From reluctance to recognition: A McDonald's manager's inspiring journey

When Kerri Vickery started working at McDonalds 16 years ago, it was a reluctant but necessary move after the birth of her first child.

“It was definitely one of those jobs that I didn’t want to do, and I didn’t want people to know about. I was embarrassed to be working at McDonalds, but I needed some income, and it worked around my family,” she said.

Around six months into her McDonald's career, Vickery’s perspective shifted dramatically. The initial embarrassment gave way to a feeling of appreciation.

Vickery discovered that McDonald's was a supportive employer that was accommodating of family needs and provided opportunities for personal growth. It became more than just a job; for Vickery, it would turn into a fulfilling career.

“Now, I love it. There’s not a day that I hate going to work; I love going to work every day. It’s never the same, there’s different people, different experiences; it’s really great,” she said.

Award-winning manager

Vickery is now the Restaurant Manager at Rolleston McDonalds, and she recently hired her now 16-year-old daughter to work at the restaurant.

“It’s been a great experience that has helped me learn about myself, as well as learning how to deal with other people,” she said.

For the last two years, Vickery has been named “McDonalds Restaurant Manager of the Year.” She has also just been awarded the prestigious Ray Croc Award – an award that only the top 1% of McDonald’s managers across the globe receive. The award recognises those who lead by example through their actions and behaviours and achieve superior business results.

During her time with the company, Vickery says she “has transformed from an introverted individual who avoided public interactions to someone who confidently communicates with people.”

Leadership lessons

Over the years, she has accumulated a wealth of wisdom about leadership and managing diverse teams. One key insight from her time in management is to recognise and respect the individuality of team members.

“The main thing I’ve learned is everybody is different. There are so many different cultures, different beliefs, different needs, it’s taught me a lot about personal needs and stress and how people approach those things differently,” said Vickery.

Her management philosophy revolves around first understanding the person before seeking to be understood, a principle that she says has paved the way for her success.

“If you can understand the way they’re thinking and the way they’re learning, then it’s easier to adjust yourself to make them understand what you’re trying to teach them. You’ve got to change for every person because every person learns differently. So, if you can understand how they understand, then you’ll have much better success.”

In line with that philosophy, Vickery takes a hands-on approach to leadership. Rather than drowning in paperwork, she chooses to be on the floor, guiding, teaching, and explaining tasks to her team members. This approach ensures that her team understands not only what needs to be done, she said, “but why and how it should be done.”