100 THINGS RESTAURANT STAFFERS SHOULD NEVER DO

76. Do not ask if a guest is finished the very second the guest is finished. Let guests digest, savor, reflect.

77. Do not disappear.

78. Do not ask, “Are you still working on that?” Dining is not work — until questions like this are asked.

79. When someone orders a drink “straight up,” determine if he wants it “neat” — right out of the bottle — or chilled. Up is up, but “straight up” is debatable.

80. Never insist that a guest settle up at the bar before sitting down; transfer the tab.

81. Know what the bar has in stock before each meal.

82. If you drip or spill something, clean it up, replace it, offer to pay for whatever damage you may have caused. Refrain from touching the wet spots on the guest.

83. Ask if your guest wants his coffee with dessert or after. Same with an after-dinner drink.

84. Do not refill a coffee cup compulsively. Ask if the guest desires a refill.
84(a). Do not let an empty coffee cup sit too long before asking if a refill is desired.

85. Never bring a check until someone asks for it. Then give it to the person who asked for it.

86. If a few people signal for the check, find a neutral place on the table to leave it.

87. Do not stop your excellent service after the check is presented or paid.

88. Do not ask if a guest needs change. Just bring the change.

89. Never patronize a guest who has a complaint or suggestion; listen, take it seriously, address it.

90. If someone is getting agitated or effusive on a cellphone, politely suggest he keep it down or move away from other guests.

91. If someone complains about the music, do something about it, without upsetting the ambiance. (The music is not for the staff — it’s for the customers.)

92. Never play a radio station with commercials or news or talking of any kind.

93. Do not play brass — no brassy Broadway songs, brass bands, marching bands, or big bands that feature brass, except a muted flugelhorn.

94. Do not play an entire CD of any artist. If someone doesn’t like Frightened Rabbit or Michael Bublé, you have just ruined a meal.

95. Never hover long enough to make people feel they are being watched or hurried, especially when they are figuring out the tip or signing for the check.

96. Do not say anything after a tip — be it good, bad, indifferent — except, “Thank you very much.”

97. If a guest goes gaga over a particular dish, get the recipe for him or her.

98. Do not wear too much makeup or jewelry. You know you have too much jewelry when it jingles and/or draws comments.

99. Do not show frustration. Your only mission is to serve. Be patient. It is not easy.

100. Guests, like servers, come in all packages. Show a “good table” your appreciation with a free glass of port, a plate of biscotti or something else management approves.

Bonus Track: As Bill Gates has said, “Your most unhappy customers are your greatest source of learning.” (Of course, Microsoft is one of the most litigious companies in history, so one can take Mr. Gates’s counsel with a grain of salt. By the way, grey sea salt is a nice addition to any table...)



And for your dose of regular food related news clipping:
FIND US ON FACEBOOK


Want to learn more?
michelpiton@gmail.com
+66(0)877733413


This blog does not take any comment but I will reply to all email.

RESTAURANT MYTHS

I own a restaurant!
Nothing will conjure up looks of envy and awe faster than those four words. People assume (which you should never do because it makes ASS out of U and ME) that owning a restaurant is fun and exciting, a great way to make money and perhaps even become famous. Well, I am here to tell you that owning a restaurant is a lot of hard work more than anything else. While there are definite benefits to being your own boss, there are serious drawbacks as well. Let’s clear the air and dispel some of those pesky restaurant myths that keep popping up.

1. It’s a Wicked Fun Job!
While fun is what you make of it, it would be a bit of a stretch to assume that the restaurant business is all fun and games. It’s more like work and stress. Owning a restaurant means you will be at work a majority of the time, especially in the beginning. Do you like weekends, holidays, and your kids’ birthdays? Well too bad, because chances are you get to work those days. Case in point, those are work days!

2. I’ll be Rich!
No. Stop right here. Do not pass go. Do not collect $200. In fact, you’d better pay that $200 out to payroll, work permit, sales tax, insurance, rent, mortgage, food purchases, liquor purchases, utilities, repairs, ect… Get the idea? Restaurants can earn a lot of money. However, they spend almost all that they make. A restaurant owner can earn a decent living (read = not rich) but only if he or she intends on working in the restaurant. Many people think they will open a restaurant and draw a paycheck, without actually cooking, managing or waiting tables. This may work in the beginning, but restaurants can’t support dead weight for very long. If you don’t plan on working, don’t plan on getting paid.

3. I Love to Cook, so I Should Open My Own Restaurant, Right?
Maybe. The fastest way to ruin a favorite hobby is to make it your living. Of course, doing something that you truly love can also inspire you to work harder. Keep in mind though, that cooking for close friends and family is not the same as cooking for strangers who are plunking down hard earned money for your food. Even if friends and family say you should open a restaurant, remember, they are your friends and family and not the most impartial of judges. Try catering a few small parties (for non-friends and family) before taking the leap into opening your own restaurant, to get a small taste of the food business.

4. I Will Have a Place to Hang Out With my Friends!
Frankly, to me this is the most irritating of all myths. If you want to hang out with your friends, build a bar in your basement or throw a party. Don’t invest thousands of dollars into a business you have no intention of overseeing. And you won’t be overseeing anything if you are hanging out with your friends, drinking and watching football. No one is going to care about your restaurant as much as you do. And if you don’t care, then why should your staff?!?

5. I am Going to be Famous!
I admit it. I was totally fantasizing about being the next Food Channel Star. I also fantasize about winning Lottery, buying a Scottish castle and keeping company with Charles and Camilla. It’s a fantasy, not a reality. And I’m not in the restaurant business to get famous. I’m in it to make a living.
Celebrity chefs like are everywhere these days. They have two or three network shows, cookware lines, commercials, food lines as well as popular restaurants. But they didn’t start out famous. They started out with…here it comes…hard work! While its fun to pretend you might make it big in entertainment as well as with your restaurant, chances are, you will have to settle for being an everyday "Joe". And that is okay.

6. Just because you are a success in one business doesn’t mean you will be successful as a restaurant owner.
Gordon Ramsay pointed this out with the owner of an over-the-top rural English pub. The owner had been hugely successful in other ventures, (he took Gordon on a tour of the grounds in his private helicopter) but couldn’t figure out why his restaurant was doing so poorly. Gordon, in his wonderful lack-of-tact style was quick to point out to most obvious flaws…menu, kitchen staff, wait staff. The owner didn’t take kindly to any of Gordon criticisms at first. Eventually he came round and followed Gordon advice (like they do in every episode Ramsay Kitchen Nightmares) and he and his restaurant lived happily ever after.
The big problem with this particular restaurant owner was his pride. He thought because he was successful in other areas, he would naturally be successful in the restaurant business, despite having zero experience in it. When suggestions were made to change his menu and his marketing approach, he balked. He took the suggestions as a personal affront, rather than much needed business advice.

7. Everyone Will Flock to Your Restaurant
During another viewing of Ramsay Kitchen Nightmares, Gordon is getting the low down on the history of the restaurant he will be helping this week. The owner mentioned how successful his grand opening was. He said people, many of whom were friends, loved it and they all said they were coming back. He was very excited. Unfortunately his friends were big fat liars.
If you build it they might come. Or they might just say they will come. Or they might show up once and never come back. I don't mean to sound well...mean, but people will lie to you without thinking twice, if they think that is what you want to hear.
Friends, family, coworkers, even general acquaintances are great for support, but not a substitute for real demographic research and market analysis that is needed to open a successful restaurant.

8. Just Because You Work in a Restaurant Doesn’t Mean You Should Own One!
Working in a restaurant before owning one is preferable in this industry. It is the only way to really understand how a restaurant operates, in both the front and back of the house. But just because you have worked in a restaurant doesn’t mean you are ready to own one. Being an employee is very different than being an employer.
As an employee, you can go home after your shift and not worry about how the restaurant is going to make its rent. Or how your going to pay the electric bill if you have another slow weekend. You aren’t thinking of ways to trim labor costs or improve the menu. Owning a restaurant is a 24/7 job. It never goes away. It is always with you. Whether you want it there or not.

“So who should open a restaurant?”
Well, I'll tell you who I think make the best restaurant owners. People with who are tenacious. People who don’t give up, even when common sense is screaming at them to do so. People who really believe that they can be a success. People who are patient. Because, despite stories on the Food Channel, success does not come overnight in this business, if it comes at all.

Related post: Restaurant Openings

Want to learn more?

michelpiton@gmail.com
+66(0)877733413


This blog does not have any comment but I will reply to all email.

WHAT IS HOSPITALITY?!?

Hospitality is much more than word today, it has become an industry that runs the danger of becoming too high tech, with too little high touch.


Hospitality should have many adjectives, but many of us cannot precisely define it.


Hospitality means providing service to others, yet not being cast as a servant.


Adjectives that should apply to Hospitality include:


Attentive, courteous, amiable, cordial, agreeable, gracious and welcoming.


Hospitality also means demonstrating consistent excellence and quality in people skills (staff and guests), product and ambiance.


It should also mean profitably providing value and worth at any price level, while demonstrating your own unique points of distinction.


Hospitality should be smiles, trust, caring and sharing your operation’s success, regardless of you job title.


Most of all, Hospitality should be a “place”, where people can still be exceptional individuals, where they can extend their own personality and style.




Hospitality is a place and a feeling where one can build their own self-esteem and pride, by providing positive memories and experiences to our guests.








Want to learn more?


michelpiton@gmail.com




This blog does not have any comment but I will reply to all email.

WHY YOU TRULY, SINCERELY NEED TO LOVE YOUR CLIENTS?!?

(adapted from JOSE L RISCO @ www.myrestaurantmarketing.com )




Your clients go to your restaurant looking for an experience.


They are looking for a sentiment, a sensation.

They want to feel special (we all want to feel special, don't we?) and if you are able to provide them with what they crave the most, this simple fact can totally transform your business.



Eating is a social event that we normally enjoy surrounded by other people.


A frustrated client for sure will not come back, he will probably tell all his friends how bad the place is, and recommend to everybody who crosses his path to avoid it like the plague.


Most restaurants spend lots of money trying to attract new customers to squeeze from them all the money they can, for as little effort as possible.


If you want to really succeed, if you want your restaurant to be a place where people want to come back time and again, you need to be different.


Most restaurant owners fall in love with their place, their own food, their own atmosphere, they think that they have the coolest place in town...


Do not make this mistake; instead, fall in love with your clients.



Nobody wants to recommend or revisit a place where his experience was less than excellent and studies show that people's opinions have four times the credibility of any other form of promotion.



You need to re-engineer your place, your staff, and your whole business around your clients. The point of your entire place, of your entire business existence is to make your clients happy.



And because of this, think about your other clients: your employees, your food providers.



Work with them as well. Put them at the center of your efforts.
They are a very important part of your business.




If they do not perform your whole operation will fail.






Related Post: Ten Ways to Improve your Restaurant Service






Want to learn more?

michelpiton@gmail.com
+66(0)877733413






This blog does not have comments but I will reply to all email.

TEN WAYS TO IMPROVE RESTAURANT SERVICE

Thanks God It's Friday!
And this is a new post from lazygourmet...


There are many, many ways to improve restaurant customer service.


Approximately 50% of the time it is plain, good "common sense" that will help one achieve excellent restaurant customer service.


Here are 10 Ways To Improve Restaurant Service:


1. Hire better hosts and hostesses, meaning those who can do more than smile and offer rote salutations. When gauging hospitality
skills, look for five traits in your employees: "1)extremely nice;
2)intelligent; 3)infused with an extraordinary work ethic;
4)empathetic; 5)emotionally self-aware".



2. Tell your waiters that when taking orders it is not imperative
that they congratulate each diner for their brilliant selections;
it comes across as insincere. And it's even worse to congratulate
just one person sincerely, as it makes it seem as though everyone
else at the table ordered crap.



3. Have waiters refrain from repeatedly asking how things are, if
everything is okay, and so forth -- and especially from
interrupting conversation to do so. A simple "Let me know if I can
get you anything" uttered at the beginning of the meal will suffice.



4. It is likewise unnecessary to query whether we'd like more
water; if the glass is empty, just fill it. On the other hand,
please do not have workers replenish water glasses each time a sip
is taken.



5. Waiters should not remove one diner's plate while others are
still eating, and at no time should they scrape leftovers from one
plate onto another and stack them while at the table.



6. Assign someone to inspect flatware more closely for smudges and
stains, and to check wine glasses for soapy odors.



7. If at all possible, keep service stations away from tables --
it's nerve-wracking to be seated next to one.



8. When things go wrong, make them right. Was the wait for a table
unduly long? Was a dinner order fluffed by the waiter or kitchen?
Was a diners' entree returned for being improperly cooked, and did
that result in the person having to dine after everyone else was
near finished? Make a generous gesture to the offended group so
they leave the premises delighted rather than disgruntled.



9. Do not abandon diners after dessert is served. Have waiters
remove empty dessert plates in timely fashion and to ask their
guests if they would like the check. If the response is
affirmative, it should be brought promptly and the waiter should
stay relatively close by to pick up the payment when ready.



10. Hire better dining room managers, meaning those who can do more
than make token stops at each table to ask if everything is all
right and then quickly move on. Performing the job with aplomb entails keeping a keen, roving eye on the room,
being aware of the progress of each table, and orchestrating
solutions to problems as they arise -- such as getting a check to a
table of impatient diners whose waiter is bogged down.




Related post: Staff Scheduling




Want to learn more?

michelpiton@gmail.com
+66(0)877733413




This blog does not have comments but I will reply to all email.

STAFF SCHEDULING

Thanks God It's Friday!

And this is a new post from lazygourmet...








Restaurant service staff scheduling is crucial and closely tied to
excellent restaurant customer service.


In every way, a balance must be achieved by matching the dining
room service labor needs to forecast business, and would like to
offer two concepts that can improve restaurant dining room service
immensely.



The first concept is the "on call waiter" who can be scheduled for
any shift necessary. The "on call waiter" function is to call the
restaurant about 1/2 - 1 hr. before the work shift commences food service to see if he/she is needed to come in and work that
particular shift.


The "on call" function is useful in many ways as in the case of
outdoor dining where business literally depends on the weather. If
the weather is right for outdoor seating, the "on call waiter" will
be asked to come in to work. If it's raining, then the "on call
waiter" will not be needed, though the phone call to the restaurant
should still be made. Basically, if the staff is sufficient for
that restaurant shift, then the "on call waiter" will not be needed.


Another useful function for the "on call waiter" is when there is
an extremely important event scheduled, and there can be positively
no staff shortages for that event. Simply by communicating properly
and timely over the telephone, the dining room will be covered
saving the service staff time and the restaurant wasted payroll.


This system is flexible, and should be used with common sense, not
haphazardly. Depending on the situation, there can even be more
than one "on call waiter" for a shift, and by the same token, you
may not even use an "on call waiter" for many of the work shifts.
Every restaurant must figure out what system works best for them,
and make the adjustment.



The second restaurant service staff scheduling concept is the "maintenance runner" which works best when there is more than a food runner working per shift. Once again, this concept will prove how proper staff scheduling is directly tied to improving dining room service.


In a small restaurant, there may be only one food runner needed for
the shift taking food from the kitchen areas to the dining areas.
He/she is responsible for keeping those dining areas and floor
areas clean, since it is be part of the side work.


If this side work does not get done, it is obvious where the blame
lies. (Technically it's everyone's job to keep the restaurant
clean, but it's ultimately the food runner's job to keep the
service/ kitchen areas, waiter food prep areas, and floor areas
clean.)


Now, on the other hand, a large restaurant that uses 3 runners per
shift is definitely bringing a higher volume of food from the
kitchen areas to the dining areas. So, things will get a bit
messier because of the added food traffic. To compound the problem,
with more than one runner, things will get confusing as to whose
responsibility it is to keep the above restaurant areas clean.


The simple solution to this headache lies within the restaurant
service staff scheduling. Simply put "maintenance runner" on a
pre-designated schedule spot, and rotate fairly. For easy labeling
on the schedule, a simple MR abbreviation next to the name or
shift--- and it's good to go for each needed shift.


The "maintenance runner" will ultimately be responsible for the
sweep up and wipe-up jobs-especially before and after each shift.
Cleanliness, especially floors, will also lessen the risk of bodily
injury such as slippage from an unclean floor.




These simple dining room service scheduling tips will help ensure
that the restaurant is properly staffed while maintaining safety
and sanitation.



Related post: Keep your Staff Happy




Want to learn more?


michelpiton@gmail.com
+66(0)877733413

HOW TO DEAL WITH DIFFICULT CLIENTS?

As much as we try to please our customers, sometimes we encounter people who -for one reason or another- display negative behavior.
What can a restaurateur do to avoid a confrontation with these people in your establishment, and how do you neutralize (and perhaps eliminate) their disruptive behavior?

This is not an easy task.

It might help you to remember: most of the time, these people are using your restaurant or your employees in order to vent their personal frustrations.
Sometimes people come to your place bringing along their emotional baggage. It would be great if they could leave it at home, but unfortunately, they do not.
You always must try to always maintain your cool. Keep your emotions out of the discussion and think about your other customers. They do not need to have their experience spoiled by witnessing an unpleasant public argument.

There are three basic types of difficult people: the Critic, the Chatty and the Vociferous. What follows is some advice to help you identify and deal with each type:

1. The Critic
This person likes to put down anything and anybody. They will criticize minor mistakes and pick apart your food, your staff, etc.
How can you deal with them?
These people will wear you down if you keep listening to their continuous complaints about everything - from the way your napkins are folded to the temperature of the food to a two-minute delay in the delivery of their appetizers.
You must remember that these complaints may be directed at your place or your staff, but the root of the dissatisfaction is not in your restaurant. These people are just venting their unhappiness and negativity at your establishment.
Ask your waiters to try to diffuse the negativity by responding with understanding and saying something positive. For instance, if your Critic claims that the food is cold then your staff can respond by saying, "I am sorry about that. I will bring it back to the kitchen, warm it up and get it right back to you."
Remind your staff to always be positive in their attitude, and not to take the criticism personally. Critics thrive in conflict and they look for it.
You owe it to your other customers to keep a nice, relaxed ambiance. If they see that, despite these complaints, your staff is trying to correct the situation and keeping a positive attitude, they will value your place even more.
Please notice that I am talking here about a person with a pattern of negativity, not an angry customer that may be reasonably upset because of a specific dining issue.
Always try to listen first to your customers if they are angry. They may have a reason that can be easily solved. Listen to what they have to tell you, and try to come up with a satisfactory solution. This often diffuses their anger and leaves everybody happy.
However, if you see that these people are purposely disruptive, politely ask them to leave your place and suggest they come back when they feel less upset. Tell them something like: "I am sorry you are not enjoying yourself. Perhaps you should leave tonight and we can start over another time. Since you have not enjoyed your time here, your meal is on the house."
Although you may feel tempted to get your money from these ungrateful people, don't charge them for the meal. This will likely start a big argument or allow them to make another negative comment.
These people are looking for an excuse to validate their negativity, and asking them to pay while inviting them to leave will provoke their fury. They will make a scene, and will make the dining experience very unpleasant for the rest of your clients. You can't win this battle.
However, if you ask them to leave with no charges you lose the cost of the food and drinks, but you save the reputation of your restaurant and you ensure that other diners will recognize your willingness to accommodate your disruptive Critic.

2. The Chatty
This person will try to keep your staff always entertained by asking them questions all the time, telling them stories about themselves, etc.
This could be OK if you have a slow day, but it can be very disruptive to your operation if your place is busy.
The Chatty person is very curious and loves to talk (especially about themselves), so they will take any opportunity to talk to your staff, to you, to anybody who wants to listen (or even those who do not).
How can you deal with them?
If you see that these people are disrupting your employees' work flow, you can tell your staff to politely say, "I am sorry, I know that you have something interesting to share, but we are very busy today and I need to serve other tables. Perhaps you can come back on Monday nights, when we have fewer diners and it is less hectic, and I would have more time to talk with you."
They should get the point. If not, you may also intervene occasionally by approaching the table and giving a direct instruction to your waiters to attend to another matter or serve a different table. Then say a couple of nice words to these customers and excuse yourself with a smile.

3. The Vociferous
This personality type engages in disruptive behavior in public. Most of the time, they will talk very loudly while dining so that the whole restaurant can hear them.
This type is probably the most problematic because he or she is disrupting other clients who are looking for a pleasant dining experience, but doesn't act with harmful intentions.
How can you deal with them?
These types are simply craving attention. They love to be the life of the party and be recognized by everybody.
It is not easy to deal with these individuals. They may get upset if you ask them to lower their voice or act less obvious since this could be their opportunity to really be the center of attention that they so much crave.
Although there is not much we can do about this behavior, one solution that may work is to move the dining party to a different, more secluded table.
You can tell them that your other clients enjoy listening to your background music, and since they are having such a lively conversation, perhaps sitting at the corner table will be a great solution for everybody. That way, they will have more privacy and the rest of your customers can enjoy their background music.
Also, if your place is not full, and/or if they refuse, you may offer to move nearby diners leaving a space of empty tables around them. This way they will realize that their loud conversation is not really appreciated by the rest of the clients and perhaps they will lower their voices voluntarily.
To conclude, you must try always your best to be polite when dealing with difficult customers. Remember that these people are bringing their own problems and issues to your place, and your restaurant and staff are just the vehicle through which they vent their frustrations.
Distance yourself from the emotions involved in dealing with them and, if your negotiations with these people fail, invite them to leave your restaurant.
Do not charge them for their meal. You will lose a meal but they disrupt your business further.
Above all, remember to always put the well being of your staff and your other clients first. If you see that these disruptive people become threatening or violent, do not hesitate to call the police and let the authorities deal with the problem customers.

Fortunately, most of the people are nice and appreciative of good food and service. The disruptive clients are an annoying minority that needs to be dealt with. Having some tools to work with these people will help you run your business more smoothly.

Related post: Truths about customers


Want to learn more?


michelpiton@gmail.com
+66(0)877733413

AVOID MICRO MANAGEMENT

Thanks God It's Friday!
And this is a new post from lazygourmet...


Micro managing may make you feel in control but in reality you are only hurting yourself and the company.


It only limits an employee’s ability to be innovative and creative. This can cost the company thousands of dollars because it is the creativity and innovation of your employees that maximize the profitability of your company.


Micro Management is often just a symptom of ineffective planning, too much compassion and the inability to judge performance and develop bench strength. Developing a strategic plan for your company is a very effective way to address any or all of these challenges. I often tell my clients that the most valuable part of a strategic plan is the development process itself.


Running a company with a shoot from the hip mentality often encourages micro management and does not allow employees to develop their skills and maximize their potential.


One of the many warning signs is a high turnover rate. The reason is simple; good employees just won’t tolerate micro management and they will leave to find employment that will challenge them and help them grow.


1. Try to understand your lack of delegating skills. If you keep things too close to the vest because you fear losing control, you may need personal coaching to help you understand that empowerment and delegation will actually increase your control as it provides you with more time to plan and work on strategic issues.


2. If you lack trust in your employees remember the statement --- “Employees won’t start trusting you until you start trusting them”. If you absolutely can not let go; ask yourself why you hired the employee. In the end if you can’t trust them you need to replace them. If you find you can’t trust any of your employees than you need help in developing your leadership skills.


3. Create a skills assessment inventory for every key employee. Supplement that exercise by creating a training and development matrix to improve the overall competency of the organization. Include yourself in the assessment. Communicate the purpose in a positive fashion to the employees.


4. Consider doing a 360 review that includes you as a leader or create an anonymous survey for employees to rate the entire management team, including you, and the company culture itself.


5. Utilize your skills assessment to make sure you have the right people in the right seats and identify future potential leadership.


6. Stop answering questions and start asking them. When an employee asks you what they should do, ask them what they think they should do.


7. Search for projects, issues or challenges that you would normally tackle and create a project team or empower an individual to solve the problem. Do this even if you think you have the answer.


8. Let your employees fail. The hardest thing to do is to watch an employee make a mistake. But, unless the mistake is life threatening or is going to cost the company thousands of dollars, it is a better learning process if the employee learns from his own mistake.


9. Provide more than just skill training and product training. Create an employee development program for those employees that show potential for future stardom. This development program must be based on empowering these employees to make tough decisions. Intern programs are also effective as a platform for development.


10. Results happen in various ways. Remember, you may have a specific way of doing things but it may not be the only way. As long as the employee is getting the results expected, give them praise. Your way may not be the best or only way.



WOULD YOU LIKE TO WORK LESS AND GET MORE DONE?






Want to learn more?


michelpiton@gmail.com
+66(0)877733413

COMMON SENSE IS NOT ALWAYS COMMON PRACTISE

Thanks God It's Friday!
And this is a new post from lazygourmet...



Restaurants on average spend about 6 percent of their revenues on marketing efforts to lure new customers and retain existing ones.



Most of these campaigns depict a restaurant staff that is prepared to meet or exceed your every need as a hotel guest. Even so, guest satisfaction survey results oftentimes contradict the notion that a restaurant employee will be ready, willing, and able to serve.


Ready


Readiness to perform the job consists of tangible things like the tools necessary to perform the job as well as intangibles such as the atmosphere or “mood” of the workplace which is shaped by a variety of factors including: employee treatment issues; morale; leadership, etc.

Managers need to be thinking about readiness daily and even hour-by-hour during the shifts they supervise. Managers work among a society of “boss watchers” who are always looking for cues. “What they see is what you’ll get.” If employees detect management’s skepticism about a corporate initiative, then they too will be skeptical. If management acts with indifference toward customers, then employees will feel justified in doing so as well. What they see is what you’ll get.


Willing


Motivation and enthusiasm are important traits of guest contact employees and, as compared to knowledge and skills, are not developed during the orientation and ongoing training process. An employee’s willingness to demonstrate a positive attitude at work and to enthusiastically serve the customer must be assessed during the hiring process.

Whether through the use of an applicant assessment such as Gallup’s StrengthsFinder or through a behavioral interview (i.e., asking questions of the applicant that are intended to elicit how he or she actually, as opposed to hypothetically, performed in given situations in the past), attitudinal characteristics that support an organization’s service mission such as the willingness to go the extra mile or be team-oriented must be validated prior to hiring the job candidate.



Able


Employees always bring skills and abilities to the workplace. These have been developed in previous jobs, school, and through life experiences. It is the employer’s role, working with the employee, to ensure that one’s knowledge and skill levels increase throughout his employment experience. Oftentimes, training occurs more formally and less frequently such as classroom training. Training is more effective when it is presented less formally and more frequently such as on-the-job training, observations, feedback, etc.


It’s not uncommon for inconsistencies in one or more of these areas to contribute to a lackluster service experience for the customer. Regardless of where the problem lies, your customers expect for employees to be ready, willing, and able to provide the same level of service implied by your marketing consultant.



Related post: Keep Your Staff Happy




WOULD YOU LIKE TO WORK LESS AND GET MORE DONE?



Want to learn more?

michelpiton@gmail.com
+66(0)877733413

STOP WHINING AND START LEADING

Thanks God It's Friday!
And this is a new post from lazygourmet...

Inspired by an article from lifehack.org

We all know people who suffer from "Victimitis" — the poor-little-me syndrome whose verbal symptoms include: "They are doing it to me again," "There's nothing I can do," "It's all their fault."

Indeed, many supervisors and middle managers agree that Victimitis is a big problem at work.

Unfortunately, they don't recognize the extent of their own infection.

Looking right past themselves, they look for ways to change everyone else. They aspire to lead but end up demoralizing their own teams and frustrating themselves by choosing to be disempowered by their bosses. They give away their power by believing that they don't have any. They unwittingly fall for the cult of heroic management — the notion that leadership comes down from on high.

These middle leaders could energize their teams and organizations. Instead they Dilbertize their workplaces by living in Pity City and modelling helplessness and cynicism. They often complain bitterly as they wait for their boss and others higher in the organization to open doors for them. But they don't realize that the handle is on the inside.

It's all too easy to point fingers upward and shake our heads in disgust. It is much harder to point our finger at the mirror as another potential source of our leadership problems. As journalist and author P.J. O'Rourke puts it: "When we do find someone to blame, it's remarkable how often his picture turns up on your driver's licence."

Research on high-performing organizations that adapt rapidly to change increasingly points to the crucial role of middle and lower managers.

European Institute of Business Administration professor Quy Nguyen Huy found that at companies making lasting, effective changes, middle managers are far better than most senior managers at leveraging informal networks and staying attuned to employees' emotional needs.

He also discovered that the successful ones manage the continuity between extreme inertia and extreme chaos during turbulent times.

In his book Getting Things Done When You Are Not in Charge, Geoffrey Bellman challenges upward-looking managers: "You may be thinking, 'But someday I will be in charge of the committee [or agency or division or team] and I will change things!' Well, think again. That's akin to getting married with the plan to start changing your spouse immediately after the ceremony."

Instead, they need to practise upward leadership now. Here are some tips:

Try to better understand the bigger picture that your boss and those above you in the organization are operating within. Do you know what keeps them awake at night? What their key goals and priorities are? Don't wait to be told — find out.

Take the initiative to keep communication channels open with your boss. Set your top five goals. Get your boss' input and adjust accordingly. Meet periodically to review progress and reset priorities. Ask, "What do you think I should keep doing, stop doing and start doing?"

Are you part of the solution or part of the problem? Are you a reactor or leader? Does your attitude and do your actions just reflect the temperature of your more-senior managers to the people in your part of the organization? Or do you try to readjust and change the temperature?

Focus most of your own and your team's energy on those things within your control. Pick carefully the areas or changes you would like to influence. Figure out how to let go of those things or circumstances over which you have no control. Not doing this just increases everyone's misery and creates paralysis. The poet Longfellow was right on when he observed: "I have found that the best thing to do when it's raining is to let it rain."

Learn how your organizational game is played. Any group of five people or more is political. Politics involve relationships, trust, power, persuasion and influence.

Build networks and coalitions, especially if you're trying to influence significant change. Work with those people who are ready to move forward and build momentum with you. Don't fixate on the fence-sitters, naysayers or resisters. Involve your boss where appropriate.

When it's the right thing, be the leader and do what needs to be done. It's easier to get forgiveness than permission.

Seize the learning opportunity. We can all learn what not to do from an especially bad leadership example.

As our organizations struggle with change, we can either be navigators, survivors or victims. Our leadership response doesn't depend on our position; it depends on our choices.

In dealing with a bad boss or weak leadership further up the organization, take Leonard Schlesinger's advice:

"It's not up to you to change your boss, but you can change your situation. You can do this in one of three ways: impose or relax constraints on the situation, work your way around the situation or get out of the situation."

Related post: Understand your Real job

Want to learn more?

michelpiton@gmail.com
+66(0)877733413

KEEP YOUR STAFF HAPPY

Thanks God It's Friday!
And this is a new post from lazygourmet...

Let's face it, staff are one of the most important aspects of running a successful hospitality business. While recruiting the right staff is essential (and sometimes difficult), retaining staff can be even harder. This is particularly true in the hospitality industry where staff turnover can tend to be high.
Keeping your staff happy will not only make them likely to stick around for longer, but you will find that happy staff are more productive which has a positive effect on your profits.

Don't panic! Keeping your staff happy isn't necessarily about being the most lenient employer with the highest wages. lazygourmet looks at the ways you can work to keep your staff happy and create a better workplace.

Communicating with your staff

Communicating with your staff is important for many reasons. It is your opportunity to gain insight into how they feel their work is progressing as well as to ensure staff are kept up-to-date with policies, issues and day-to-day events in the business. This in turn has the effect of making your staff feel involved and provides them with an opportunity to have an input.

As well as regular one-on-one talks when you can with your staff, there are also methods of communication you can establish to make sure that communicating with your staff is regular and efficient.

Team meetings are a great way to ensure that your staff are kept informed and involved with what's happening with the business. Staff can use this opportunity to provide you with their feedback.

You can also use team meetings as an opportunity to provide with training such as new legislation or new policies for the business.

Organising team meetings can be a difficult process. It is best to organise them at the beginning or end of a shift and if attending staff are no rostered on it can be a good idea to provide incentives such as food and drink to reimburse them for their time.

As well as staff meetings, staff notice boards can be a good way of providing staff with information about upcoming events, industry newsletters and so on. The trick with notice boards is to keep them updated and eye catching to help ensure you can capture the attention of your staff.

If your hospitality business is large, you may want to consider developing your own internal staff newsletter featuring achievements from staff (both inside and out of work), upcoming events, policy updates and so on. Staff could be incentivised to contribute to the newsletter and photos etc could also be included. This is a fun way to keep communicating with your staff.

Whichever method you employ to communicate with your staff, the most important thing is that staff are also given the opportunity to have input and involvement. Keeping your staff feeling like they are involved in your business is a key step in helping to keep your staff happy.

Incentives

Incentive is a great way to encourage staff to keep motivated and working hard. Incentives don't always have to be monetary and sometimes the best incentives are more about recognition.

If you are looking to include incentives to help keep your staff motivated you need to be clear about what it is you are trying to achieve. Are you trying to improve sales of a particular item? Fewer sick days? Better time management? Whatever it is decide first what the measures of success will be and choose a reward that reflects the values of your staff. You also need to be clear about whether you want the whole team to be rewarded or one person in particular.

Incentives such as sports events, nights or days out as a team etc can be great way to reward your staff as well as provide a great team building experience at the same time. Whatever incentive you choose, recognising your staff achievements is a great way to help keep your staff happy.

Turnover

No matter what you do to keep your staff happy and motivated, staff turnover is an inescapable part of the business. Clearly the higher the turnover, the higher the cost to you as an employer.

In most cases, where staff morale is high the turnover tends to be lower so staff communication and incentives can go a long way in helping you keep your staff turnover down.

Providing reasonable wages and working hours and providing your staff with career advancing opportunities can also help to keep the turnover down. But remember it all starts at the beginning so make sure you employ a stringent recruitment process so you can find the right staff with the best fit for your business and they'll be likely to stay with your business for longer.

Related post: How to Address the Guest Experience with your Staff?

Want to learn more?

michelpiton@gmail.com
+66(0)877733413

WINE DOES WONDERS FOR YOUR RESTAURANT

Thanks God It's Friday!
And this is a new post from lazygourmet...

Not only does excellent Wine and Wine Service add class and sophistication to a restaurant, but it also adds to the food experience, increases the bottom line, etc., etc., etc.

Below is a great article from a Wine expert, courtesy of Jennie Willis.

This article is almost a crash course for the Wine beginner, and actually a great, quick education for waitstaff, especially the White and Red varietal characteristics.

The Basic Wine Essentials

Whether you are serving it to your guests while entertaining, using it to create luscious dishes, or simply enjoying its' company, whatever the occasion, this libation reigns the kingdom of fine indulgence and has been doing so for centuries. The conception of wine has been dated as far back as 8000-4000BC in Mesopotamia.
Having thousands of years to further perfect the wine making process, this sexy beverage is a palate pleaser like no other providing a continuous adventure for pleasure seekers in this arena where no bottle is quite like the other. Each and every wine has its' tale to tell, so indulge and listen carefully, for this libation is quite capable of taking you to places you have most likely never been before!

Wine is an enormous subject that is constantly evolving which can often lead to intimidation. Where do you begin? The important thing is that you do! The enormity of wine is not justification for not trying any, but it is reason to be shy about it. So let's get down to the basics and get you on your way to a life happily filled with wine!

Creation:

Wine is created through the fermentation process of crushed grapes. Grapes are pressed to release their juices which are combined with yeast to initiate the fermentation process. This process converts sugar into alcohol and concludes once the alcohol reaches such a level as to kill the remaining yeast. This yeast is naturally occurring in the skin of grapes but is rarely used in today's wine making process as isolated yeast strains now exist that can not only act as a fermentation catalyst but contribute a unique styleto the wine as well.

What's in a name?

Every wine is derived from either a single grape or from several. These grapes are also referred to as "varietals". Each varietal has a unique name which in turn represents certain characteristics. A wine characteristic refers to anything that reflects a resemblance to a scent, taste, or flavor and also includes mouth feel such as the weight of the wine when on the palate. Let's use the chardonnay grape as an example. Chardonnay classically presents characteristics of citrus, pear, and pineapple to fig, honey,vanilla and butter. This wine can also be characterized as being full and rich, or simple and crisp. This variance in characteristics is what makes wine so mind-blowing and mind-boggling!

There are several factors that contribute to the final result of a wine. Geographic location of where the vines are planted, the weather of that region, the vines themselves, soil conditions and of course the actual wine making process. With all of these factors considered it is understandable why someone who may enjoy one chardonnay, may not enjoy the next. All the more reason to not give up and keep on trying!!

All varietals exude certain characteristics which can aid in determining one wine from another. This differentiation also contributes to your own approval and disapproval of certain wines.
Some are light bodied and fruity, others are full bodied and earthy, whatever your style, there is bound to be a grape varietal that will satisfy.
Our chart below is an excellent tool to use when purchasing and/or tasting wine. The left column represents several popular wine varietals while the right column displays typical characteristics of that particular varietal.

White Varietal Characteristics:

Riesling-Light; Sweet/dry. Tangy, fruity. Citrus, apple, pear, melon, nectarine, peach, apricot.
Gewurztraminer-Light; Sweet, dry. Grapefruit, lychee, apple, nectarine, nutmeg, clove, ginger, spice, floral.
Semillon-Med-Full; Often rich. Lemon, lime, honey, butter.
Chenin Blanc-Light; Off dry. Peach, pear, quince, melon, herbal tea, mineral.
Viognier-Light-med; Floral, honey, apricots, pear.
Sauvignon Blanc-Light-Med; Citrus, gooseberry, lemon, melon,herbal, bell pepper, grassy.
Pinot Blanc-Light-Med; Dry, crisp.Citrus, apple, pear, melon, sweet pea.
Pinot Gris/Grigio-Light; Fruitier and soft. Citrus, apple, pear, peach, melon, honey, vanilla.
Grigio; Crisper, more citrusy.
Chardonnay-Med-full; Dry, rich. Citrus, apple, tropical fruit, fig, honey, hazelnut, butterscotch, butter, popcorn.

Red Varietal Characteristics:

Gamay-Light; Tangy, fruity, cranberry.
Pinot Noir-Light-Med; Cherry, strawberry, clove, mint, truffle, cloves, smoke, sage.
Sangiovese-Med; Sweet and sour, dark cherry, tobacco, earthy,almond, herbs, tea.
Barbera-Med-Full; Ripe red fruit, currant,cherry, herbal.
Cabernet Franc-Med; Dry, berry, fruity, herbal,smoky.
Grenache-Med; Black fruit, anise, smoky, herbal.
CabernetSauvignon-Med-Full; Cherry, plum, currant, pepper, bell pepper,cedar, vanilla, mint, chocolate, tea, tobacco.
Shiraz/Syrah-Full; Raspberry, spice, black pepper, blackberry, plum, tar.
Zinfandel-Full; Juicy, robust, jammy, berry flavors, spices.

Red vs. White:

So what's the deal with color? We all know wine to be red, white,and rose, or blush as some call it, but the juice is really all the same!
Have you ever looked at the flesh of a red grape before?
It is the same as a green grape, therefore if wine exists in a variety of hues then the color must come from....of course, the skin!
Often white wine is made from red grapes, in fact, most great champagne would not exist without, so don't be fooled, pink grapes do not exist!
Yes, red and white grapes appear the same in juice form but when their skin is added to the wine making picture a whole other story begins!

The many gorgeous hues of red evident in red wine is a result of allowing red grapes to ferment with their skins, however color is not the only thing affected by the skin of a grape. I am sure you have tasted a wine, a red wine in particular that makes your mouth pucker; an astringent sensation on the palate if you will. What you experienced is known as "tannin".
Tannin is a natural substance found in the skins, stems, and seeds of grapes.
You can experience this sensation in young whites however it is more commonly found in red wines. Allowing the juice to ferment with skins will in turn generate a higher level of tannin to exist in the resulting wine. It is no secret that many people have a preference for either white or red wine.
A very tannic wine is often a reason for dislike especially if you are new to wine. There are several varieties associated with being quite tannic, Cabernet Sauvignon, Nebbiolo, Syrah, Petite Syrah,Zinfandel, are to name a few however in the game of wine you will not know until you try!
Every wine will possess its own unique color. A wine's color can reveal its story, and to experienced blind tasters, provide necessary clues in pinpointing a correct assumption.
Each grape variety generally exudes a certain range of hues however age and wood barrel aging will also have an affect on color. So evidently there is much more to color than just red and white!

Wine is an endless educational journey even for those most experienced in this subject so it is vital to explore and try new and exciting wines as often as your time allows!

So get out there, get tasting, and have fun!

Want to learn more?

michelpiton@gmail.com
+66(0)877733413

BE YOUR OWN MYSTERY GUEST...

Strategic Planning is formulating immediate as well as long range goals to make your restaurant run more efficiently.
A start is to step back and look at your operation with the eyes of your customers. If you can learn to see what your clientele sees in their first few minutes, you'll know more quickly how to start to improve your operation.

What do your customers see when they look at the exterior of the restaurant?
Can your signs be seen easily, and do they tell a truthful story about what you have to offer inside? Look at your building:
Is the paint peeling, are the window panes spotless or spotted?
Is the garbage area well hidden and covered? How about the grounds?
Do you step over potholes in the paving, are there gaping cracks with weeds coming through the sidewalks?
In rainy season does the water form puddles in front of the main entrance way?
Are there cigarette butts and gum wrappers in the shrubbery?

Now enter as if you were a customer:
Is the main entrance door easily seen?
If there are several entrances, can you identify the one to use?
When you walk inside, can your eyes adjust easily so you can see where to go clearly?
Is there a sign telling you either to "wait" or "please seat yourself"?
If any of the following apply to your place, can you find the way to the host station, buffet line, or the order area for fast food?
If there's a crowd waiting to be seated, can you see empty or uncleared tables ahead while the crowd stands and waits?

Is there confusion over reservations, is the waiting line organized for human beings?
Do you hear comments like "We've been waiting over an hour already, and they told us it would be only a few minutes wait"!
Are the waiting people relaxed ? or resigned ? or angry?

Start looking for things that will quickly turn you off as a customer:
As you play a customer being directed to your table, does the carpeting look clean and attractive or just plain stained and shoddy?
Are the public areas neat and clean with adequate lighting?
Are your china, glassware and flatware sanitary as well as shining bright?
Bad sanitation can certainly affect your patron's trust and confidence in the wholesomeness of your food. Washrooms are an immediate indicator of sloppy housekeeping which is usually associated by the patron with indifference in food handling and preparation.

How about your menu?
Are there "typos" and write-ins inside and ketchup and mustard stains on the outside?
Actually ask yourself, "Does my restaurant look first class or second rate?"

When you are finally seated at your table, look and listen:
Do the customers seem to be enjoying themselves? Is there "happy noise" or do you hear clatter and clanging from the kitchen and service pantries? Finally, watch your employees. Are they working effectively as a team or are they "chasing their tails?" Do they speak pleasantly to one another, as if they enjoy working together, or do they pass each other with indifference or with actual hostility?

By acting as your own customer you'll be amazed at what you'll really observe about your own operations. You will be able to develop a long list of areas that need improvement.
This activity of "looking within one's own work space" is an activity often performed so well by an outside consultant -as myself!- who looks at your facility with "fresh eyes".
Whatever means you use to achieve the introspection for a clinical analysis of your operations, this is a first step in strategic planning.

Related post: How to deal with difficult clients?



Want to learn more?

michelpiton@gmail.com
+66(0)877733413

HOW TO ADDRESS THE GUEST EXPERIENCE WITH YOUR STAFF

Thanks God It's Friday!
And this is a new post from lazygourmet...

We are all Consumers, and your Staff, no matter the type of Hospitality business – lodgings, restaurants, attractions, entertainment or retail – understand authenticity, appeal to the senses and the role of expectations in framing and delivering on the Guest Experience. But, sometimes, you, the Owner/Manager, must synthesize and bring it home to your establishment and recommit your Team to your message and business.

The more they know and are aware, the better they can forge the proper relationship and rapport with your Guest. It is about behaviors!

This is a helpful diagnostic template for your discussion:

I. Construct a Model and dimensions of the Guest for your Business.

* Each Experience is unique, yet can show some similarities – the unexpected, the thrill, the added touch, the additional effort, etc. Have your staff share their own Experiences and identify what was special, out of the norm, exceptional, etc.
* Talk about what your Guest Feedback mechanisms are saying. You have gained this powerful information from Comment Cards, on-line Surveys or Shoppers and Assessment Companies, even Social Commentary.
* Have your Staff create a Demographic Profile of your Guest: their age, sex, race, professions, etc. A forty year old female professional requires a different approach than that a twenty two year old college student.
* Identify the local competition, for you are all after that same slice of business and Consumer. Expand this to a 30-50 mile radius, discussing the advantages and negatives of your specific business and the community in which you reside. Throw in a word or two about Chain or Flag companies and their benefits (standards, few surprises, a known entity) versus those of the independents and their chance to promote the differences.
* Talk about what is happening in the Marketplace and with each of us personally. The Landscape has changed dramatically. The Economy suffers mightily, our savings have been decimated, our disposable income has shrunk and our decisions of what to spend and where are under intense scrutiny. Understand, your typical Guest is bloodied and bruised.

II. Have your Staff help create Your Guest Profile from the above discussion. No doubt it would include, but not limited to, some of the following your Guest is seeking:

* Value for the money
* Safety/Sanctuary
* Comfort
* Excitement/Entertainment/Fun
* Respect
* Feeling Special

III. Identify a Strategy, which, given the vagaries of the Marketplace, should be: “Retain the ones who love you and turn them into raving Ambassadors”. Why, you might ask?

* It is easier to retain an existing Customer than attract a new one, and
* Good news travels quickly on the Hospitality Grapevine (as does bad news).

IV. Draw that Tripod which frames any Guest Experience:
Facility, Product and Service. Emphasize that the Experience is influenced by:

* All the senses (sight, smell, sound, touch and taste). Have your staff identify examples which evoke these reactions, hopefully within your type of business.
* Expectations, either diminished or enhanced by First Impressions. These could be from your Web Site, collateral material in the community, what people have said, or the actual time spent on your property or venue.

V. Take each of those Guest Experience Aspects and elaborate:

* Facility: Take a hard look, externally and internally. On the outside: from the parking lot, to landscaping to walkways to building siding and paint. On the inside: from the walls to the carpet to the furniture, look at dirt, grime and stains. Consider your ambiance (an enhancement or distraction): music, air conditioning, noise (conversational or kitchen clamor) level and lighting. The condition of your Rest Rooms can be a deal breaker.
* Product: Unique Selling Point (U.S.P.), you need a decent & unique product as part of you mystical mix. No matter what you are selling (rooms, food and beverage, tickets to ride, tee shirts or culture), your product must have some value, definition and reliability. It may be based upon preparation, like a fine meal, or architecture, like a serpentine water slide or design, like your guestroom suite or thread count for your linens. Do not forget the power of presentation: the cleanliness and amenities in your bathrooms, or the creative ensemble of your Chef’s specialty or your merchandising of moccasins.
* Service: Not only the great equalizer but also differenciator. This is the stabilizer of the tripod, and, when the other two legs begin to tremble or bend, Service provides the girder to greatness. Service is built around “touch points”, our interactions with our Guest and the opportunity to shape a relationship which can be memorable. It first starts with how our Staff present themselves to the Guest – personal hygiene, cosmetics, jewelry, perfumes and the state of the uniform. Every Job Classification has Key Elements to the proper performance for that position. Some are mechanical (table setting, keying-in information, stocking shelves). Others (transactions, if you will) involve the rapport we establish with our Guest (the order-taking by our Server, the check-in by the Front Desk, the Welcome at Reception, how a complaint is handled). Take your Staff through these steps, establish standards, behaviors and protocols, practice these all the time, and then be ready to talk about Rewards.

VI. What’s in it for me?

One reality is continued employment, whether it be full-time, part-time, contractual or shift work. Secondly, for those who are eligible for commission or gratuity, there is the opportunity for acknowledged reward. No matter their position in your Business, certain Staff behaviors will enhance prospects for a memorable Guest Experience:

* Smile. This simple facial contraction sets the stage for relationship building. It shows you care, are accessible and welcoming. Plus, a smile is contagious! Steady eye contact is helpful, too.
* Simple courtesy. A “Thank you”, “Yes, sir”, “May I get that for you”, and “You are welcome” is almost as foreign as Chaucer’s English.
* Optimize the “touch points”, without being overwhelming or overbearing. Be aware of the Guest dynamic – perhaps it is an intimate dinner, or a business discussion, or the Guest is in a rush.
* Knowledge of your Product.
* Knowledge of your area or community. We are all Ambassadors, and we hope our current Guest returns.
* Opportunity for Up-selling and Cross-selling – their chance to “accessorize” the experience results in a higher check, tab or receipt.

The above Guest Experience Template does not answer all the questions or concerns of today’s Hospitality Manager. However, the discussion and the participation which occurs is invaluable and will place you in a favorable posture for the changing Hospitality marketplace.


Want to learn more?

michelpiton@gmail.com
+66(0)877733413

RESTAURANT OPENINGS

Thanks God It's Friday!
And this is a new post from lazygourmet...

Opening a new restaurant is always a challenge for everyone involved. One can think of openings as an organizational test that involves site selection, building, legal issues, the HR department, marketing, operations and trainers. Does your organization have an overall philosophy around opening?
Determining how your organization views opening will help you determine how to plan your training schedule. What is your organizational philosophy? How much rope do you have?

When I start a training program for a restaurant opening, there are a number of factors I take into consideration all the way from pre-opening to evaluation of the training afterwards. I will share with you the steps I follow for a successful opening.

Construction-Your Best Friend: One of the practices I have had the most success with is to get acquainted with the construction crew and make sure you are both speaking the same 'language.' Find out if you have a company construction supervisor, or if the construction is handled by an outside firm. Does your construction department know what you need to conduct an effective training program?

You need to know their timelines and the construction sequence of events. Remember, if they are in your way, you are in their way, too. If they say, 'The build-out will take 18 weeks,' you need to find out exactly what it means, whether you'll be able to start training, or if there is two weeks to go after the 18 weeks before move-in can happen. Make the construction department a real ally so that the building is ready when you want to actually start the training.

If You Have a Training Program... If you have a training program in place, you need to examine your standard hourly training program to see if it fits the new restaurant. Your standard program most likely contains time frames for menus, POS and steps of service study. The time allotted for 'standard' training should be comparable to your opening plan-give yourself enough time to adequately train your crew. One-on-one training topics can generally be covered in a small group format and the traditional 'follow' steps can be simulated via a role play scenario. You shouldn't have to dramatically alter your basic training design just because it's an opening. Remember, it's only an opening to you, not necessarily to your guests. The skills your staff needs are the same on day 1 as they are on day 100.

Trainer Selection and Training: Who trains at the unit level in your organization? Where do your trainers come from? Do you advertise internally or recruit trainers? Is training a pre-requisite to becoming a manager? What is the image and appearance that your trainers project? Remember, what makes a good restaurant trainer doesn't always equate to a good new store opening trainer.

I get a list of potential trainers from the managers, but before I make them trainers, they attend a multiday 'Train-the Trainer'. The training is not focused on operational skills. Training is very experiential. It's a competitive atmosphere. Look for trainers who have leadership skills and the ability to work on a team. Your assessment should extend beyond classroom activities.

I take the group out to dinner and observe their appearance and how they conduct themselves. It's important to know who is representing you. Be sure you institute some kind of weaning process.

Benefits of Small Group Method: Small groups are ideal for openings-no more than eight to ten people. Think small groups when it comes to scheduling training and writing training programs. What I like to do is schedule a day training session and a night training session. This has a dual purpose of accommodating new employees who may be students or have another job. My hidden agenda is that I know I'll have smaller groups by splitting the restaurant group in half.

With small groups, trainers have a smaller ratio of trainer to student. It's easier to give feedback to managers since it's easier to observe individual behavior. It's harder to hide unacceptable behavior and easier to spot those who aren't paying attention or making a lot of mistakes. Small group training also helps develop trainers.

High School vs. Elementary School: There are two 'schools' of thought for training groups for openings. One uses the high school approach where there are a number of teachers for different topics, the other is the elementary school approach where there is one teacher for many subjects.

I advocate the elementary principle. It has the advantage of allowing the trainer to get a much better feel for the people in their group. The trainer can then provide the management team with information on how well each individual is performing. You have a better chance of 'weeding out' a bad hire. One teacher who spends a lot of time with people can give better feedback. And, it provides more development for the individual trainer who has to be more engaged because they are required to complete an evaluation of each individual.

Dress Rehearsals: It all starts with staffing. We schedule our dress rehearsal as if it were a normal night of work. If the normal cooking line has 6 people, we don't practice with 10, we practice with 6. If you do practice with more people than normal, you can inadvertently teach them to be unproductive.

During dress rehearsals, you will always have to consider your marketing department's requests for events like 'pass-around' or catered events. But it is better if you do practice as you play as much as possible, to try to make it as realistic as possible. Have people order off the regular menu. Argue for a dress rehearsal that is as close to the real restaurant experience as possible. Again, you need to know the organizational philosophy.

Who's In Command Here? In an opening scenario, you need to know who is the decision maker on the floor, decide what authority trainers have, and what gets deferred to managers. It is important that even before you get started that everyone is on the same page. Have clear definitions of authority and responsibility. Separate what the trainers can correct i.e. skills, versus what the managers need to correct, i.e. behaviors.

Role of the Management Team: During the training period, the managers should not be integral to the training program. Let them know that they should rotate and pay attention, but shy away from giving them significant training roles during the week of training. Manager's tend to get pulled away for tasks (important and otherwise) and that can disrupt your schedule. Divided loyalty can end up happening with employees trying to please the managers instead of paying attention to training. The manager's role should be that of an observer and enforcer.

Transitioning to Operations: You can lead a horse to water, but you can't make it drink. One of the hardest parts of opening is trying to decide how long the trainers stay. There can easily be the attitude of 'Don't worry, they'll be gone soon, then we can do what we want.' It's hard to determine how long the trainers stay and to evaluate how long the opening training impacts the operations. Operations have to be sure that operations will be ready for the exit. There needs to be a good exit plan.

Measuring Results: It's important to measure the results of training. I zero in on two measurements: the guest satisfaction indicator or service score often known as the mystery shopper, and the hourly turnover rate. Shy away from using sales or profit as a measurement of your training. You don't have control over sales or profit, but you do have control over your training. Don't shirk your responsibility as a trainer, but be realistic-stick to things you can control. The measurement of training effectiveness should be agreed upon ahead of time.

Who's Paying for this Mess? Determine early who will be responsible for which expenses. Determine how you define opening expenses, what is capitalized, what isn't. For example, if the management team will be there six weeks earlier and will have petty cash and be allowed to purchase items, who will be responsible for monitoring costs? Be realistic in your expenses, not extravagant when considering items like trainer accommodations. Determine who plans versus who approves expenses, It all loops back to what your organization philosophy is. Opening training doesn't start nine days before the opening. It really starts ten to twelve weeks out.

Waiting a week to open so that you can have a 'guest ready' ready building that allows you to practice like you play costs sales dollars. You must make your case that the dollars lost will be made back by limiting the sales erosion off your peak numbers by being able to deliver a positive experience to more of your guests during your first few weeks of business, especially those experiencing your concept for the first time.

If you can prevent even five percent of that sales loss, then you will recapture the money you spent on training over the first few weeks of business.


Related post: Soft Opening?!? Grand Opening!?!

Want to learn more?

michelpiton@gmail.com
+66(0)877733413