I was trying to improve the business, but it felt like they wanted control.”
She began looking for another opportunity.
Today, she is General Manager of a restaurant in Fitzrovia, a step forward from her previous role.
“I am so happy here. It is not easy, but I am supported by the people around me. Some of my former colleagues have joined me, which has really helped rebuild my confidence. It proved the problem wasn’t me.”
Reflection
Nikka was brought in to improve performance, and she did.
Reviews improved. Staff satisfaction lifted. The team responded.
But the environment around her did not support what she had been asked to do. Change was expected, but not backed by the behaviour of the senior team.
Over time, that tension caught up with the business and the business paid the price.
A capable leader left, and others followed. The business lost both.
The issue here is not capability. It is whether the environment allows people to do the job they were brought in to do.
When it does, people tend to stay and performance builds.
And that is better for people and for the business.
Self-reflection
If you are in Nikka’s position
Are you being asked to deliver change, but not being supported to do it?
Are expectations clear and consistent, or do they meander depending on who is involved?
Are you starting to doubt yourself despite evidence that you are performing?
Are you able to challenge and be heard, or are you being pushed towards agreement?
If the environment does not allow you to do the job you were brought in to do, it is worth asking whether the issue is your capability, or the conditions you are working within?
If you are a senior leader
Are you asking for change, but reacting negatively when it is delivered?
Are your behaviours reinforcing the outcomes you say you want?
Are you supporting your managers publicly, especially when they are making difficult but necessary decisions?
Are you creating clarity, or confusion?
People watch what leaders do more than what they say.
If the behaviour at the top does not back the direction of the business, performance is unlikely to build and good people may leave.
Interested in the science behind stories like this? Dulcie Swanston’s exclusive Good Apple Effect three-part film series explores threat, behaviour and prevention, helping explain why experiences like those described above occur and what leaders can do differently – coming soon!
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