Heart & Resourcefulness: Behind Jean Lanfear's Lifetime of Leadership
By: Hannah Riffell
Some of the most important things that Jean Lanfear learned in life she picked up while swirling ice cream at the Dairy Queen. Her first hospitality experience was a job at the Union Lake Dairy Queen, which was owned by a family friend. For three summers, starting when she was fourteen, she worked hard serving ice cream and sundaes and developing the skills she couldn't have known at the time would have propelled her through an entire career.
"We thought that was stress," she said, laughing. "You know, this was long before drive through and you would have four cones in one hand, and you're trying to make the perfect swirl, while the little baseball teams are all impatiently standing in line. It was a great first job."
Now, Lanfear is the Vice President of Human Resources at a Michigan-based company called Patton Wings. Patton Wings is the largest Buffalo Wild Wings Sports Bar franchisee with 108 restaurants in 8 states. 52 of those locations are in Michigan. She's tackled accounting projects, assembled human resources departments, taken leadership roles with industry-guiding organizations like the Hospitality Training Institute of Michigan (HTIM) and the Michigan Restaurant & Lodging Association (MRLA), and helped to successfully helm multi-generational teams through challenges like the COVID-19 pandemic.
"We thought that was stress," she said, laughing. "You know, this was long before drive through and you would have four cones in one hand, and you're trying to make the perfect swirl, while the little baseball teams are all impatiently standing in line. It was a great first job."
Now, Lanfear is the Vice President of Human Resources at a Michigan-based company called Patton Wings. Patton Wings is the largest Buffalo Wild Wings Sports Bar franchisee with 108 restaurants in 8 states. 52 of those locations are in Michigan. She's tackled accounting projects, assembled human resources departments, taken leadership roles with industry-guiding organizations like the Hospitality Training Institute of Michigan (HTIM) and the Michigan Restaurant & Lodging Association (MRLA), and helped to successfully helm multi-generational teams through challenges like the COVID-19 pandemic.
"Staying on the sidelines was not an option for me."
Many of the skills she developed along the way, however, she credits to her first job at the Dairy Queen. In hospitality, she said, "there's something different every day, every minute, and you have to be prepared for what or who may step up to the window, just like today."
She learned adaptability. She developed stress management skills. She honed-people skills, and she observed the CEOs she worked for demonstrate resilience, strength and fortitude through the toughest of times.
With over 35 years of experience and 25 years in hospitality human resources, Lanfear brings to her role as MRLA Chairman of the Board an exception understanding of the industry, as well as a deep dedication to the people who make up Michigan's hospitality industry.
She learned adaptability. She developed stress management skills. She honed-people skills, and she observed the CEOs she worked for demonstrate resilience, strength and fortitude through the toughest of times.
With over 35 years of experience and 25 years in hospitality human resources, Lanfear brings to her role as MRLA Chairman of the Board an exception understanding of the industry, as well as a deep dedication to the people who make up Michigan's hospitality industry.
Human Resources & Hospitality
Despite her beginnings as an ice cream aficionado, Lanfear didn't initially set out to pursue a lifelong hospitality career. Her early background was in finance, and her first professional steps were in accounting before transitioning into a long-term career in human resources - all, however, within the context of the hospitality industry. She stayed because of the people and the culture.
There was no "AHA" moment," she admitted, reflecting on her decision to continue her career in hospitality. "The hospitality industry has honest-to-goodness people from every level, from dishwashers to CEOs. They're genuine, hardworking people who all play a very important role in the success of the business."
While attending Oakland University, Lanfear started working in the office of a dinner club, where she was tapped to help solve accounting irregularities for the business. Her next professional step took her to Big Boy, where she started as a financial analyst before moving up to a divisional controller.
Then in the mid 90's her career took an interesting turn, influenced by the top headlines of the day. In the wake of the Clarence Thomas trials, Lanfear said new questions arose about how to handle sexual harassment in the workplace. "It created such a stir around the country, " she remembers. As more and more companies began crafting stronger anti-harassment policies, Lanfear said her CEO at the time asked her to take on the challenge of implementing a Human Resources Department.
"Back then, you had benefits, payroll and personnel, departments all very siloed," Lanfear explained. "So, we pulled together the departments, created a true human resources function, and a strong collaborative team, which resulted in being able to make a real impact on the lives of our team members while protecting the company. And that really was my foray into human resources."
Despite her beginnings as an ice cream aficionado, Lanfear didn't initially set out to pursue a lifelong hospitality career. Her early background was in finance, and her first professional steps were in accounting before transitioning into a long-term career in human resources - all, however, within the context of the hospitality industry. She stayed because of the people and the culture.
There was no "AHA" moment," she admitted, reflecting on her decision to continue her career in hospitality. "The hospitality industry has honest-to-goodness people from every level, from dishwashers to CEOs. They're genuine, hardworking people who all play a very important role in the success of the business."
While attending Oakland University, Lanfear started working in the office of a dinner club, where she was tapped to help solve accounting irregularities for the business. Her next professional step took her to Big Boy, where she started as a financial analyst before moving up to a divisional controller.
Then in the mid 90's her career took an interesting turn, influenced by the top headlines of the day. In the wake of the Clarence Thomas trials, Lanfear said new questions arose about how to handle sexual harassment in the workplace. "It created such a stir around the country, " she remembers. As more and more companies began crafting stronger anti-harassment policies, Lanfear said her CEO at the time asked her to take on the challenge of implementing a Human Resources Department.
"Back then, you had benefits, payroll and personnel, departments all very siloed," Lanfear explained. "So, we pulled together the departments, created a true human resources function, and a strong collaborative team, which resulted in being able to make a real impact on the lives of our team members while protecting the company. And that really was my foray into human resources."
"We are Pure Michigan. When you think of Pure Michigan, you think of Tim Allen's calming voice talking about great golf courses and beautiful lakes. Yet each of our businesses and our team members make Pure Michigan what it is, and we must fiercely protect their interest."
That opportunity would lead eventually to a 25-year career in HR, where she describes a sense of fulfillment knowing that she was making a positive impact on others. In her current role at Patton Wings, Lanfear represents 4,500 team members - with over 2,500 spanning Michigan - and is fiercely driven by her devotion to the ownership group, team members and those in the greater hospitality industry. "We have a real responsibility to our team members and their families. These are people who grew up with and contributed to the success of our company, and we've been part of their family for over 25 years."
That dedication prompted another move: involvement with the Michigan Restaurant & Lodging Association as a Board Member and now Chairman of the Board. "I felt an obligation to take my involvement on the MRLA Board to the next level and truly be engaged in protecting both Patton Wing's interest, but most importantly, our 2,500 team members' livelihoods," she said. "Sitting on the sidelines was not an option for me, particularly with the extreme issue that faced us during 2024 and now spilling into 2025, and the potential impact those issues have on our lives and on our businesses. I'll apply that same passion to both the lodging and the restaurant side. "
That dedication prompted another move: involvement with the Michigan Restaurant & Lodging Association as a Board Member and now Chairman of the Board. "I felt an obligation to take my involvement on the MRLA Board to the next level and truly be engaged in protecting both Patton Wing's interest, but most importantly, our 2,500 team members' livelihoods," she said. "Sitting on the sidelines was not an option for me, particularly with the extreme issue that faced us during 2024 and now spilling into 2025, and the potential impact those issues have on our lives and on our businesses. I'll apply that same passion to both the lodging and the restaurant side. "
Priorities & Pure Michigan
As the incoming Chairman of the Board of Directors, Lanfear is committed to representing Patton Wings in Michigan and fighting for the Michigan hospitality industry, with a keen understanding of the challenging climate facing today's restaurants and hotels.
"The last several years have become more and more challenging with COVID and the legislative changes that affected our businesses; however, it's never been clearer to me than this last year with what we had to deal with. The fight is not over, and I feel like I'm ready to take on the battles," she said.
One of her top priorities upon becoming Chairman is enhancing her knowledge and understanding of the lodging industry, as well as taking a more active role in promoting collaboration among all the businesses in Michigan's hospitality ecosystem.
"The common interests between the two groups just serve to strengthen our representation around the state," she said.
Lanfear intends to keep dialogue open to and invest in the work of the Michigan Hospitality & Tourism Alliance, which provides a unified vision of advocacy for both the restaurant and lodging industries.
She's also serious about securing permanent and consistent funding for Michigan's entire tourism and hospitality industry and wants to focus on finding ways to back the state's tourism promotions. "We are Pure Michigan. When you think of Pure Michigan, you think of Tim Allen's calming voice talking about great golf courses and beautiful lakes. Yet each of our businesses and our team members make Pure Michigan what it is, and we must fiercely protect their interest."
As the incoming Chairman of the Board of Directors, Lanfear is committed to representing Patton Wings in Michigan and fighting for the Michigan hospitality industry, with a keen understanding of the challenging climate facing today's restaurants and hotels.
"The last several years have become more and more challenging with COVID and the legislative changes that affected our businesses; however, it's never been clearer to me than this last year with what we had to deal with. The fight is not over, and I feel like I'm ready to take on the battles," she said.
One of her top priorities upon becoming Chairman is enhancing her knowledge and understanding of the lodging industry, as well as taking a more active role in promoting collaboration among all the businesses in Michigan's hospitality ecosystem.
"The common interests between the two groups just serve to strengthen our representation around the state," she said.
Lanfear intends to keep dialogue open to and invest in the work of the Michigan Hospitality & Tourism Alliance, which provides a unified vision of advocacy for both the restaurant and lodging industries.
She's also serious about securing permanent and consistent funding for Michigan's entire tourism and hospitality industry and wants to focus on finding ways to back the state's tourism promotions. "We are Pure Michigan. When you think of Pure Michigan, you think of Tim Allen's calming voice talking about great golf courses and beautiful lakes. Yet each of our businesses and our team members make Pure Michigan what it is, and we must fiercely protect their interest."
Management & Multi-Generational Leadership
As a long-time hospitality professional, who has provided leadership to countless members of the industry, Lanfear sees the hospitality industry as a place of opportunity and creativity for multiple generations.
An active Board Member of the Hospitality Training Institute of Michigan (HTIM), she is excited that the institute is providing new avenues for hospitality professionals to level up and enhance the credibility and professional image of the industry. She had several of her managers at Patton Wings, who had already trained in the industry, take the course, which provided financial training and managerial knowledge for a hospitality context.
In her own leadership, Lanfear is intentional about effectively managing the up-and-coming employees and opening doors for the next generaiton of workers. She is very sensitive to the generational differences in the workplace and stresses the importance of understanding how to connect with workers of all ages. In her experience, this is a crucial element to workforce retention.
"This is the first time in history that we've had four generations in the workforce at the same time, she notes, adding that it's vital to understand what makes them all tick.
While some might consider managing multiple generations a challenge, Lanfear works with her management teams to help them understand the values of each generational group in their teams, from how they receive information to how they want to be engaged in the process.
COVID, almost overnight, completely changed the landscape, she said, requiring leaders to pivot to a more flexible work style while maintaining firm, fair, and consistent policies.
In an industry that often represents the first work experiences for younger workers, Lanear says that giving team members individual attention, flexibility, and understanding can go a long way in terms of retention and creating a great culture.
"We must understand those general differences and respect them. They want to be part of the process, and that's what's going to keep them in the industry."
As a long-time hospitality professional, who has provided leadership to countless members of the industry, Lanfear sees the hospitality industry as a place of opportunity and creativity for multiple generations.
An active Board Member of the Hospitality Training Institute of Michigan (HTIM), she is excited that the institute is providing new avenues for hospitality professionals to level up and enhance the credibility and professional image of the industry. She had several of her managers at Patton Wings, who had already trained in the industry, take the course, which provided financial training and managerial knowledge for a hospitality context.
In her own leadership, Lanfear is intentional about effectively managing the up-and-coming employees and opening doors for the next generaiton of workers. She is very sensitive to the generational differences in the workplace and stresses the importance of understanding how to connect with workers of all ages. In her experience, this is a crucial element to workforce retention.
"This is the first time in history that we've had four generations in the workforce at the same time, she notes, adding that it's vital to understand what makes them all tick.
While some might consider managing multiple generations a challenge, Lanfear works with her management teams to help them understand the values of each generational group in their teams, from how they receive information to how they want to be engaged in the process.
COVID, almost overnight, completely changed the landscape, she said, requiring leaders to pivot to a more flexible work style while maintaining firm, fair, and consistent policies.
In an industry that often represents the first work experiences for younger workers, Lanear says that giving team members individual attention, flexibility, and understanding can go a long way in terms of retention and creating a great culture.
"We must understand those general differences and respect them. They want to be part of the process, and that's what's going to keep them in the industry."
|
Family & Focus
A born and raised Michigander, Lanfear still lives in the Detroit area and takes advantage of the outdoor activities that make the state a unique tourist destination. In her free time, she enjoys pheasant-hunting in Metamora, boating on Lake St. Clair, and golfing wherever she can (she always travels with her clubs!). She has one daughter and lives with her fiancé in New Baltimore. As both a loyal Michigander and an experienced restaurant HR professional, Lanfear looks forward to steering the MRLA and the Michigan hospitality industry through a turbulent time as the 82nd Chairman of the MRLA Board of Directors. When asked what advice she would give to new members of the hospitality industry, Lanfear said, "Inspired by the leaders that I have worked with over the years, I can say that developing resilience, resourcefulness, and fortitude is the key to success. Those are the strengths that I have carried with me." |
