Pizza Hut's Noel Hallacy Leads Her Team by Being on the Team

by Elizabeth Denham

Noel Hallacy’s story is one of perseverance, self-actualization and the embracing of the humanity of herself and her colleagues. As Director of Operations for Pizza Hut franchisee American West Restaurant Group (AWRG) in Orange and Los Angeles Counties in California, she has learned that by being the fullest and most honest version of herself, she is a better leader, better team member and better human being.

“People have been my passion since I became a shift manager when I was 18 years old,” Hallacy said. “I get the most joy out of watching them succeed whether it’s with us or whether they grow themselves here and move on to bigger and better things.”

Having been with Pizza Hut for 22 years, Hallacy started at an entry-level position when she was 16 and moved up quickly. She had to wait until she was 18 to become a shift manager, and within two years, she was Restaurant Training Leader (RTL) for 80 to 90 stores. A mere six to eight months later, she was promoted to Area Coach and ran eight stores for about a year. And then she made a change.

“I made a personal decision to leave the organization and try something new,” she said. “But I quickly realized that I left what I loved doing.”

Learning that different isn’t always better, Hallacy returned to Pizza Hut and had to start over in the restaurant as a general manager. During this time AWRG, came in and bought 300 stores. She knew this would open doors for her, and she also knew it was time to fully embrace herself.

“The biggest hurdle I have ever had to overcome, was while I am a female – and the youngest female to work as an RTL – but also, I’m gay,” she explained. “For years, I struggled with that, kept it a secret and felt like I was never able to reach my full potential and be who I really was.”

When Hallacy left the company and came back, she worked her way back up to Area Coach and ultimately to Director of Operations for 74 stores. She also promised herself that she was going to be authentically herself all day, every day.

“When I came back, I was me. Take it or leave it. I didn’t hide that I was gay, and by doing that, I found I was better able to perform in my position not worrying about what anyone else thinks,” she said. “And at the same time, I was directly or indirectly influencing those that worked with me if they were in a similar situation. Through me just being me, I have helped others understand that, in fact, they too can do more in this company or in any company.”

Her authenticity combined with her experience working her way up in the Pizza Hut franchise allows Hallacy to relate to and earn the respect of her team.

“I understand completely what it is to be in their shoes. I have held every single one of their positions. I know how the business runs. I know when it’s busy, when it’s slow. When things are going to go bad and when things are going to go well,” she said. “People are my number one priority. This past year, more so than ever before, it’s about making sure my team can relate to me, and I can relate to them.”

Hallacy finds that the best way to lead her team is by participating in the day-to-day work of the stores whenever she can.

“It’s easy when you’re in leadership, especially in a position like mine as a director where I don’t have that day-to-day interaction in the stores, it’s easy to look at people as robots and just demand things,” she noted. “The people that have worked for me have always appreciated that

I see them as on the same level as me. I am no bigger, no better than they are. I value them as people and mothers and in every role they have outside of work.”

Getting back to handson restaurant work is important to Hallacy in keeping her perspective on her team’s day-to-day challenges and needs. She tries frequently to get into a store and spend some time cutting, making pizza, answering phones, etc. so that she understands the impact of operational updates or changes she has implemented.

It is particularly important now, during the pandemic, to keep close watch on how her team is doing.

“When they are having a bad day, I sense it immediately. I can read through their texts, have a conversation on the phone and sense how they are,” she observed. “We can’t lose people because they need time off because they are scared. I have learned during this time, that we have to lead with empathy and compassion and recognize that we are all navigating fear and the fears are changing every day.”

With Hallacy leading, her team is sure to persevere through this pandemic and beyond and come out strong, resilient and empowered.