Hale and Hearty Soups (in NYC) allows customers to vote on their favorite soup via the website (haleandheartysoups.com). The company then serves the soup that receives the most votes! What a great way to create buzz and allow the customer to have a voice!
Kettle Chips did something similar. They had a contest wherein consumers voted on the flavor of potato chip the consumer would like to eat. Kettle Chips then made the chip that received the most votes. FYI the winning flavor was beer and cheddar.
Thursday, September 20, 2007
Friday, September 7, 2007
It is not enough
Great training manuals, culture inducing handbooks and SOP books are great tools. However, what is the point if no one is managing and coaching the staff? A great training program means having the tools and the follow up. Do not spend the money and man-hours to create these great tools unless you are prepared to live it daily.
Friday, August 24, 2007
Grooming of the Staff
What image does your restaurant project? What image do you want to project?
If these two questions do not have the same answer, than you must rectify the situation.
The grooming of the staff is a direct reflection of the restaurant.
The managers' grooming will affect the staff's.
If the managers and the staff do not take care in their own grooming standards what does that say about the level of care in the restaurant? Guests associate the cleanliness and grooming of the staff with the overall cleanliness of the restaurant.
Make sure all standards are reflected in the staff - project the image you want!
If these two questions do not have the same answer, than you must rectify the situation.
The grooming of the staff is a direct reflection of the restaurant.
The managers' grooming will affect the staff's.
If the managers and the staff do not take care in their own grooming standards what does that say about the level of care in the restaurant? Guests associate the cleanliness and grooming of the staff with the overall cleanliness of the restaurant.
Make sure all standards are reflected in the staff - project the image you want!
Tuesday, August 21, 2007
Critical Thinking
Restaurant managers are inundated with demands:
Profit and Loss
Guest Complaints
Attrition
Food Quality
Service
These are just a few of those demands!
The most successful restaurant managers have mastered the art of critical thinking when faced with these demands.
Critical thinking is the ability to exercise good judgement when faced with the everyday issues of running a restaurant.
To be successful at critical thinking a manager must be:
Perceptive
Able to make clear sighted and intelligent decisions
Proactive
One way to improve critical thinking skills is to make decisions...even if the decisions are wrong. Only when decisions are made will the manager learn - learn from mistakes and never make them again.
It is crucial that the restaurant manager master critical thinking. Mastering it starts with decision making.
Profit and Loss
Guest Complaints
Attrition
Food Quality
Service
These are just a few of those demands!
The most successful restaurant managers have mastered the art of critical thinking when faced with these demands.
Critical thinking is the ability to exercise good judgement when faced with the everyday issues of running a restaurant.
To be successful at critical thinking a manager must be:
Perceptive
Able to make clear sighted and intelligent decisions
Proactive
One way to improve critical thinking skills is to make decisions...even if the decisions are wrong. Only when decisions are made will the manager learn - learn from mistakes and never make them again.
It is crucial that the restaurant manager master critical thinking. Mastering it starts with decision making.
Thursday, August 9, 2007
Effective Communication
Communication:
Being a good communicator requires listening as opposed to waiting for your turn to speak. Listen intently to what people are saying and listen with the intent to understand.
Never forgo basic courtesy. Always say please and or thank you.
Avoid continually relating what is being said to your own experiences. This is self centered and is rarely interesting!
Stop rehearsing - do not think about what you are going to say while someone else is speaking.
Chronic negativity is toxic. Avoid delivering negative messages!
Not listening and ineffective communication:
lowers employee productivity
Results in more mistakes and redundant efforts
Results in high employee turnover
Being a good communicator requires listening as opposed to waiting for your turn to speak. Listen intently to what people are saying and listen with the intent to understand.
Never forgo basic courtesy. Always say please and or thank you.
Avoid continually relating what is being said to your own experiences. This is self centered and is rarely interesting!
Stop rehearsing - do not think about what you are going to say while someone else is speaking.
Chronic negativity is toxic. Avoid delivering negative messages!
Not listening and ineffective communication:
lowers employee productivity
Results in more mistakes and redundant efforts
Results in high employee turnover
Wednesday, August 8, 2007
Restaurant Cleanliness
When it comes to your restaurant, customer perceptions of cleanliness can have lasting effects on your reputation and your business. Studies show that nearly 80% of customers who noticed unclean conditions in a restaurant told friends about it. Maintaining a clean front of house (including the bathrooms) ensures that the customers notice what is important and keep coming back.
If your restaurant suffers from unclean conditions in those areas where customers can see, the customer will make assumptions about the lack of sanitation in those areas where they cannot see. The customer also associates the cleanliness of the staff with the overall cleanliness of the restaurant.
With these "unclean" conditions you run the risk of losing repeat business as well as potential new business.
Use checklists - sanitation, opening and closing checklists, as well as manage the grooming and uniforms of the staff, to ensure that the guest forms the proper opinion of your restaurant.
If your restaurant suffers from unclean conditions in those areas where customers can see, the customer will make assumptions about the lack of sanitation in those areas where they cannot see. The customer also associates the cleanliness of the staff with the overall cleanliness of the restaurant.
With these "unclean" conditions you run the risk of losing repeat business as well as potential new business.
Use checklists - sanitation, opening and closing checklists, as well as manage the grooming and uniforms of the staff, to ensure that the guest forms the proper opinion of your restaurant.
Tuesday, August 7, 2007
Adult Learning and training
Adults learn:
10% of what they read
20% of what they hear
30% of what they see
40% of what they see and hear at the same time
50% of what they discuss
70% of what they experience
Thus, take an active approach to training:
Engage the trainee in the process
Then question and discuss the information
Finally, have the trainee do it.
It is important to discuss and demonstrate the correct way to do things.
How to Train:
Assume the trainee knows nothing and then cover everything.
Never skip steps or take shortcuts!
Follow these steps when training:
Explain, Demonstrate, Practice, Feedback
Step 1 Explain the procedure to the trainee
Present the information one step at a time. Try not to overwhelm the trainee with
too much information. When training for a specific procedure, explain the
process before showing them the procedure.
Step 2 Demonstrate the correct procedure
After you verbally explain the procedure, demonstrate it. This is a critical step
because the trainee is seeing and “locking in” on what the procedure (or product)
looks like. This step should be repeated several times until the trainee has a clear
picture of the process. This is a good time to check understanding by asking
questions.
Step 3 Have the trainee Practice the correct procedure
You can explain and demonstrate over and over, however, adults really learn
something if they have to do it themselves. Ask the trainee to do the procedure
(allow them to practice) and observe their performance. Practicing forces the trainee to abandon old ways and accept new ones. It is okay if they make mistakes, they will learn from those mistakes!
Step 4 Give Feedback on the trainee’s performance
Compliment what the trainee has done correctly and redirect any incorrect
actions. Continue to redirect the trainee until the procedure is correct. While
redirecting, ask the trainee, “If you had to do this over again, what would you do
differently?” The trainee will probably figure it out on his or her own. If not, ask,
“How does it look to you?” By redirecting, as opposed to jumping in to correct
the mistake, the trainee is allowed to solve his or her own problem. Thus,
learning is enhanced!
Again, redirect…do not jump in and verbally correct a mistake.
When you give feedback, find something positive to say.
Be specific in your criticisms
For example, never say, "You are doing it all wrong”. Instead say, “You missed
these three points…”
Give the trainee a vote of confidence, “I know you can do it! Be patient.”
10% of what they read
20% of what they hear
30% of what they see
40% of what they see and hear at the same time
50% of what they discuss
70% of what they experience
Thus, take an active approach to training:
Engage the trainee in the process
Then question and discuss the information
Finally, have the trainee do it.
It is important to discuss and demonstrate the correct way to do things.
How to Train:
Assume the trainee knows nothing and then cover everything.
Never skip steps or take shortcuts!
Follow these steps when training:
Explain, Demonstrate, Practice, Feedback
Step 1 Explain the procedure to the trainee
Present the information one step at a time. Try not to overwhelm the trainee with
too much information. When training for a specific procedure, explain the
process before showing them the procedure.
Step 2 Demonstrate the correct procedure
After you verbally explain the procedure, demonstrate it. This is a critical step
because the trainee is seeing and “locking in” on what the procedure (or product)
looks like. This step should be repeated several times until the trainee has a clear
picture of the process. This is a good time to check understanding by asking
questions.
Step 3 Have the trainee Practice the correct procedure
You can explain and demonstrate over and over, however, adults really learn
something if they have to do it themselves. Ask the trainee to do the procedure
(allow them to practice) and observe their performance. Practicing forces the trainee to abandon old ways and accept new ones. It is okay if they make mistakes, they will learn from those mistakes!
Step 4 Give Feedback on the trainee’s performance
Compliment what the trainee has done correctly and redirect any incorrect
actions. Continue to redirect the trainee until the procedure is correct. While
redirecting, ask the trainee, “If you had to do this over again, what would you do
differently?” The trainee will probably figure it out on his or her own. If not, ask,
“How does it look to you?” By redirecting, as opposed to jumping in to correct
the mistake, the trainee is allowed to solve his or her own problem. Thus,
learning is enhanced!
Again, redirect…do not jump in and verbally correct a mistake.
When you give feedback, find something positive to say.
Be specific in your criticisms
For example, never say, "You are doing it all wrong”. Instead say, “You missed
these three points…”
Give the trainee a vote of confidence, “I know you can do it! Be patient.”
Friday, August 3, 2007
Never underestimate the power of talking to employees
I held a quality circle with hourly employees (20 in attendance). These employees are employed by a restaurant company in a major city. Here are the results:
Training material must be up to date
Orientations must be up to date
Give us a realistic preview of what the job entails
Managers must be a part of the team
A mentor or designated person should be designated for each new employee
Employees must be recognized as individuals
Managers must say hello
Managers must have the courage to fire those employees that do not do the right things
Put in a bulletin board and post job opportunities, goals, and interesting information
Managers must spend more time developing employees
Managers must communicate with the staff
No reasons given for why we do things
Managers are inconsistent
Managers are unprofessional
Managers must be fair
No one tells us how to move up or what positions are available
Always have to find tools, missing items that I need to do the job.
Notice not one employee asked for more money. Most comments boil down to management or lack thereof. As well as updated training material.
STOP letting your staff down; by doing so you will decrease turnover and remove discontent.
Training material must be up to date
Orientations must be up to date
Give us a realistic preview of what the job entails
Managers must be a part of the team
A mentor or designated person should be designated for each new employee
Employees must be recognized as individuals
Managers must say hello
Managers must have the courage to fire those employees that do not do the right things
Put in a bulletin board and post job opportunities, goals, and interesting information
Managers must spend more time developing employees
Managers must communicate with the staff
No reasons given for why we do things
Managers are inconsistent
Managers are unprofessional
Managers must be fair
No one tells us how to move up or what positions are available
Always have to find tools, missing items that I need to do the job.
Notice not one employee asked for more money. Most comments boil down to management or lack thereof. As well as updated training material.
STOP letting your staff down; by doing so you will decrease turnover and remove discontent.
Thursday, August 2, 2007
Serve and Be Nice
Serve and be nice...how simple it seems!
Restaurant managers tend forget this basic principle of hospitality...and, yes, I blame the manager. The manager that believes that the guest just wants something for free, or is trying to be difficult or just plain doesn't "get it" is a virus. An antiguest virus that spreads to the entire staff. The guest then catches it and never returns.
How do you cure this virus? Remove the source.
The infected manager is usually experienced and has much longevity in the business. Perhaps this manager is a little bitter, tired and has worked 12 hours a day. I would bet that this manager is good with the P and L, understands cost and is good with labor percentages. However, this manager is killing the restaurant. Remove the virus.
A new manager, with energy and enthusiasm, will do less harm than the veteran manager. Forget the P and L, forget labor, focus on the guest. Provide extraordinary service and the sales will skyrocket, the P and L will fall into place. Money will be generated for repairs and maintenance. The staff will be happier (happy staff = happy customers). Serve and be nice. It is a simple mantra - make it the antivirus. Spread this with a manager that is thrilled and energetic. Teach the new manager the basics - communication and general admin. But set this service lunatic loose and watch the sales skyrocket.
Can the veteran manager learn to be a service lunatic? Can he provide extraordinary service? Perhaps, with some development and some serious brain washing.
Teach and spread the cure - serve and be nice.
Restaurant managers tend forget this basic principle of hospitality...and, yes, I blame the manager. The manager that believes that the guest just wants something for free, or is trying to be difficult or just plain doesn't "get it" is a virus. An antiguest virus that spreads to the entire staff. The guest then catches it and never returns.
How do you cure this virus? Remove the source.
The infected manager is usually experienced and has much longevity in the business. Perhaps this manager is a little bitter, tired and has worked 12 hours a day. I would bet that this manager is good with the P and L, understands cost and is good with labor percentages. However, this manager is killing the restaurant. Remove the virus.
A new manager, with energy and enthusiasm, will do less harm than the veteran manager. Forget the P and L, forget labor, focus on the guest. Provide extraordinary service and the sales will skyrocket, the P and L will fall into place. Money will be generated for repairs and maintenance. The staff will be happier (happy staff = happy customers). Serve and be nice. It is a simple mantra - make it the antivirus. Spread this with a manager that is thrilled and energetic. Teach the new manager the basics - communication and general admin. But set this service lunatic loose and watch the sales skyrocket.
Can the veteran manager learn to be a service lunatic? Can he provide extraordinary service? Perhaps, with some development and some serious brain washing.
Teach and spread the cure - serve and be nice.
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