We exist in a stable economy, and that’s something we have not been able to say for years.
Yet “stable” doesn’t mean nothing’s changing. Change is constant.
The change could be positive (new economic policy/lower taxes) or negative (tariffs and deportations). Whatever happens, we will conquer it together.
Still, no one predicts great growth for the industry in 2025.
Here are the two most important things to focus on to create more of your fair share of the existing market in 2025.
1. Leadership and Coaching CapabilityBackstory: We have repopulated the ranks of management after so many people left the industry. Everywhere I go I see people running shifts who have not yet learned to do more. If your P&L could show you a line item called missed opportunities and organizational stress, you would be shocked.
The prescription: When you model desired leadership and coaching behavior, other people in your company will, too. You must constantly inspire, motivate, and talk about vision. Coaching focuses on specific goals. Coaching and teaching occur on the shift, after the shift, or before the shift for people who work in operations. And long-term coaching to develop new capabilities for all managers occurs in one-on-ones and follow up.
Measuring stick: Does your team know their destination and how to arrive there – and do they care? Do your unit-level employees benefit from a steady stream of feedback and conversation about how they can improve? Do each of your managers know their development path – what you will teach them to do that they cannot do now? And when they learn, do you celebrate?
2. Guest Experience
Backstory: Data shows that consumer confidence in our segment is lagging compared to others. We’ve been kicked out of the popular kids table and must earn our way back. People are willing to pay for great experiences, but they eat out less frequently and have lost their tolerance for middling meals. Meanwhile, a lot of restaurant professionals focus elsewhere because they don’t understand priorities or have the wrong reward system. Just listen to them talk – also shocking.
The prescription: Seriously, how do you rate the experience in your restaurants? What will make it stand out from your competition? Ask yourself, your team, your guests, and third parties. Only by working on major initiatives to provide fantastic value (not price) for the 45-, 60-, 90-, or 120-minute vacations your guests take when they visit you, will your top line be healthy in 2025.
Measuring stick: Guest count, revenue, comp sales, relative success compared to your direct competition.
Bonus Round
One more thing: When you do elevate your people through leadership and coaching – and make the experience at your restaurant a fantastic value – promote that. Be literal on social media in a way that will create a “stop and watch” sign for mindless scrollers.
I can’t make your agenda any simpler. This year, focus on leadership, coaching, and outstanding experiences, and tell the world about your success.
I plan to work with my clients on all this as the year goes on. Even if the market does not expand in 2025, your results can and will.
