Decide to be the leader

Before Roger Bannister cracked the 4 minute mile in 1954, no one attempted it because of health warnings and fear of death. Experts said it was impossible, as people were led to believe that the human body could not withstand such trauma, so a myth was created. Oddly, 24 people broke this record within a year of Roger's historic moment.

I speak to so many excited new restaurant owners that keep making the same mistake, they worry about the little things but not focus on the important ones. Restaurants are a granular business so multi-tasking and focus is at a premium. Hiring and training is one of many concerns that are not fully embraced and taken more seriously. Most adopt an antiquated process copied to follow other non-sustainable business models that ultimately lead to failure. Partly being "penny wise pound foolish" and misplacing their hope that their differentiating factor is something else - product, design features or location.

How many times when you walk through a new restaurant under construction does a proud owner tell you first about the service culture they are thriving for? The feeling and experience they want customers to leave with on their first and tenth encounter? The type of service reviews they'd be most proud of achieving?

But instead you get shown where the imported light fixture is going to be hanging, the state-of-the-art equipment in the kitchen or how the tiles are going to be laid.

When starting a new business, identify the myth that keeps your competitors down and the problem you are going to solve. Then have belief in yourself, take action and others will follow.

Side note: Why do food critics always go into so much detail on design features of a restaurant? Maybe that is why restaurant owners are misled to put so much attention in this area.

Intrapreneur

As the industrial revolution is over, the current connection revolution provides a platform for you to start your own business with no capital or permission. Entrepreneurship is at an all time high, as technology has removed any barriers to entry.

Seth Godin explains in his recent talk on Creative Morning's stage in Brooklyn, "this is the first time in history that everyone in this room can own a media company".

The cool thing is this new generation of entrepreneurs embrace this philosophy by allowing their employees to behave like an entrepreneur giving them power to make decisions, autonomy to manage and new skills to master. Essentially, they are intrapreneurs working in an entrepreneurial environment.

Ken Freedman of The Spotted Pig and Breslin adapts this philosophy, permitting his staff to behave like their own business owner in his restaurants. During his service training, Ken coaches them to treat their section - area of 6 tables - like hosting a dinner party in their own apartment. With this unique approach, they will automatically exercise hospitality excellence and take pride in their service.

If you are like me, I thank my dinner guests the next day via text and welcome them back. Can you imagine if your intrapreneurs are doing the same with your guests?

60-day review

I started this blog on April 4th, one week shy of 60-days, but I feel it is a good time to review my work. Since I preach review, course-correction and follow up as the way to manage your goals, it is only appropriate to do the same for my hobby.

Please enjoy the edited version and let me know if I missed anything.

May Two-Four

I know that this means nothing for our friends south of the border but May long weekend is incredibly sacrosanct. This is when family and friends get together, after a long winter hibernation, to spend time together at a park, cottage or backyard and celebrate life. Lots of drinking, eating, talking, sharing and laughing.

This form of gathering reminds me of Chinese restaurants, where the majority of tables are round seating 10-12 with a scatter of foursomes, so they can comfortably eat, laugh and reminisce all day. This is the norm for Chinese people, getting together in large groups to celebrate life. Of course, Chinese restaurant owners know this and remove any barriers by providing efficient service.

In David Chang's magazine Lucky Peach - Chinatown issue, he points out that Chinese restaurants provide amazing service because it is a gold standard, not just in upscale restaurants but even in casual environment. Think about the level of service they practice; several service staff attends to each table, tea pot is constantly refilled, food is delivered almost instantly, staff spoons out the soup into small bowls and serves guests, whole fish is separated at the table and served, and a team of staff immediately busses the table upon completion in order to serve the dessert course. "Everything is being designed around the eating experience: it's an ingenious cuisine", according to Hattie Stewart.

Gather more, laugh more, share more, and treat your guest's like family and friends. I promise you'll quickly build a reputation for being the best place to gather in town.

Happy May 24.

Understanding the market

I've been reading Jason Dorsey known as the "Gen Y Guy" who is the authority on this topic as he helps large and small companies grow.

As a Gen-Xer, I am fascinated by the differences between our generations and how this knowledge would benefit hospitality, especially when they are the largest group working in our front line.

Did you know that Gen-Yers - born 1977 to 1995 - is the fastest growing group in our work force today and is predicted to outspend the baby boomers by 2017 - with this trajectory only going in one direction?

Did you know that right now, first time ever, four generations are working together under one roof?

This book will help you understand the market place and provide action steps to adapt your business immediately.

One of my favorite tip in the book: Gen-Yers will either be looking online for another job or texting three friends to apply immediately, if you engage them properly on their first day of work. Knowing that, start your new team member on Tuesday instead of Monday when you can give them undivided attention.

With a limited talent pool in the market place, grooming young hospitality talent to become the next leaders is not only our duty but is your competitive advantage.

Like Fonzi would say; "Cool!"

Darwinism

At the recent Bourdain/Ripert show and Chopra talk I attended, both Roy Thompson Hall & Sony Centre had ushers stationed at the front entrance, hallways, doorways at each level and every aisle to assist patrons in finding their seats.  Essentially, this is their only job and, mostly, the only interaction they'll have.

My friend pointed out that ushers are the dodo birds of hospitality, not because we don't appreciate them, but their limited activity of engagement is making them extinct. Simply, their job can be replaced by technology.

Start looking at your business to either eliminate roles that can be replaced by technology or assign them meaningful tasks to uplift your service culture.

They don't want to feel like a cog in the wheel anymore than your patrons.

R Factor #3

Imagine if a hockey player's stats was only posted once every six months when the coaches do their REVIEW? How does the player know their performance in a timely manner to improve? We wouldn't know who the scoring leader is until the end of the hockey season!

If this sounds ridiculous to you too, why don't we provide more regular feedback to our employees? It shouldn't be sitting down with your staff twice a year, with great awkwardness, telling them how they can improve on things that happened in the distant past. This doesn't help them improve and worst it doesn't help your business.

In Daniel Pink's Drive, the stick and carrot model is useful for only short-term motivation. For sustainable motivation, purpose, mastery and autonomy are more effective. Regular review, feedback and course-correction are the mechanics to help your employee to improve and invariably master their performance.

Again, it doesn't cost more money just your time to care.

R Factor #2

In Tony Schwart's The Energy Project, factors that effect your energy level are diet, exercise and sleep, which are commonly known. The fourth we don't focus on enough is RENEWAL, getting enough time off to build up your energy levels.

It is science that tells us that we are far more productive, creative and efficient when we get enough rest and renewal. Don't you feel more energetic when you return from vacation or two days away from work? If so, why does our industry make you work over 90-hours a week and get upset when you are unproductive? Recently, there was a news story about the tragedy in India where the garment factory collapsed and the horrible working conditions, citing workers were forced to work over 60-hours per week! This is nothing compared to hospitality workers. By the way, I am not trivializing what happened in India.

Daniel Pink, author of Drive and To Sell is Human, points out what we know from science we don't practice in business, is killing our work force.

Owners can factor this in from the start-up phase creating a budget line to ensure proper working hours and team's well being. I know the typical come back from an owner is, "well we work all the time and don't sleep...take one for the team...we need to see your loyalty" Don't forget that the risk:reward is completely different for an owner than a manager/line staff.

Time to make a difference, create a business model and service culture that is sustainable, not just a buzzword on your menu.

R Factor

Lest we forget that hospitality, actually all industries, is a people business. That's right, this includes your employees. In fact, they are the most important people to focus on.

Dan Sullivan - well established & celebrated coach for entrepreneurs - has a great theory about the R factor, the RELATIONSHIP factor between those who you do business with. His theory begins with a question to your prospect; "If we were to have this conversation in three years from today, what has to have happened in your life - personally and professionally - to make you feel happy with your progress?" Then shut up and let the person respond. If the person does not answer your question, it is a sign he/she does not TRUST you and, hence, will never do business with you.

So it made me think about how this applies to our industry. Simply, start by building a relationship with your employees and treat them like members on your team. During the interview process, a similar question should be asked to establish core values, self-awareness, drive and, more importantly, how you can help them achieve their goals. Make a file on each person, as I know some restaurateurs have hundreds of staff members, so you can chart your progress.

Here is how you can start:

1) The sweetest word in any language is your own name - remember every staff member's name. The massive impact you can make by saying the person's name when you greet them or address them is priceless. Doesn't cost money, just goodwill and practice.

2) Greatest day in your life is your birthday - put a reminder on your mobile with everyone's birthday so you can celebrate this triumphant day with them. Could you imagine the impact you'd make in your company? Doesn't take a lot but again, just your good intention.

The person who begins with these two simple ideas will drastically shift the culture of their company.

With technology, our ability to connect on a deeper level is made incredibly easy.

The rest is up to you.

'Cuz I care

I should highlight that I owned four restaurants during a ten-year tenure as an operating partner from the age of 29. I'm mentioning this because I was an awful manager, I knew it then but could only admit it now. So I write this blog about service culture not from success but from failure. You know what they say, failure leaves clues.

As Newton said, "If I've seen further, it's because I'm standing on the shoulders of giants"

One of my favorite things I love about being a hospitality recruiter is speaking to industry leaders who teach me so much about running a successful business; whether it's a take-out selling $1.9mil of burgers, $17mil sports bar or $2bil portfolio of business, passion is the common denominator.

Since I'm working in the real world, I get to see around corners and sometimes over the fence. That is all I want to share in this blog, as I believe our industry deserves better. Hell, our guests deserve better.

Two-way relationship

This is a picture of our magnolia tree in front of the house, a wedding gift four years ago. Every year it blooms in April only lasting up to one week giving the most beautiful flowers and aroma. It also stops neighbors walking by who admire our gift, making this plant an architectural enhancement to our property.

In this instance, we understand and take responsibility for this relationship between ourselves and our neighbors. We don't always witness others appreciating our tree but we know it is making a positive impact.

When we dine at a restaurant or get into a cab, we must understand this is a two-way relationship where we need to take 100% responsibility of our actions for success. Do you think that when we interact with the server or hostess we need to be nice first if we expect them to be nice to us? Are you the same person who expects co-workers/employees to say hello to you first in the morning instead of you having the coffee ready for them on a rainy day?

Scientifically, it is not possible for you to smile at someone and for them not to smile back. My mentor told me that whatever you want in life you must give first.

Try it, I promise the whole server/customer dynamic will be much more rewarding.