Sales Training

As I was arranging the itinerary for my annual NYC restaurant-run, and it made me think about the restaurateur Keith McNally (Odeon, Lucky Strike, Pravda, Balthazar, Pastis, & Minetta Tavern).  In 2011, I met him at Minetta Tavern while having dinner. The kitchen sent out next day’s special for us to taste. The hostess gave us a “Private” reservation number for their restaurants then asked, “Can I make a reservation at one of our sister restaurants while you’re in town?”. Upon leaving the busboy exclaimed, “Hope to see you soon!”

What I didn’t realize then but understand only now is that every department in your organization is in sales. For example, HR is selling when they email an interviewed candidate who wasn’t hired, “Thank you for your interest in working with us. Please accept our small token of gratitude by bringing this gift card on your next visit”; or Finance is selling when they call an overdue account, “Thank you for your patience and we value our relationship”; or Marketing is selling when they send "Wishing you a Happy Birthday!" to a guest after they've celebrated at your establishment in the years to follow. With technology, it doesn’t cost you anything but time, as these communications are automated now.

Sales training is a powerful tool that every organization should implement for business growth. In order to exceed guest's expectation, determine what you want them to remember and spread about your brand, then design the training module to achieve that outcome. Remember the job of a leader is to sell the culture and vision of their company to each employee every day. 

Hope I’ve sold you to spring into action.



*Read Dr.Suess' Green Eggs and Ham - Learn the secrets to Sam I am's selling technique

"How is your Service?"

There is an imbalance between back-of-house (prep cook, line cook, sous chef) and front-of-house (server, busboy, food runner and manager) in Toronto's dining scene, particularly the level of care.

As many restaurants are owned by Chefs, it is no surprise that the culinary program is thoughtful, kitchen is state-of-the-art and the execution is with much care. 

Before each service (hours of operation), an army of line cooks spend hours meticulously preparing every minute detail for self pride and to please their Chef.  A kitchen is where they'll put in "practice time" to hone their skills in order to be prepared for "game time." To become a Red Seal Chef, you need to complete a minimum of five-thousand (5,000) hours in an apprenticeship program.  In essence, these cooks make the sacrifice and commitment towards their ten-thousand (10,000) "Gladwell hours" to achieve mastery in a field.  No wonder the media spotlight is always on Chefs and not on any General Managers.

Here is the imbalance; front of house staff do not go through the same rigorous training and constant practice in order to become qualified.  They are not held to the same high standards as back-of-house. Yet, a General Manager would allow an unqualified waiter deliver food to paying guests.  To add insult to injury, a waiter will routinely ask a guest, "How do you like the food?"  Does this not seem ridiculous? Shouldn't the Chef come out to the dining room to ask the guest, "How do you like the service?"

Perhaps this is the reason for a surge of Quick Service Plus restaurants that are food focused (local, seasonal and sustainable) with counter-service (essentially self-serve) removing the need for waiters. There are several concepts that are popular in the United States including Tender Greens, Lemonade, Dig Inn Seasonal Market, Joan's on Third, Chipotle and La Boulange. 

One can argue that the difference is in their career choice, that is, most cooks are interested in becoming Chefs whereas most waiters are pursuing another career.  But in the final analysis, it is about how much care you put into your work that matters, regardless if it is a temporary job or a career.

"So be sure when you step, step with great care and great tact, and remember that life's a great balancing act." - Dr. Seuss