Training | KRG Hospitality

January 17, 2024by David Klemt David Klemt No Comments

Welcome Back to the Culinary Arena

Welcome Back to the Culinary Arena: A Comprehensive Guide for 2024

by Nathen Dubé

The start of a new year is an exciting time in the restaurant world, offering a unique opportunity to reassess and rejuvenate your foodservice business.

From utilizing downtime effectively to setting strategic priorities, this guide is designed to help you navigate the year ahead with confidence and creativity.

Whether you’re a seasoned chef or a budding restaurateur, these insights will equip you with the tools to make 2024 a year of remarkable culinary experiences and business growth.

Part 1: Strategic Use of Downtime

Menu Innovation and Optimization

The start of the year is ideal for re-evaluating your menu.

Begin by analyzing customer feedback and sales data from the previous year. Identify which dishes were most popular and which underperformed. Consider removing items that aren’t selling well and focus on the dishes that your customers love.

This is also an excellent time to experiment with new flavors and culinary trends. For instance, with the growing demand for plant-based options, think about introducing a few vegan or vegetarian dishes.

Keep an eye on food trends. Are there new ingredients or cooking techniques that you can incorporate into your menu? This not only keeps your offerings fresh and exciting but also shows your commitment to culinary innovation.

Remember, a well-crafted menu is a balance between popular staples and innovative dishes. It should reflect your restaurant’s identity while also appealing to your target customer base.

Consider a seasonal menu that takes advantage of fresh, local produce, which can provide inspiration for new dishes and help reduce costs.

Staff Training and Empowerment

The quieter months are a perfect opportunity for staff training and development.

Conduct a skills audit to identify areas where your team could improve or learn new competencies. This could range from culinary skills, like mastering a new cooking technique, to soft skills, such as guest service or conflict resolution.

Training doesn’t have to be formal or expensive. You can leverage online courses, in-house mentoring, or even cross-training within your team.

For instance, front-of-house staff could benefit from basic kitchen training to better understand the dishes they are serving, while kitchen staff could learn about customer service to appreciate the end-to-end dining experience.

Team building is another key aspect. Organize activities that foster communication and collaboration. This could be something as simple as a team meal or a group outing.

A cohesive team that communicates well will provide better service, leading to happier guests and a more pleasant working environment.

Finally, empower your staff by involving them in decision-making processes. This could be in menu development, process improvements, or even marketing ideas.

When staff feel valued and part of the business, they are more likely to be motivated and committed.

Facility Revitalization

Use this quieter period to assess and upgrade your facilities.

Start with a thorough cleaning and maintenance check. This includes checking kitchen equipment, dining area furniture, and the overall infrastructure of your establishment.

Evaluate your kitchen equipment and consider if anything needs to be repaired or replaced. Upgrading to more efficient equipment can improve productivity and reduce long-term costs. For instance, investing in energy-efficient appliances not only cuts down on utility bills but is also better for the environment.

Look at your dining area from a customer’s perspective. Is the seating comfortable? Is the lighting appropriate? Small changes in décor can significantly enhance the dining experience. Consider refreshing the paint, adding new artwork, or even rearranging the layout to improve flow and ambiance.

Also, think about your back-of-house operations. Is your storage area organized? Can you improve the workflow in the kitchen? An efficient back-of-house leads to smoother service and a better customer experience.

Part 2: Setting Priorities for the Year

Elevating Customer Experience

The guest experience is paramount in the food service industry. This year, make it a priority to enhance every aspect of your guest’s journey.

From the moment they walk in, to the service they receive, to the food they enjoy, each element should contribute to a memorable experience.

Focus on training your staff to provide exceptional service. This includes being knowledgeable about the menu, attentive to guest needs, and quick to resolve any issues.

Personalized service can make a big difference. Remembering regulars’ preferences or celebrating special occasions with them can turn a one-time visit into repeat patronage.

Ambiance plays a crucial role in the dining experience. The right music, lighting, and décor can create an inviting atmosphere that complements your culinary offerings. If your budget allows, consider investing in upgrades that enhance the ambiance, such as new lighting fixtures or comfortable seating.

Implementing a feedback system is also important. Encourage customers to share their experiences, whether through comment cards, online reviews, or direct conversations. This feedback is invaluable for continuous improvement and can help you address any issues promptly.

Sustainability as a Cornerstone

Sustainability is becoming increasingly important to consumers, and incorporating sustainable practices into your business can have a significant impact. Start by assessing your current practices and identifying areas for improvement.

One key area is waste reduction. Conduct a waste audit to understand where most of your waste is coming from and develop strategies to reduce it. This could involve better inventory management to prevent overordering and spoilage, composting food waste, or finding creative ways to use leftovers.

Local sourcing is another aspect of sustainability. Building relationships with local suppliers not only supports the local economy but also reduces your carbon footprint. Local ingredients are often fresher and can inspire seasonal menus.

Also, consider the sustainability of your operations. This could involve using eco-friendly packaging, reducing energy consumption, or even installing water-saving devices.

Communicating your sustainability efforts to your customers can also enhance your brand’s image and attract environmentally conscious patrons.

Innovative and Integrated Marketing Strategies

In today’s digital age, effective marketing is crucial for any business.

Utilize social media platforms to engage with your audience. Share behind-the-scenes glimpses of your kitchen, showcase your signature dishes, and highlight your team. This not only promotes your offerings but also builds a connection with your guests.

Email marketing is another powerful tool. Regular newsletters can keep your guests informed about new menu items, special events, or promotions. Personalized emails on birthdays or anniversaries can make your guests feel special and encourage repeat visits.

Don’t overlook the power of community involvement. Participate in local events, collaborate with other businesses, or sponsor local sports teams. This can increase your visibility in the community and build goodwill.

Financial Health and Diversification

Keeping a close eye on your financials is crucial.

Regularly review your costs and revenues and look for ways to optimize them. This might involve renegotiating supplier contracts, adjusting menu prices, or reducing unnecessary expenses.

Consider diversifying your revenue streams. This could include offering catering services, hosting private events, or selling branded merchandise.

These additional streams can provide a buffer during slower periods and increase your overall profitability.

Conclusion

As we look forward to 2024, let’s embrace the opportunities and challenges that come our way.

By using downtime strategically, setting clear priorities, and striving for excellence continuously, we can ensure that this year is not just successful but also fulfilling.

Remember, in the dynamic world of foodservice, adaptation and innovation are key. Let’s make this year a celebration of our culinary passion, business acumen, and commitment to our guests.

Here’s to a year of delicious discoveries and unparalleled success in the culinary world!

Image: 愚木混株 cdd20 on Unsplash

Chef in commercial kitchen handling a pan on fire

August 18, 2023by David Klemt David Klemt No Comments

Hospitality Mindset: Restaurant Edition

Hospitality Mindset: Restaurant Edition

by Jennifer Radkey

Have you ever wondered why you just can’t seem to get ahead regardless of what you do, or why you appear to be developing a negative team culture?

Maybe you wake up with a sense of dread or anxiety about what lies ahead of you each day, or maybe no matter how hard you try and how much money you pour into your restaurant it never seems to be enough to get you where you want to be.

The cause of these problems may stem from your—and your team’s—mindset.

But what is mindset exactly?

Simply stated, mindset is an individual’s usual attitude or mental state. It reflects someone’s way of thinking and motivates their actions. So, why is it important to be aware of your mindset?

Well, if your mindset dictates how you show up in your life each and every day, then it will influence all parts of your life. Your thoughts about yourself, others, your business, your opportunities, and your challenges are all influenced by your mindset.

Your mindset can either hinder or promote your overall well-being and success in life.

The good news about mindset is that you can change it – if you want to. It can also be contagious—in a positive way.

These facts led me to question if the different sectors of the hospitality industry face unique mindset challenges and what can be done to overcome them.

To find answers and gain further insight I decided to turn to our team at KRG Hospitality for their thoughts. In turn, I’ve written a series of hospitality mindset articles, including one for bar operators and one for hotel operators.

In this article I’ll explore the restaurant industry, with thoughts from chef consultant Nathen Dubé.

Let’s dive in!

The Restaurant Industry

The restaurant industry is massive, employing 12.5 million in the US and 1.2 million in Canada.

Ranging from quick service to fine dining and offering every type of cuisine imaginable, the industry is a staple in any community. And while many enjoy being guests at these establishments, the same can’t always be said for working in them.

The restaurant industry faces constant challenges, ranging from mental health issues to labor shortages and rising costs.

So, what makes a restaurant succeed despite these challenges? While there are many ingredients involved in running a successful restaurant, arguably one of the most important is a strong operator.

Successful Operators

Operating a successful restaurant takes a certain mindset. You need to be organized, open-minded to growth strategies, resilient, and responsive to the needs of your team.

Interested in what makes a restaurant operator stand out, I asked Nathen what contributes to operator success:

“The key strength for a restaurant owner, first and foremost, is resiliency. You need to stay even keeled during the good and bad times. Things will fluctuate between busy and slow. You will experience great staff, not-so-great staff, shortages, bad reviews, good reviews, equipment breaking, orders delivered late, plumbing issues, electrical issues… The list goes on and on.

“But at the end of the day, when you say you’re open at noon or 5:00 PM or whichever, you better be ready on time, every time. That can give the strongest characters stress and anxiety over the long term. I think being resilient and able to do what is in your control and let go of the rest will help an owner maintain one’s sanity.

“The second strength needed is empathy. Without empathy for your staff, your customers, the many other people in the food and alcohol chain, the risk of becoming a tyrant no one wants to work for or associate with is real, and I’ve seen it happen. Your staff are people too, who have doctor’s appointments, family gatherings, and trouble at home. Some may suffer from addiction and mental illness, and some live in borderline poverty, which is a truly sad reality for many hospitality workers.

“The third characteristic is good business sense. As much as restaurants and bars are about hospitality, engaging customers, and providing great service, if you can’t run a business properly, that is all for naught. Money management, accounting, marketing, the whole lot is important to your success and longevity.”

Operator Challenges

Operators need a positive, strategic, growth mindset to be successful in the restaurant industry. Maintaining this kind of mindset takes self-awareness and consistent cultivating. There will be challenges every day that will test you and if you aren’t checking in with your thought patterns, it can be easy to fall into a negative mindset.

When asked what specific challenges hotel operators face that may affect their mindset, Nathen shared some insights.

Financial Risk

Opening and operating a restaurant comes with inherent financial risks. Sometimes it may feel as if more money is going out than coming in.

“When dealing with perishable food items in a time-sensitive environment, there will be plenty of challenges,” says Nathen. “Some are temporary, some are constant, and some are one-offs, but they all need careful attention. There is obvious financial risk and stress that comes with that. Labor costs, food, and alcohol are the main culprits of financial strain for the back of house. The kitchen setup costs (equipment, construction, etc.) are also in this category. Money can be a great source of stress for anyone, and more so for those who are risk averse.”

The Human Element: Guests

As a restaurant operator you rely on guests. Your efforts are almost always focused on how you can get more guests through the door and how you can get them to return.

Besides the stress of keeping them happy, sharing, and returning, guests can create another level of stress.

“Dealing with customer feedback can affect well-being,” Nathen says. “Not everyone who comes into your establishment will love everything. There will be complaints, there will be disagreements, poor online reviews, and there will be outright rude guests. This causes stress to staff, as well as the owner’s state of mind. Keeping staff motivated, calm, and on the same page when dealing with these guests and reviews is a lot of emotional work. It takes a strong-willed individual to let it roll off their back while still learning from it.”

The Human Element: Staff

Without your team there would be no restaurant. Your team is key to your success and can also be a cause of stress to your overall well-being.

“Issues can and will arise in dealing with the human element of labor,” explains Nathen. “Concern and care for staff is a full-time job in itself, and that’s in a best-case scenario. In a worst-case scenario you can experience shortages, theft, drama, and the like that will need to be dealt with or it can drag down a good establishment and create an exodus of good staff. Not to create a bleak picture, but management can take a toll.”

Employee Challenges

Your team experiences their own unique set of challenges that can affect their well-being and mindset as well. Being aware of these challenges is important if you are hoping to create a culture of respect, collaboration, and trust.

When asked what specific challenges restaurant staff face, Nathen had some insights:

“It’s well documented that working in a professional kitchen is difficult work when things go perfectly well. Long hours standing, hot kitchens, short time constraints, and difficult customers can be draining on a person. Mix in stress, poor health habits, and skipped meals, you get the perfect recipe for very hard work. Managing stress and employee wellness within the kitchen team is important to an overall successful business. Not paying attention or implementing ways to help will lead to a difficulty hiring and retaining staff.”

A Living Wage and Safe Environment

The restaurant industry has faced criticism for low pay, unsafe working environments, and an unsupportive culture.

While this is not the case in all establishments, it occurs enough in the industry to make potential employees wary.

“Pay in the industry is notoriously low for entry level positions,” Nathen says. “There is typically limited room to grow on the pay grade, and a lack of insurance, health, and dental care can compound the issues.

“Workplace standards including safety and culture are another common pain point for restaurants. Dirty, unsafe conditions create a dangerous work environment. It will also make it difficult to pass health inspections. Allowing a toxic culture to develop creates an environment that no good staff wants to work at. All of these issues can drain the pride from a good, well run, happy environment that employees want to stay and thrive at.”

Harmful Beliefs in the Restaurant Industry

Your belief system directly impacts your mindset. If you have negative beliefs regarding your team, your guests, or your community, it’s time to sit down and recognize where those beliefs are coming from and how to change them.

The restaurant industry has a few specific common, harmful beliefs that are prevalent in many establishments. Being aware and knowing how to acknowledge and combat these beliefs is crucial to creating a more positive work environment.

Stigma

When I asked Nathen what one of the most prevalent harmful beliefs operators have about their team, he discussed the stigma restaurant employees often face:

“Unfortunately, there is still a stigma around restaurant staff being uneducated, working in this industry only because they can’t do anything else in society. Often, they are seen as doing this job until something better comes along. Why should they invest in their staff’s well-being if they will vanish in a moment’s notice?

“The next stigma is that all workers are just lazy drunks, addicts, and thieves out for a paycheque to drink away at the bar. While there is a prevalent issue of substance abuse in the industry, it can be a tough challenge to address, and unfair if everyone is painted with the same brush.”

Selfish/Uncaring

Operators are not the only people in the industry who harbor negative or false beliefs.

Staff can do so as well. One primary negative belief is that management and/or ownership doesn’t care about them.

“In terms of ownership, kitchen staff can feel ripped off, or that they are doing all the work while the owner gets rich,” explains Nathen. “Staff will make accusations behind closed doors that they do all the work while the owner does nothing.”

To overcome negative beliefs, says Nathen, “[a]n engaged owner can eliminate the walls between staff, customers, community, and themselves. Talking to those in your business circle and including everyone squashes resentment, misunderstandings, and most complaints will be solved immediately, eliminating potentially bad situations.”

Toxic Culture

The last thing that any hospitality business needs is a toxic culture. A toxic workplace culture encourages and breeds negative mindsets on all levels.

I asked Nathen what creates toxic culture in a restaurant and he shared his thoughts and experiences:

“It starts with ownership. Defining a clear set of core values and standards in the workplace—and adhering to them from the hiring process all the way to daily operations—will dictate the type of people you hire and attract. Toxic environments can be created by just one employee. My experience with toxic kitchens was based on there being no consequences; there wasn’t even a lack of standards enforcement because there were no standards to begin with.

“Things like bullying, harassment, poor attitudes, low morale, lack of leadership, and poor working conditions—whether physical, emotional or both—are the typical causes of toxic culture. To blame is also the negative actions of others, and equally the lack of action from management. Bad eggs are left to rot and quickly poison the whole omelet, so to speak.

“Define a concept clearly, every step of the way, and then find the people to fit that vision. But also deal with problem employees immediately; there is nothing worse than losing good employees to bad ones.”

Moving Forward

Understanding the challenges that operators and staff are currently facing, and acknowledging the importance of growth mindset and the need for change, I asked Nathen what positive changes have been occurring in the industry as a whole?

“Restaurant work environments have improved over the last few decades but still have a long way to go. When I started in the mid ‘90s, belittling, yelling, and screaming—general abusive treatment of anyone and everyone—was commonplace. There was no compassion for the environment that staff worked in. The culture, the workload, pay… Literally everything was just ‘take it or leave it.’ ‘If you don’t like it, leave,’ was repeated everywhere to any staff who raised concerns.

“Over time, a stand has been made in response to a mass exodus, tales of burnout, and at the worst end of the spectrum, severe addiction, and even suicide. It was time to look from within at where the actual problems were, and what could be changed. The veil of toughness finally came down, and an honest conversation has led to slow changes.

“One of the more prevalent changes is an overall less-abusive environment. No longer is it tolerated to show anything less than human decency to staff and guests. Genuine care for staff well-being is starting to be seen almost everywhere. It’s leading to a new excitement among hospitality professionals and can hopefully attract new individuals to the field.”

Room for Improvement

Although awareness of the well-being of those working in this industry is increasing, there are still changes that need to happen.

Nathen believes that improvement lies in focusing on balance and respect:

“There is no way around the fact that cooking and serving is hard, long work, regardless of concept. This is unfortunately the entry point for all those who claim to want to change the industry or make it better. In my opinion, this is the wrong approach. Enhancing the whole experience of the employee, leadership team, and guest will make everyone happier and, hopefully, healthier.

“Balancing the workload for everyone, finding creative ways to increase pay, and offering benefits leads to a strong sense of job safety. Rotating schedules, for example: four nine-hour days; or two on, three off; or something away from the traditional 10-, 12-, or 14-hour days and five- to six-day work weeks, reduces burnout, gives employees a chance at a social and family life, and still allows everyone to earn enough income to live. Throw in benefits and some sort of bonus pay, and you will have a brand everyone wants to work for.

“Another big contributor to improving the industry—and we have made big strides already—is the respect for people and creating an environment or culture void of bullying, harassment, intimidation, and general mistreatment of the people who make this the best industry to work in.”

Final Thoughts

In a highly competitive industry facing consistent challenges and harmful beliefs, it will come down to developing and maintaining the right mindset to truly succeed both professionally and personally. It starts from the top with a positive, resilient, growth mindset.

I’ll leave you with a few last words of wisdom from Nathen:

“Hopefully, there is a sense of urgency in the fight to change the industry for the better. It’s important to recognize and praise positive contributions and not just positive people because everyone needs encouragement. It’s equally important to handle negative contributions quickly and correctly.

“A positive attitude can go a long way toward creating a strong team player who can make the best of stressful times and have a coachable attitude. A positive person can help change the culture of a workplace and pick up other teammates who may need a boost. They share their optimism and passion for the job and can make management’s life easier.

“A negative person will contribute to a toxic environment. Resentment begins to build on both sides as a negative person sees things not being done their way, contributes less to the success of the kitchen, and spreads their toxic beliefs to other employees who may start to feel similarly.

“I recently heard a saying, and I don’t recall by who so I can’t quote it, but it goes, ‘It’s important to get the right people on the bus, but it’s just as important to get them in the right seats.’”

Cheers to personal and professional well-being!

Image: Helmy Zairy on Pexels

May 26, 2023by David Klemt David Klemt No Comments

Raise the Bar: The 3 Ps of Hospitality

Raise the Bar: The 3 Ps of Hospitality

by David Klemt

No, one isn’t “pineapples.”

Nightlife, bar, and cocktail experts Mia Mastroianni, Phil Wills, and Art Sutley want operators to focus on what they call “the Three Ps.”

The engaging trio shared their trio of Ps recently in Las Vegas at the 2023 Bar & Restaurant Expo.

So, what are the Three Ps of hospitality? People, Place, and Product. Operators who pull the threads tighter on each of these crucial elements will be well on their way to improving operations and the guest experience.

People

Remember all the way back to a week ago when I shared Mastroianni, Wills, and Sutley’s thoughts on service versus hospitality? Consider the first P a deeper dive into that topic.

Operators need to focus on two categories of people who help their businesses succeed: their teams and their guests.

Addressing the former, the trio feels that operators are centering a disproportionate amount of their attention on guests in comparison to staff.

“We’re not lacking for people who want to work in the business and are outperforming other industries, but we’re not focusing on staff like we focus on guests,” says Wills. “Treat everyone with respect, including through the hiring process. If you don’t engage your staff, you won’t retain them. You need to show them they can grow in your business.”

According to Sutley, 89 percent of operators say that labor costs present a “significant challenge.” It follows, then, that committing to treating staff with respect and nurturing their careers isn’t just the right thing to do, it’s smart business.

Look for people with passion, those you can motivate to go above and beyond so you’re not stuck with a team full of space-fillers who are just after a paycheck, suggests Mastroianni.

Of course, operators and their teams must also focus on providing exceptional service and experiences to guests.

“Treat ever guest like a pearl in an oyster,” advises Wills. “They’re the pearl, we’re the oyster. We need to ‘protect’ them.” Anything less, cautions Sutley, and guests won’t return.

Place

Interestingly, the trio touched on design, aesthetic, and vibe. However, that isn’t the crux of the second P.

Rather, Place is really goes back to the guest experience. The design, aesthetic, and vibe need to meet guest expectations.

“Make sure your space is what it’s supposed to be,” says Wills.

For example, if a concept presents itself as a high-end cocktail bar, the four walls need to deliver on that expectation. With the exception of a handful of high-level examples, an upscale bar won’t survive if they deliver a dive bar—not neighborhood bar, dive bar—vibe and service. (For the record, I love a dive bar. But I don’t expect to encounter TV trope-style dive bar service if I walk through the doors of a high-end cocktail bar.)

One way operators can ensure their space is what it should be is standardization. Once a concept goes from idea to brick and mortar, when the owner’s vision is realized, the team needs to deliver a matching experience. Steps of service, systems, procedures…standardization is the name of the service game.

“Standardize your opening, shift, and closing procedures and systems to maintain your place,” says Mastroianni.

Every team member—front of house, back of house, leadership—needs to know and buy into an operator’s standards.

Product

Standardization breeds consistency. And consistency is a key element of the third P, Product.

Per Sutley, 76 percent of operators have noticed that guests are opting for more premium drinks. That’s great news, but it’s not the whole story.

It’s great that guests are opting for more expensive drink options. After all, that can certainly help the bottom line.

“However,” cautions Mastroianni, “they won’t come back without consistency in production.”

To drive this point home, consider this story from Mastroianni. A bartender made her a drink, and it was pretty good. She ordered another one from the same bartender and watched him make it differently the second time around. Not only was this second version different, it was better. While one could view this story through a positive lens—the drink was even better the next time!—that’s not the correct takeaway.

If the bartender was committed to building cocktails consistently, the second version of that cocktail would’ve been the first one served to Mastroianni. It would be the best version, and it would always be that impressive version.

When we’re fighting the possibility that up to 70 percent of first-time guests never return, the importance of product consistency can’t be overstated.

“Really focus on the small details to affect big change and get guests through the doors and keep coming back,” says Wills.

Image: Aleksandar Pasaric on Pexels

Chess pieces on chess board in grayscale

March 31, 2023by David Klemt David Klemt No Comments

Empower Your Team to Make Decisions

Do You Empower Your Team to Make Decisions?

by Kim Richardson

Empowerment is about so much more than trusting someone to follow clearly defined rules; you must learn to trust your team’s judgement.

Yes, even when things don’t go according to plan. If you’re only training your team on the “rules,” you’re doing a disservice to them and yourself. So, let’s have a little chat about empowerment. What does it mean to you? What are your expectations of your team when you tell them they are empowered?

Looking back throughout your own work history, have you ever had a job where your boss told you that you were empowered to make decisions, but you didn’t actually know what to do or how to make decisions? Did anyone ever explain “the how” of decision making to you?

Now, look at yourself as a leader. Have you ever had employees that you’ve told are empowered to make decisions, yet they get a manager every time someone needs something out of the ordinary? Are you explaining to your staff “the how” of decision making, along with your expectations?

It’s frustrating to feel like the house might fall down when you’re not in it. That’s no way to operate a business. We all want our staff to be able to make educated decisions when we’re not around. We shouldn’t have to hold their hands and be part of every single decision.

Still, there are times when, left to their own devices, a team member doesn’t make the decision you’d want them to make. This makes owners and leadership team members feel as though they must be at work every second.

So, how do you move away from micromanagement and learn to trust your team’s decision making?

Leverage Teachable Moments

You’ll never be able to give an example of every possible situation that may arise. Therefore, you’ll never be able to train your team on everything that they’ll encounter on any shift.

How do you tell someone how to handle situations when you’re not around? You don’t, and I don’t suggest you even try. Instead, you need to instill a sense of empowerment in your team.

However, “empowerment” is just a word if you’re not educating your team. You need to teach staff how to make good decisions. And how do you even start to do that? Cash in on all the teachable moments that happen throughout the day!

Once upon a time we were all new to this industry. I’m sure you have a few stories of some mistakes you’ve made along the way. I know I certainly do.

Think back to those situations. Did someone explain to you why you made a mistake? More importantly, did they then help you understand what to do next time? Or did they just get mad and make you feel like a failure?

I’ve had the privilege of working with some amazing people over the years. There are several people that really put effort into teaching me. The different things they taught me helped me to understand the ins and outs of decision making, even in situations I know very little about.

Example 1: The Restaurant

For my first job ever, I was a hostess at an Italian restaurant and pizzeria. During the training process I was told to rotate sections when seating tables. That’s easy enough, right? Well…maybe not.

Sometimes I’d see exceptions to this rule. The same section would get sat twice in a row, for example. I watched exceptions to “the rule” get made with no clue as to why.

One day, I sat the same section twice in a row. I don’t remember why, but I do remember the server’s reaction.

Right after seating the second party in the server’s section she let me know how annoyed she was by my decision. Now, I knew I messed up immediately—she let me know. But I didn’t know why it wasn’t okay that I had double-sat her this time.

All I knew is there was a rule I was expected to follow…unless I wasn’t supposed to follow it. Sometimes it was okay to disregard the rule, sometimes not. The rule wasn’t clarified before I began my role as a hostess, it wasn’t explained during training, and it wasn’t explained in the moment I “broke” the rule.

At some point it was explained to me that there were several factors that influenced the “double-seating rule.” For instance, you might skip a section in the rotation if they were just sat a big party. You might double-seat someone if they were regulars, family or friends and the server was able to accommodate an additional table. Of course, there were several other factors that could come into play.

The biggest issue is that none of that was explained to me during training. Moreover, I was left to figure out the nuances of seating on my own.

Example 2: The Hotel Sales Office

I worked at a hotel in the sales office for my first job out of college handling group room blocks.

The contracts I sent out to clients had cutoff dates 30 days prior to the event. Again, sounds pretty simple, doesn’t it?

One day a bride emailed me asking if she could extend the cutoff date. The cutoff date fell on a holiday weekend and she was concerned that people might not have time to book their rooms. I wrote her back and very politely told her no. So she reached out to my boss, Jill, who told her yes.

And then I got called into Jill’s office.

I remember that conversation like it was yesterday. Jill was very nice about the situation and explained that it was okay to make exceptions for people sometimes. Sometime later, I extended a cutoff date for another group. Should be an acceptable exception, right?

Nope. I got my hand slapped on that one. There was a citywide event going on over those dates. The hotel was fully sold out and turning away business. In this circumstance, it was actually a huge problem to extend the cutoff date.

Great—here we go again with a rule that exists in a gray area, and no one explained its nuances. As it turns out, there are factors that go into extending a cutoff date, such as how many rooms the group has already picked up; how busy the hotel is over the dates of their room block; and the relationship you have with the client.

I don’t know if anyone ever flat out explained these gray areas to me. Instead, I was left to figure out the nuances through trial and error.

Example 3: The Dish Tub Incident

At that same hotel several years later I started handling banquet events. One day, a client told me their registration desk needed dish tubs lined with cloth napkins. I threw it on the banquet event order.

Well, I happened to work at a Five Diamond hotel. Dish tubs with napkins sitting out in view of the public? That’s not how we did things. Enter: Bruce the Banquet Manager.

No detail, however small, escaped Bruce. Referring to the dish tubs and napkins, Bruce asked me why they were necessary. I actually had no idea what the client wanted with the tubs and napkins. So, I reached out to the client.

Turns out all she needed was a way to store welcome packets for event attendees. These days, we just put up a QR code and call it good. Once I let Bruce know what the containers were actually for, he understood. However, we weren’t about to load unsightly dish tubs with welcome packets. Instead, we found something more aesthetically pleasing and in line with our level of service.

I spoke about the Dish Tub Incident with Jill. To her credit, she helped me understand that people who are planning meetings so frequently are sending standard specs. Sometimes there would be a request on a BEO that wouldn’t make sense for the venue. Crucially, she taught me that if I ever saw something that didn’t make sense I needed to ask questions.

Truthfully, I don’t remember if it was that conversation or another but Jill taught me one of the best lessons: Ask the client what goal they’re trying to achieve. By understanding their goals we could provide solutions that made sense for us and honored their wishes. Additionally, we’d deliver the excellent service they had come to expect.

Example 4: The Hotel Cafeteria

Let’s take a little break from talking about my mistakes and talk about somebody else’s.

Many years later, I was working at another hotel. One day, I went to the cafeteria and the fruit bowls had Asian pears in them. I love Asian pears, so I was really excited about those bowls.

Now, those particular pears were probably a day away from being spoiled. I went to the cafeteria the next week and there were the Asian pears again! This time, they were perfectly fresh, crisp pears.

Well, I certainly enjoyed that. You want to know who didn’t enjoy that? The executive chef!

As it turns out, Chef sent the pears that were about to go bad to the cafeteria because they were leftovers from something else. He didn’t want them to go to waste. But the fresh, crisp pears that were out the following week? Those were a different story.

There was a kitchen team member who saw the Asian pears go down the week before. When he was setting up the cafeteria the following week he threw some in the fruit bowl. No one had told him that Asian pears are expensive. Also, no one had told him the pears were just going down to the cafeteria because they were close to spoiling. They’re not typically the type of thing set out in the employee cafeteria.

While I would never expect Chef to stop and explain every single decision he’s making, it’s the perfect example of seeing one of your superiors doing something and thinking you’re supposed to do the same.

Leaders Teach

When I look back on some of the mistakes I made, they seem pretty obvious with many years of hindsight.

The solutions to unexpected situations are common knowledge to me now. If you also have some years in this industry, they’re likely common knowledge to you.

And that’s my point.

I was young. I was inexperienced. People didn’t always tell me the things they had learned that were common knowledge to them. So, they also didn’t share their expectations with me.

I can only assume that you have people on your team that are young and inexperienced. As seasoned hospitality professionals, we all make decisions every day that can be teaching moments. These moments are part of the learning experience. Using them to shape your team will help your business run better.

Have you implemented an onboarding process? Do you have a detailed employee manual? Do you have actual systems in place? If so, great—you’re ahead of the curve.

But do you think that you’re training new and existing employees on every situation that will ever pop up during their shifts? Really, that’s impossible. Instead, be on the lookout for teachable moments. Put people on your leadership and empower them to do the same.

In turn, they’ll help empower your staff to make the “right” decisions for your business. And importantly, they’ll feel empowered to learn from mistakes so they don’t repeat them. Over time, and it won’t take long, you and your leadership team will be able to step away and work on other parts of the business. In fact, you’ll find that you can step away from the business from time to time.

People are going to make mistakes. That includes you. Don’t let these teachable opportunities go to waste.

Image: Hassan Pasha on Unsplash

March 24, 2023by David Klemt David Klemt No Comments

Addressing Employee Theft

Addressing Employee Theft

by David Klemt

Recent posts about employee theft in the hospitality industry throughout Canada and the US have the KRG Hospitality team talking.

Indeed, the statistics are startling. For instance, there’s the claim that a staggering 75 percent of employees admit to stealing from their employers “at least once.”

A few years back, the Retail Council of Canada reported that while “customers” stole $175 on average, employees stole $2,500 before being caught.

Then there’s the incredible economic impact. Multiple sources claim employee theft in the US costs businesses $50 billion annually. In Canada, theft costs businesses more than $1 billion per year. Both numbers are shocking.

Looking at US restaurants specifically, the number ranges from $3 billion to $6 billion in losses due to employee theft. According to Business.com, employee theft affects four percent of a restaurant’s sales and accounts for 75 percent of shortages in inventory.

At this point, you’re probably Googling security cameras. But hold on for a moment.

Disclaimer

Before proceeding, know this: I’m going to make a few points that will seem like victim blaming. In part, this perception will be the result of my addressing recruiting, hiring, onboarding, training, the leadership team, and workplace culture.

Let me be clear: I’m not excusing employee theft. I don’t think there’s any justification for it.

Despite what a (hopefully) small number of loud voices claim on various social media platforms and forums, I don’t think it’s acceptable to steal from a corporation or business owner. No, theft isn’t a justifiable response to feeling slighted by ownership or leadership. And no, it’s not “okay” because a company generates “so much” revenue, has insurance, and can “write it off.”

With that out of the way, let’s proceed.

People are Going to Steal

Here’s one immutable fact: You’re going to hire someone who’s going to steal from your business.

Is your business up and running and serving guests? You employ someone right now who has either stolen from you already or is going to steal.

So, you can run your business under a cloud of suspicion and distrust. Or, you can improve your odds of reducing theft and ferreting out thieves before they do too much damage.

Again, you can install security cameras and place them above each POS terminal and every cash drawer. You can ensure you have clear, cutting-edge CCTV coverage of the entire bar and dining areas. Walk-ins and storage areas can have clear, high-resolution camera coverage.

Honestly, you should have that type of coverage. That type of security can improve employee and guest safety, and your insurance carrier will likely be happy about it.

But you don’t need to impose an atmosphere of suspicion, fear, and intimidation along with the cameras. If you were an employee, would you want to work somewhere that makes it clear you’re always under suspicion? Would you want to work alongside a leadership team whose default setting is that all employees are thieves unworthy of trust?

Workplace Culture

You’re never going to have a theft-free business, period. That’s another reason to not “lead” with fear, anger, and suspicion.

Truly, all that style of leadership will do is drive good, honest employees out. So, the approach should be attracting honest workers. You build a strong, trustworthy team through respect and empowerment.

Yes, there will be employees who take advantage of that respect. They were going to behave that way and steal or otherwise disrespect you, your business, and the team regardless.

Putting in the work to reflect on your leadership style and that of your leadership team pays dividends. It aids in recruitment and fosters an atmosphere of respect and honesty.

Become known for a healthy, positive workplace and you’ll attract the best workers. Nurture that culture and the team will police itself; they won’t tolerate anyone harming the business.

Am I suggesting you view your business through rose-colored lenses? Absolutely not. Install security cameras. Maintain the right insurance coverage. Conduct regular inventory checks. Review comps and voids for irregularities. Limit access to cash. Outline what constitutes theft—including time theft—and make consequences clear.

And here’s a crucial item: Prove you respect and care about your workers. Not say it, prove it.

You don’t need to know their life stories and everything going on in their lives. But you can let it be known that if they’re struggling with something, you and your leadership team are there to listen and help how they’re able.

Nothing you do will eradicate employee theft completely. You can, however, reduce it and learn to quickly stamp it out. And you can do that while maintaining a happy, healthy workplace.

Image: Tobias Tullius on Unsplash

March 22, 2023by David Klemt David Klemt No Comments

Spring Clean Your Business!

7 Ways to Give Your Business a Spring Cleaning!

by Kim Richardson & David Klemt

In case you’re so busy you didn’t catch it, we’re officially—finally—in spring, and that means it’s time to spring clean your business.

Below you’ll find a spring cleaning slideshow with helpful advice from KRG Hospitality consultant Kim Richardson.

Each slide contains her best advice for reviewing, refreshing, and improving your business. For your convenience, Kim organizes her spring cleaning advice in just seven slides.

It’s time to look at your business through fresh, energized eyes! Your team, guests, and bottom line will thank you.

Note: Unable to view the slides above? Each slide is transcribed below.

1 Re-plant Your Core Values

Review your core values with your team.
Post them where everyone can see them daily.
Foster core values through consistent training.
What kind of experiences are you offering your team?
Hire a coach to help you discover your core values.

2 Tidy up Your Guest Journey Map

Walk through your business from the guest perspective.
Review your website for content, ease of use, current info.
Review your technology and potential pain-points.
Touch up items that may have become run down: paint, signage, furniture, equipment, etc.
Review your flow of service and communication.

3 Spruce up Your SOP & Training Programs

Evaluate how well current SOPs are being followed.
Evaluate how well you continuously train your team.
Make updates as needed and add any new procedures.
Ensure SOPs are easily accessible by your team.
Discuss your standards during pre-shift meetings.

4 Deep Clean Your Financial Books

Review your budgets and projections for the year ahead.
Review and organize the financials tracking processes; receipts, invoices, files, etc. and digitize what you can.
Consider updating your financial tracking technology or bringing in a third party to assist.

5 Dust off Your Business Plan

Evaluate the progress of your business plan.
Acknowledge what you have accomplished.
Are you on track to achieve your goals this year?
Do all of your goals still make sense?
Make any necessary updates and create a game plan to stay on track; review every 30 days.

6 Freshen up Your Marketing Plan

Budget time and money to dedicate towards marketing for the next 90 days.
Create strategic campaigns that will create awareness, build a database, and retain your targeted customers.
Consider working with a third party or having someone dedicated to this role internally.

7 Declutter Your Mind

Perform a calendar audit.
Review goals and formulate action plans.
Practice mindfulness through journaling or meditation.
Consider hiring a mindset coach to help you organize your life and your business.

Image: PAN XIAOZHEN on Unsplash / Slideshow Images: Kim Richardson / KRG Hospitality

March 17, 2023by krghospitality krghospitality No Comments

KRG Hospitality now Serving Midwest Region

KRG Hospitality adds Midwest Region

KRG HOSPITALITY NOW SERVING MIDWEST REGION

Toronto-based hospitality industry consulting firm with offices throughout Canada and the USA now serving the Midwest through Chicago office.

CHICAGO, IL (March 17, 2023)—Today, KRG Hospitality announces the addition of the Midwest region of the US to their North American service area. The team will operate out of an office in Chicago, Illinois. However, the agency will serve Midwest markets outside of Chicago as well.

KRG is excited to announce their presence in the region and their ability to serve clients effectively. The agency will offer the full suite of their proven hospitality solutions, including: hourly consulting and coaching; complete feasibility studies, fully customized concept plans; in-depth, focused business plans; project support and management; food and/or drink menu development and consulting; and personalized F&B education.

“I was born in Chicago and first entered the hospitality industry in the Northwest Suburbs. I got my first taste of nightlife in Chicago’s incredible bar and nightclub scene,” says David Klemt, partner and director of business development of KRG Hospitality. “Those experiences shaped my entire hospitality career trajectory. It will be an honor to serve the great people of the Midwest and bring their hospitality visions to life.”

“2023 is turning into quite the growth year for KRG, with the addition of team members Kim Richardson and Jared Boller, and now an exciting new market,” says Doug Radkey, KRG Hospitality founder, president, and project manager. “We see great opportunity in the Midwest, not only in Chicago, but many of the surrounding regions. The food, beverage, and hotel scene is incredibly strong, and we’re open to the challenge of not only helping launch new hospitality brands but helping transform existing brands scale and be successful in the new era ahead.”

KRG is ready to work with clients of all experience levels in the Midwest. The consulting agency’s suite of solutions serve new operators looking to open their first concept and veterans seeking a rebrand or expansion. From independent pizzerias and QSRs to multi-unit regional chains and boutique hotels, and everything in between, the KRG team is eager to take client visions and transform them into brick-and-mortar realities.

To schedule an introductory call to learn how the KRG Hospitality team serves clients, please follow this link.

About KRG Hospitality

KRG Hospitality is a storied and respected agency with proven success over the past decade, delivering exceptional and award-winning concepts throughout a variety of markets found within Canada, the United States, and abroad since 2009. Specializing in startups, KRG is known for originality and innovation, rejecting cookie-cutter approaches to client projects. The agency provides clients with a clear framework tailored to their specific projects, helping to realize their vision for a scalable, sustainable, profitable, memorable, and consistent business. Learn more at KRGHospitality.com. Connect with KRG Hospitality and the Bar Hacks podcast on social: KRG Twitter, Bar Hacks Twitter, KRG Media Twitter, KRG LinkedIn.

Image: Tobias Brunner from Pixabay

Server carrying two plates with one hand

February 27, 2023by David Klemt David Klemt No Comments

Alternatives to ServSafe

Just.Safe.Food. and More Alternatives to ServSafe

by David Klemt

ServSafe, the National Restaurant Association‘s food safety training program, isn’t the only food handler training game in town.

Certainly, the program is the most well known in our industry. However, it’s fair to say that ServSafe is closer to infamous than just ubiquitous due to a New York Times article from January.

While it’s the most recognizable of the food safety programs, it’s not the only one. Although, ServSafe’s omnipresence likely gives many the impression that it’s ServSafe or nothing.

There are, however, alternatives to ServSafe. In fact, one challenger was announced a day after the explosive New York Times article that thrust ServSafe into a spotlight the NRA probably isn’t enjoying. (After all, one result of that article was a letter from six US senators demanding answers from the NRA about ServSafe by March 3.)

At any rate, the newest alternative to ServSafe comes from One Fair Wage. The program is Just.Safe.Food. and costs just $10. (As a reminder, ServSafe costs $15.)

For that $10, Just.Safe.Food. gives an individual three attempts to pass their exam and unlimited access to training materials. Additionally, One Fair Wage (OFW) says profits they raise from the program will go toward advocating for restaurant workers.

OFW, as many in the industry know, is owned and operated by restaurant workers. Two cornerstones of the organization’s mission are increasing the minimum wage, and ending the tip credit. OFW is also attempting to convince lawmakers to stop accepting donations from the NRA.

Basically, OFW and the NRA are—and it appears always have been—at odds with with one another.

Other ServSafe Alternatives

Before I list a few other alternatives, let me be clear: KRG Hospitality isn’t advocating for any food safety training program in particular. Operators and their team members will need to decide which program is best for them.

Whether that decision is based on employer requirements, state or local requirements, cost, ideology, or another reason makes no difference to us.

However, I will say that the more competent and comprehensive options there are, the better. Nobody should have a monopoly on food safety.

The key factor to consider is whether the particular state or county regulations are met by the program. If anyone is uncertain, they should reach out to their local health department before proceeding with any program. It’s likely the department only accepts food safety programs that are ANSI-certified.

That said, some alternatives to ServSafe are:

Operators and food-handler restaurant workers can also search for local programs that are accepted by their state/county.

Food Handler Requirements

Food safety isn’t, it turns out, universal throughout the US. Workers can be subject to state or county requirements. In some states, food handler certification is voluntary.

And then there are food safety manager regulations to consider, and those can also be state- or county-specific.

I can’t reiterate enough how important it is to know your state/county/local food handler requirements. As with many regulations, there are nuances and hospitality professionals need to know them.

Below, how different *states regulate food handler training.

State Requirements

Alabama
Alaska
California
Florida
Georgia
Hawaii
Illinois
North Carolina
Ohio
Oregon
South Carolina
Texas
Utah
Washington

County Requirements

Alabama
Arizona
Kansas
Kentucky
Missouri
Montana
Nebraska
Nevada
New Jersey
New Mexico
New York
North Dakota
Oklahoma
Virginia
West Virginia

Voluntary

Arkansas
Colorado
Connecticut
Delaware
Idaho
Indiana
Iowa
Louisiana
Maine
Maryland
Massachusetts
Michigan
Minnesota
Mississippi
New Hampshire
North Carolina
Pennsylvania
Rhode Island
South Dakota
Tennessee
Wyoming

*This information is believed accurate at the time of publication. No warranty of accuracy is given.

Image: Pixabay on Pexels

Gloved hand pressing down on cheeseburger

February 13, 2023by David Klemt David Klemt No Comments

Group of Senators Questions ServSafe

A Group of Senators has Questions About ServSafe

by David Klemt

You probably shouldn’t serve a cheeseburger directly onto a table.

The National Restaurant Association and the ServSafe program are now in the crosshairs of a group of Democratic senators.

I doubt any organization or individual wants to learn that lawmakers have questions for them. For those who may not know, ServSafe isn’t just in a partnership with the National Restaurant Association—the NRA owns the program.

That’s part of why six senators, led by Sen. Elizabeth Warren (D-MA), have sent a letter to the NRA. To describe the tone of this letter in one word, I think “aggressive” is accurate.

The Opening Paragraphs of the Letter

The letter, addressed to NRA president and CEO Michelle Korsmo, can be found here on Sen. Warren’s official website.

However, I’ve included the letter in its entirety below, without the citations of the original:

We are writing in response to a recent New York Times investigation which revealed that the National Restaurant Association (“Restaurant Association” or “Association”) is using millions of dollars in fees paid by food service workers for food safety training courses to instead, “largely unbeknown to [the workers]” – help “fund a nationwide lobbying campaign” against minimum wage increases that would raise these workers’ pay. The Times report revealed that the Restaurant Association, through its ownership of ubiquitous food safety certifier ServSafe, is charging food service employees for employer- or state-mandated courses and then funneling that money into its federal and state lobbying apparatus to fight against basic worker protections like paid sick leave and a livable minimum wage.

According to the report, payments from workers to the National Restaurant Association “provid[ed] about $25 million in revenue to the restaurant industry’s lobbying arm since 2010.” The Association’s use of workers’ food safety course payments – which are mandatory in some states and required by employers in others – is particularly outrageous because workers who take the course are not adequately informed of how their payments are used, and because the National Restaurant Association has, for decades, led the fight against increases in federal, state, and local minimum wages and improved health benefits.

As you can see, Sen. Warren wastes no time making the group’s displeasure known.

The NRA “Owes Workers” an Explanation

If you haven’t read the New York Times article about ServSafe published in January of this year, click here.

The exposé is eyeopening, to say the least. Sen. Warren and her Democrat colleagues appear to be infuriated by what the New York Times revealed about their ServSafe investigation.

You owe workers an answer as to why you are secretly using their funds to lobby against their interests. We are writing to seek clarity into the Association’s rationale for forcing workers to shoulder the cost of the ServSafe courses and for using the funds it collects to fight against pro- worker policies in Congress and state legislatures across the country. ServSafe, owned and administered by the National Restaurant Association, is a food and beverage safety training and certificate program that has become a staple of the food service industry. Upon entering the food service industry, many workers must pay a roughly $15 fee to take a ServSafe course and pass a final exam to receive their certification. To maintain their certification as recognized by the Association, non-managerial employees generally must retake the course every three years, though some states and employers may require more frequent recertification. The National Restaurant Association acquired ServSafe in 2007, and then “helped lobby states to mandate the kind of training they already provided — producing a flood of paying customers.” As a result, at least four large states (Texas, Florida, California, and Illinois) require most food service employees to participate in—and pay for—“food handler” certification, as do many employers in other states.10 While there are alternatives to ServSafe, it remains the “dominant force in the market,” with one competitor noting that ServSafe may have as much as 70 percent of the market share.

What most workers do not appear to know is that the fees they pay for their ServSafe courses are used to fund a sprawling anti-worker lobbying campaign aimed at defeating measures that would improve their own economic security and well-being. ServSafe “doubles as a fund-raising arm of the National Restaurant Association — the largest lobbying group for the food-service industry.” According to tax filings reviewed by the Times, the fees ServSafe collects—ostensibly for the purpose of educating workers about proper food safety practices—have instead “provid[ed] about $25 million in revenue to the restaurant industry’s lobbying arm since 2010.” And as these fees “flowed in from the National Restaurant Association’s training programs, its overall spending on politics and lobbying more than doubled from 2007 to 2021, tax filings show.” The Association “donated to Democrats, Republicans and conservative-leaning think tanks, and sent hundreds of thousands of dollars to state restaurant associations to beef up their lobbying.

I’m curious, of course, about which politicians have received donations from the NRA. This letter is signed by Sens. Warren, Patty Murray, Jeffrey Merkley, Bernie Sanders, Edward Markey, and Peter Welch.

Have any of these senators accepted donations from the Association?

A “Secretive Fee-to-fundraising Scheme”

In this section of the letter, the group of Democrats drop some startling numbers. Additionally, the senators also attacks the Association’s ethics and tactics.

The National Restaurant Association has a lengthy track record of lobbying against federal, state, and local policy proposals to improve the lives of food service and other workers. From 2007 to 2022, the Association spent nearly $46 million on federal legislative lobbying alone. These funds, collected from food service workers across the country, were used to raise the Association’s profile as a “major force in limiting employer-provided health care benefits” and to fight against minimum wage increases. Most recently, the Association successfully fought against the Raise the Wage Act, which would increase the federal minimum wage to $15 per hour over five years and eliminate the subminimum wage of $2.13 per hour for tipped workers; and the Protecting the Right to Organize (PRO) Act, landmark pro-worker legislation that would shore up workers’ right to organize, form a union, and bargain collectively. The Association has also fought aggressively against state- and local-level minimum wage increase.

The National Restaurant Association’s secretive fee-to-fundraising scheme is particularly troublesome given the low pay and poor conditions faced by many of the workers from whom the Association is extracting the money to fund its lobbying machine. In 2018, more than 10 years into this scheme, roughly 40 percent of food service workers qualified as “low-income.” And tipped workers, who make up 98 percent of restaurant workers, are more likely to experience poverty due in part to the stagnant subminimum wage. Furthermore, people of color are disproportionately overrepresented in the food service industry: a March 2022 data brief from the National Restaurant Association itself noted that nearly half of restaurant and food service workers are people of color, compared to 38 percent in the broader labor force. Women make up more than half of the food service workforce, while immigrants make up nearly a quarter. Requiring these workers to fund advocacy for policies that keep their wages down and leave many of them in poverty is unconscionable.

The Questions

Below you’ll find the questions these senators have for the NRA concerning ServSafe.

The group of senators claims the NRA has weaponized ServSafe, referring to their actions as “underhanded and unscrupulous.”

They want answers to their questions by March 3 of this year.

What is the cost to the National Restaurant Association, per program participant, of running the ServSafe program? What is the source of these funds to run the program?
How much, in total annual revenue, did ServSafe take in in each of the last five calendar years?
What s the ultimate disposition of the funds collected by the National Restaurant Association as fees for ServSafe courses? Specifically, how much was spent, in each of the last five calendar years, on:a. Lobbying at the federal level;b. Lobbying at the state level; andc. State and federal campaign contributions to candidates.
Does the National Restaurant Association or ServSafe notify employees of how their ServSafe fees will be used?a. If so, when and how is that notification provided?b. Please provide copies of all documentation provided to ServSafe participants indicating how their fees will be used.
Some food service workers have alleged that the ServSafe courses are a “rudimentary and cursory overview of basic hygiene and cleanliness that would be learned in the first few minutes of any actual employment,”26 raising questions about why the National Restaurant Association charges workers for the course at all. Please provide a copy of all instructional materials and examinations used as part of the ServSafe Food Handler course.
In what states has the National Restaurant Association lobbied to make ServSafe certification mandatory for food service workers? In which states has the Association been successful in passing such a requirement? In which states has the Association lobbied to require ServSafe but been unsuccessful in passing such a requirement?a. How much has the Association spent in each calendar year starting in 2007 on lobbying at the state level to make ServSafe certification mandatory for food service workers?”

I think it’s fair to say that just about everyone in the industry is eager for the NRA’s answers. And also whether the ServSafe program will remain the standard moving forward.

Image: Manu Ros on Unsplash

December 10, 2022by David Klemt David Klemt No Comments

Leadership Facepalm, Part Three

Leadership Facepalm, Part Three

by David Klemt

We almost got to next year without another viral leadership facepalm moment but then an Olive Garden manager sent a memo.

In case you’re unaware of the now-infamous Olive Garden memo, here’s a recap:

Zero tolerance for calling off.
Sick team members must come in and prove they’re ill.
If someone’s dog dies, they must bring the dead animal in to prove its death.
Family emergencies are not private and must come with an explanation.

The manager who authored the memo also takes time to boast about their perfect attendance record.

For the curious, the first entry in our leadership facepalms is here. Part two is here.

The Letter

Below you’ll find the letter, addressed to “ALL Team Members.” To read it in its entirety, click here.

“Our call offs are occurring at a staggering rate. From now on, if you call off, you might as well go out and look for another job. We are no longer tolerating ANY excuse for calling off. If you’re sick, you need to come prove it to us. If your dog died, you need to bring him in and prove it to us.”

I highly doubt that’s Olive Garden or Darden policy.

“If its a ‘family emergency’ and you can’t say, too bad. Go work somewhere else. If you only want morning shifts, too bad go work at a bank. If anyone from here on out calls out more than ONCE in the next 30 days you will not have a job.”

It doesn’t get any better when the manager brings up their own track record:

“Do you know in my 11.5 years at Darden how many days I called off? Zero. I came in sick. I got in a wreck literally on my to work one time, airbags went off and my car was totaled, but you know what, I made it to work, ON TIME! There are no more excuses.”

Interestingly, the manager implies they’re speaking for all the leaders:

“Us, collectively as a management team have had enough.”

A Breaking Point

First, I’m not pretending a staggering amount of operators, leadership teams, and team members aren’t at their breaking points. The labor shortage and staffing struggles are a real crisis in our industry (and others, of course).

Second, I’m not suggesting that operators and their teams aren’t justified in their frustration and anger.

If we’re to accept just this year’s reporting alone, it appears many people are comfortable being rude to service workers. It’s a disturbing trend, and it’s motivating people to leave public-facing roles. As they’re leaving, many are swearing off the hospitality industry entirely.

Third, I think the memo above highlights our need to address mental health in this industry. Sure, it’s easy to write this manager off as a jerk and terrible leader. But what if we look at this through the lens of stress?

The memo could easily be the manifestation of a breaking point. It’s also possible the entire management team was behind this email.

Damage Done

Let’s look at this situation solely as an example of poor judgment and leadership. Imagine the damage it could do to any restaurant or bar, chain or independent.

What do you think a memo like this does to the ability to recruit? To retain? How does such an email do anything but exacerbate labor problems?

Darden, Olive Garden’s parent, went into crisis management mode when this memo went viral. It appeared on Reddit, was picked up by news outlets and other websites, and exploded.

Ultimately, Darden terminated the manager to whom the memo is attributed: “We strive to provide a caring and respectful work environment for our team members. This message is not aligned with our company’s values. We can confirm we have parted ways with this manager.”

The Olive Garden location in Kansas where this situation took place may recover. They’re a large chain, people tend to have short memories for news, and regulars will likely stay loyal.

But what if this occurred at an independent restaurant? The damage could be irreparable.

Work Culture

Now, it should be obvious that from a simply operational standpoint, this situation highlights an unhealthy work environment and culture. That should go without saying.

So, instead I want to say something else.

Operators need to check in with their team members. Leaders, front of house, back of house—everyone. Stress levels are reaching breaking points and every one of your team members needs to know they matter, they’re safe, and they’re supported.

Check in. Survey your team. Be empathetic. And if you’re an operator, you need a support system of your own.

Being a leader doesn’t mean being infallible. It’s not poor leadership or weakness to admit you need help.

Image: Nik Shuliahin 💛💙 on Unsplash