Getting Off to a Great Start

December 26th, 2011

This e-newsletter tends to go to successful people: people who remember what it was like to be a manager for the first time. There is a good chance that you were never more focused on management practices and making a difference than you were the first time you were given responsibility. When people begin their management careers, in the best case, they acquire habits that lead to a lifetime of success. Others develop habits that become career-limiting. When I work with management teams, strengthening them to accomplish what had previously been impossible, I reinforce the positive habits and show people how to eliminate habits that are getting in their way.

That’s why I smiled when Barry Shuster, the Editor of Restaurant Startup and Growth, asked me to write an article for their April issue called “Make Your First-Time Manager Read This, A Dozen Things That Will Help You Get Off To A Great Start As A Restaurant Manager”. This article called for me to lay out many of the fundamentals of management that I have espoused throughout my career.

If you do not have a copy of the magazine, you can read it at restaurantowner.com. It’s usually a membership-only site protected by a password, but, for the next 30 days, restaurantowner.com has generously allowed recipients of the Surrender e-newsletter to access the article “in front” of the password at no charge. Click here to read the full article.

I suggest you use it as part of your process of maximizing mentoring and training in your organization as you continue implementing plans and taking in action every day.

Things you can do:

1. Read the article in Restaurant Startup and Growth or on restaurantowner.com

2. Review training and mentoring messages you send to both your new and veteran managers. Are they fostering habits that lead to career-long success?

3. If you realize that any of those training and mentoring messages are working against you, make a resolution to substitute them with more productive techniques.

4. Specifically identify and define those improved techniques.

5. Resolve to hold yourself accountable by designating someone in your organization to evaluate whether these enhancements are truly being made on a daily, weekly, monthly and quarterly basis.

When you identify what you are going to do differently in the future with your management team, email me and share your thoughts. If you are having trouble getting started on your own, email me right now and I will help.

Good Basics Make Great Habits.

December 23rd, 2011

The keys to building revenue in every business are understanding the lifetime value of a customer and learning how to turn occasional users into habitual ones. So I was glad to contribute to a discussion of that kind of success for the cover story in the current issue of Restaurantville Monthly, Eat/Pay/Love – Creating Customer Loyalty.

One of our clients read the article and told me it contained “very good wisdom and a nice refresher of the basics.” It’s a good reminder of why certain things become cliché. The truth is that humans, by nature, have a lot of choices on where to focus, and they make better choices through reinforcement. Often, a company leader is asked, “Why do we have to repeat the basics in staff meetings, manager meetings, or pre-shifts and in daily text messages? We don’t need reminders. They are repetitious–we know our stuff.”

But even the people who say they don’t need to be reminded of the basics do better when they are reminded. What has worked well for organizations is to remind people in an interactive way, where anecdotal evidence is used as confirmation that good things are happening with guests or customers, for instance. There are some great anecdotes of this sort in Rebecca Robinson’s story.

Speaking English at a French Bistro in Mexico.

December 23rd, 2011

Last week, I had the opportunity to dine at Café Des Artistes in Puerto Vallarta, Mexico, the flagship of Chef Thierry Blouet’s empire. I didn’t realize it would also be an opportunity to witness exemplary teamwork.

Chef Blouet’s award-winning restaurant offers a spirited competition for high standards between food and atmosphere, with service not far behind. He is indisputably one of the elite chefs of his country, but equally impressive is “the garden” he has created. The dining space is perched on a steeply tiered outdoor terrace in the interior of a city block. It is a courtyard enclosed by the walls of the neighboring buildings, and boasts tropical landscaping, great lighting and sculpture.

After the meal, we ordered the Chocolate Fondant. According to the English translation on the menu, the dessert specialty is served with chocolate crumble, vanilla ice cream, wafers, and amaranth.

After our first two bites, a waiter who had not been serving us approached our table tentatively and smiled. We responded with friendly body language, so he stepped forward and pointed to the two wafers, one red hued and the other vanilla-beige. In a friendly, but tentative voice, he pointed to the wafers and said, “Excuse me. Can you tell me how to pronounce this in English?”

We explained the pronunciation and he replied, “In Spanish, it is ‘Hostia,’” the word for the white communion wafer used in the Catholic Church. Knowing how chefs have a sense of humor, I imagine it was no accident that this particular wafer was used in the Chocolate Fondant. I’ve since learned that this word can also possibly be a rude slang term, so the waiters were certainly hoping to find a more polite word.

The inquiring fellow retreated to a group of waiters who were still on duty but had little to do at that late hour. Most restaurateurs would have cut the wait staff and sent them home by then. The group was standing in the multi-leveled dining space not far from our table. Like the menus they present, these service professionals are all bilingual. And, like the professionals they are, they were working on their language skills. Gradually, we heard a chorus of waiters, practicing their new English word in a scene worthy of a Monty Python skit.

“Waff-er!”
“Way-fear!”
“Why-fer!”
and a few triumphant “Way-fers!”

What a great example of teamwork! One brave soul had approached our table and carried the answer back to the whole team, then lead an impromptu pronunciation course.

And, what a sign of health at Café Des Artistes! Either by design or by accident, there was true teamwork in that dining room. Each person cared that their coworkers performed up to the standard. They understood one of the most important lessons I have observed in business and in life:

We are all in this together.

Training and hiring practices are important in any business. Fostering true teamwork and support delivers better results than an “every man for himself” message.

It is critical to review whether an atmosphere of teamwork is prevailing in your business. I know of a company who recently separated from one of their highest performers because he destroyed teamwork. It was a very tough, but courageous decision. And it was the right decision.

Slow down to speed up.

December 8th, 2011

Recently, I talked with the Dallas Business Journal‘s staff writer Steven R. Thompson for his article “Small Lucia eatery finds a big following.” Lucia has some of the hardest tables to get in Dallas and he wanted to know more about that phenomenon. In the article, Jennifer Uygur, who co-owns the restaurant with her husband, David, said opening a restaurant has “been the fastest and slowest year I think we’ve ever had.” Most restaurateurs would smile and nod their heads knowingly remembering back to their first year in business. There is an exhilarating feeling of flying at supersonic speed. Then there is the feeling of being at the back of the airport security line on the day before Thanksgiving. Can both be true? You bet. If you are starting or expanding a restaurant venture, be prepared for that roller coaster ride. More on opening restaurants in the future.

Healthier choices – in a hurry.

December 1st, 2011

More than one-fourth of Americans eligible to enlist in our armed forces are too obese or out of shape to qualify. So our military is starting pre-boot camp boot camp to get them into shape. On a recent visit to a Washington, D.C. conference, I learned this from Sam Kass, White House Assistant Chef , who works with First Lady Michelle Obama on her Let’s Move program.

For years now, restaurateurs would tell you that people talk healthy, but order what they want. That is changing. Now there is an emerging group of committed diners talking and ordering healthfully.

The Center for Disease control reports that 35% of adults over the age of 18 engage in “regular leisure time physical activity.” Back here in urban Texas and other major metropolitan areas, there is a subset of that 35% who are heavily identified with their lifting, cardio and diet. They aspire to purity and resist temptation when they can. Personal trainers set an example, since some of them haven’t eaten anything other than a skinless grilled chicken breast and some steamed vegetables since 1998. Add to that group those people with various health problems that can be treated through nutrition, and you have more demand than ever for the healthy-to-go or healthy fast-food trend.

Recently, Alison Wollam of the Houston Business Journal talked with me for her article, “New Healthy Fast Food Player Joins Crowded Local Market. No single national restaurant player currently owns this trend. Some of the operators are Houston’s My Fit Foods or Fuel Kitchen and Health Bar, Austin’s Snap, or Southpaw’s Organic Grill in Dallas. There are local players in other cities, but are any of them going to become the Jenny Craig for the 21st century? It is going to take capital, infrastructure, management, and marketing to grow these businesses. But hold on! That could be the sound of Jenny Craig in the background re-tooling for the organic-hormone-and-antibiotic-free-locally-sourced age. You never know.