Teamwork

Chef plating greens on plates
by David Klemt David Klemt No Comments

Hiring Struggles? Engage These Age Groups

Hiring Struggles? Engage These Age Groups

by David Klemt

Chef plating greens on plates

Staff turnover rates are still above pre-pandemic levels and there’s no silver bullet solution. However, two companies have some helpful advice.

Both Service Management Group and Technomic shared their tips during Restaurant Leadership Conference. Interestingly, each company has a different approach to the current hospitality industry labor problem.

In short, both SMG and Technomic advise operators to engage with vastly different age groups. However, they each have information that supports their recommendations.

Service Management Group

Jennifer Grimes, senior vice president of client services for Service Management Group, co-presented a session with Jim Thompson, COO of Chicken Salad Chick.

SMG is a software-with-a-service platform that seeks to the employee, customer, and brand experience. One crucial element of the company’s mission is the reduction of staff turnover.

During the RLC session, Grimes shared several years of hospitality turnover rates:

  • 2017: 72%
  • 2018: 75%
  • 2019: 79%
  • 2020: 130%
  • 2021: 86%

First, some context. The general consensus is that the industry’s average turnover rate has been between 70 and 80 percent for close to a decade. However, in comparison to other industries—10 to 15 percent—that’s stratospherically high.

Secondly, the turnover rate has been on rise since before the pandemic. Per some sources, the rate jumped from 66 percent in 2014 to 72 percent in 2015, a trend that continues to this day.

For SMG, the age group operators should seek to engage—generally speaking, of course—is 25 to 34 years old. Per the SWaS platform, this group was the most engaged pre-pandemic.

One reason for SMG’s suggestion is that Boomers appear to opting out of the workforce.

During the presentation by Grimes and Thompson, the latter shared that Chicken Salad Chick predicts the 2022 turnover rate to be just slightly above the 2019 rate.

Technomic

Unsurprisingly, Technomic had some numbers to share during RLC 2022 in Scottsdale, Arizona.

Per data provided by Joe Pawlak and Richard Shank, 70 percent of operators are still struggling with labor. Recruiting, hiring, and retaining staff doesn’t appear to be getting any easier four months into 2022.

Technomic also pointed out that the US saw the lowest population growth in its history last year: 0.1 percent.

Additionally, almost 17 percent of the country’s population is now at least 65 years old. In 2019, 48 percent of people 55 or older retired. That number is now just over 50 percent for the same age group.

Nearly seven million American consumers turn 60 each year, while four million turn 70 or older.

Logically, one may assume that Technomic is saying a significant portion of the US population is leaving the workforce. So, it’s best to focus on the same age group as SMG recommends.

However, Technomic is recommending a different strategy. Per Pawlak and Shank, retirees (mostly ages 55 and up) tend to have valuable managerial skills and experience.

Obviously, those skills and all that experience can be of great benefit to operators and our industry.

Certainly, all groups should be engaged by operators seeking to recruit, hire, and develop their teams. So, as KRG Hospitality sees recruitment, operators should craft targeted, authentic messaging that appeals to each age group.

Image: Sebastian Coman Photography from Pexels

Server helping guest in restaurant
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This Simple Test Reveals Process Problems

This Simple Test Reveals Process Problems

by David Klemt

Server helping guest in restaurant

There’s an easy way to identify whether there are changes that need to be made to processes and practices that only requires observation and time.

Luckily, it doesn’t take much time, either. In less than a week, an operator can determine if there are issues relating to onboarding new hires.

This simple test was shared during the 2022 Restaurant Leadership Conference in Scottsdale.

Interviews are Just the Start

It should go without saying but here we go: The hiring process doesn’t end with the interview.

An operator or their leadership team found an amazing job candidate? Awesome! That’s no small feat these days.

However, that’s just the first step in hiring and building a rock star restaurant, bar or hotel team.

Step two is onboarding, step three is training, and step four is advancement.

For KRG Hospitality, onboarding goes far beyond filling out federal and state paperwork. There’s more to it than setting up direct deposit and getting a new hire on the schedule.

Rather, operators need to implement a fully developed onboarding process. The key word there is “process.”

True onboarding includes the review of an employee handbook and an introduction to the business. During this process new hires should become familiar with the brand’s history, vision, culture, mission, and core values.

By the end of this process, a new team member should understand what’s expected of them, both in their individual role and behaviorally. Additionally, they should be introduced to the entire team.

In reality, the onboarding process is the development of a professional relationship.

The Test

Technically, the actual test for operators is for them to have in-depth hiring, onboarding and training processes in place.

So, operators should take a moment to review whether they have those processes.

However, the test I’m talking about here relates to onboarding directly. It’s simple and it was shared during RLC 2022 by Jim Thompson, COO of Chicken Salad Chick.

The only requirement is a few days’ time and an observant operator and/or leadership team.

Let’s say a candidate nails the interview. In particular, their personality is perfect for the available role. As the the hospitality industry maxim goes, hire for personality, train for skills.

The new hire works their first shift but their personality doesn’t shine through. However, that could be first-day jitters. Unfortunately, that personality the leadership team hired for is nowhere to be seen during their next few shifts.

According to Thompson, if a new hire’s personality doesn’t shine through within four shifts, there’s likely a process and practices issue. The lack of personality is an indicator that the new team member doesn’t feel confident in their role.

The onboarding process—either too shallow or nonexistent—is a likely culprit. Operators can use this test, a simple four-shift observation of a new hire, to determine if there’s a problem.

Once identified, the operator and their leaders can put their heads together, review the issue, and implement effective, positive change.

Image: Caroline Attwood on Unsplash

Person using Uber app on phone
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The Uber Effect: Recruit and Retain

The Uber Effect: Recruit and Retain

by David Klemt

Person using Uber app on phone

To better understand how to recruit and retain top talent these days we can simply look at what’s known as the Uber Effect.

We just got back from the Restaurant Leadership Conference in Scottsdale, Arizona. The education was top-notch, featuring a wide range of restaurant industry experts.

One outstanding session illustrates the need for operators—chain and independent—to change their approach to recruiting and retaining staff.

Flexibility in the Workplace

According to Jennifer Grimes, senior vice president of client services for Service Management Group, people in the labor pool are after three things when seeking employment.

Generally speaking, they want better pay, better benefits, and better scheduling. Gone are the days of people focusing only on their paychecks.

And per Jim Thompson, chief operating officer of Chicken Salad Chick, the Uber Effect is largely responsible for this shift in focus. The Uber Effect refers to people realizing they can be much more in control of their careers.

In simplest terms, Uber drivers are in control of their workdays. They can work as often as they want, whatever hours they want, and wear what they want while working.

Of course, it’s not complete anarchy. There are rules, there are expectations, there are standards. However, there’s also flexibility.

Along with more flexibility in scheduling, people want the following:

  • workload balance;
  • ability to trade shifts;
  • better communication; and
  • paid vacations.

Today’s modern scheduling platforms make it simple for operators and their leadership teams to meet these expectations. With these apps, operators and leadership can:

  • assign specific roles to individual team members;
  • communicate clearly with staff;
  • allow staff to trade, drop, and pick up shifts; and
  • fill available shifts.

One Size Doesn’t Fit All

Thompson has an interesting anecdote about availability.

A Chicken Salad Chick manager conducting interviews didn’t proceed with a candidate. Asked by Thompson why they wouldn’t be moving forward, the manager pointed to the candidate’s availability.

During the interview, the candidate provided only a single day and the manager felt that wasn’t enough. However, Thompson disagreed with the manager’s assessment.

What if, Thompson posited Thompson, their availability filled a currently open shift? At least there would be one less shift for leadership to worry about.

But it went deeper than just that point. Good operators and leaders know that job interviews aren’t one-way streets. Candidates are also interviewing their potential employer.

What if this candidate provided limited availability because they’re unsure about a particular employer? They may not know the brand all that well, they likely don’t know the leadership team, and they don’t yet understand the workplace’s culture.

As Thompson says, “One size fits all is over.” Operators and their leadership teams need to be flexible.

It’s highly possible that just a few shifts in, if the narrow-availability team member is a good fit and finds the job engaging, they’ll broaden they’re availability.

Developing the Culture

Of course, the above scenario comes down to culture. And Thompson has an interesting thought on that operational element.

If an operator isn’t constantly developing their culture, it will grow stagnant. Maintaining the current culture isn’t good enough.

Failing to do so will ultimately lead to a decline in guest satisfaction. When that happens, a decline in traffic comes along with it.

It’s really rather simple: How an operator and the leadership team treats employees trickles down to guests. Unhappy and unsatisfied staff provide poor service. How long are guests going to tolerate negative guest experiences?

And no, simply offering competitive compensation doesn’t automatically equate to treating staff well.

“Competitive pay, to me, is the cost of entry,” says Thompson.

To this point, the COO, also the self-appointed chief smile officer, addresses how the restaurant chain respects personal time.

Chicken Salad Chick, founded in 2008, is closed on Sundays. This isn’t due to any religious influence. Rather, the founders, per Thompson, were influenced by what they perceived as a high divorce rate in the restaurant space.

So, the brand wants employees to have family time. That’s also why there stores are also closed by 8:00 PM. In some cases, they close at 5:00 or 7:00 PM. Again, personal and family time.

Could they generate more revenue if they opened earlier and closed later? Probably. However, their culture is crucial to their success.

Takeaway

If operators want to begin the process of truly developing a positive workplace culture, there are several questions Thompson suggests operators and their leaders should ask.

Is the brand purpose driven? Does focus on fun, family, and culture?

How can the business offer incremental value to staff? Are the pay and benefits competitive? Is the workplace safe and are their opportunities for staff to advance?

What’s the community like within the four walls? How’s the energy within those walls?

Are the processes and practices in place helping or hindering recruitment and retention? How can the processes be simplified so employees learn what they need to know quickly?

How flexible is the business, honestly? What’s being done to truly help leadership create better relationships with the team?

Finally, I’ll end on something interesting from Grimes. Analyzing employee engagement, SMG has found that isn’t just about compensation.

In fact, when it comes to what makes most people perceive their job as fulfilling, the top influencer is working with people they like. Second is salary and benefits. Third, rewarding work.

Operators need to adapt to employee expectations, just as they need to focus on those of guests. Sitting down with their leadership teams to discuss Thompson’s questions is a great first step toward developing a culture that works and rewards.

Image: Priscilla Du Preez on Unsplash

Close-up shot of person texting on phone in a restaurant
by David Klemt David Klemt No Comments

Leadership Facepalm: Don’t Do This

Leadership Facepalm: Don’t Do This

by David Klemt

Close-up shot of person texting on phone in a restaurant

Here’s a hot take on the employer-employee dynamic: Don’t text staff at 3:00 in the morning demanding they come in on their day off.

In fact, let’s compress this piece of advice. Don’t text staff at 3:00 in the morning.

Really, I shouldn’t have to explain the myriad reasons that doing so isn’t acceptable. However, a post on Reddit shows that this topic needs addressing.

Are You Serious?

Yes, I’m using a Reddit post as an example of what not to do. And yes, I’m going to assume the post is legitimate for the purposes of education.

Owners, operators, and members of leadership teams need to lead. Micromanaging, assuming staff is at their beck and call, and domineering behavior only lead to high turnover.

A high staff churn rate is costly, and not just financially. Yes, it costs thousands of dollars to replace a single member of staff. However, immediate financial costs shouldn’t be the only concern.

Churning through staff also damages a restaurant, bar, hotel, or owner’s reputation. Should they become known as a bad employer—word gets around quickly in this industry—and eventually an operator won’t be able to hire rock star talent.

Over time, they’ll only draw in workers that chase away their guests. After that, the operator will be closing the doors.

“You Need to Be a Team Player”

Interestingly, the Reddit post that’s inspiring this article isn’t brand new. The post in question is about six months old.

But these days, with the shift in the employee-employer dynamic that’s taking place, stories of “epic” or “savage” quitting garner attention.

Again, there are myriad reasons people are drawn to these stories. Rather than read through those, let’s take a look at this quitting story.

A bartender took to Reddit (again, I’m assuming this is a fact) to share texts from his (former) manager. The timestamp on the first text? 2:59 in the morning.

“I need you to come in from 11a-10p today,” starts the text. The reason? Only one bartender is on the schedule for an event that day.

In response, the bartender says, “No thank you,” stating it’s their day off. And then the manager makes a demand using a term that gets thrown around far too much when some people in a position of authority don’t get the response they want (in my opinion).

The bartender is told they need to be a “team player,” and that “it isn’t all about you.” On a positive note, the manager does then say “please” and asks the bartender to come in.

Putting their cards on the table, the bartender says they’ve had a few drinks and don’t want to work an eleven-hour shift with a hangover. Personally, I don’t think the manager was due that explanation but okay.

This doesn’t sit well with the manager, who now attempts to police the bartender’s personal time. According to the texts, the bartender needs “to stay ready for work.” This is apparently because “getting too drunk is not a good look if you can’t stay prepared.”

“Fed Up with You”

After a few more texts back and forth, the manager fast-tracks this situation’s escalation. The bartender is told that they’re going to talk about the bartender’s “attitude” when they “come in Sunday.”

Well, it’s highly unlikely that conversation ever took place. According to screengrabs of the texts, the bartender replies, “No we’re not.” They then proceed to remind the manager that “dozens” of places are hiring bartenders. They’re happy to go work for one of those businesses.

Unsurprisingly, the manager attempts to backpedal. They say that the bartender is making a rash decision “because you’re drunk” and will regret it the next day. That approach doesn’t work.

Now, there’s one sentence that suggests to me, if this situation is real, that the owner needs to address this manager. Or, if this manager is the owner of the business, that they need to work on developing leadership skills.

That line? “I’m fed up with you.”

Sure, they could mean they’re fed up with them in this instance. However, the line follows the bartender saying that their are several other places they can find work instead.

My interpretation is that at a minimum, these two have a problem with one another. Worst case, this manager isn’t doing the owner (or themselves) any favors with their “leadership” style.

Just…Don’t Do This

Please, please, please, don’t text or call staff at 3:00 in the morning. There are perhaps a tiny handful of reasons to ignore this advice. As I see it, those reasons all involve emergencies.

And no, being short-staffed for an event the following morning is not an emergency worthy of texting or calling an employee to cover a shift so late at night/early in the morning.

There are several leadership and scheduling solutions that can prevent this type of situation. In this particular instance, since the bartender was “fed up with” this manager, they were going to quit sooner or later.

Which brings me to my first point: Operators need to know what their leaders are doing. How are they treating staff? How does the staff perceive the leadership teams?

Secondly, how do the operator and other leaders perceive one another? Is everything running smoothly or is one “leader” not really leading?

And finally, scheduling technology. These days, there’s really no excuse for many kinds of scheduling problems. Several scheduling apps integrate well with popular restaurant, bar, and hotel POS systems.

For example, HotSchedules gives staff the ability to give away, swap, and pick up shifts. Another example is OpenSimSim, which provides an open shift invite feature. Staff can also set their profiles to auto-accept shifts as they become available.

7shifts and Schedulefly can also help fill shifts. And like HotSchedules and OpenSimSim, leaders can message groups and individuals, and vice versa.

Perhaps the biggest takeaway here is this: The maxim, “People don’t leave jobs, they leave managers,” is accurate. Leaders need to respect their team members and their personal time.

Image: Alex Ware on Unsplash

People toasting with a variety of cocktails
by David Klemt David Klemt No Comments

Prepare for the New Rules of Hospitality

Prepare for the New Rules of Hospitality

by David Klemt

People toasting with a variety of cocktails

Guests are returning to bars, restaurants, and hotels, so you need to prepare now for the new rules of hospitality.

If you’re wondering what those rules are, wonder no more. We have a number of articles addressing them, some of which are here, here, and here.

Phil Wills, owner and partner of the Spirits in Motion and Bar Rescue alum, also has some thoughts. In fact, Wills shared his approach to what he identifies as the new rules of hospitality last week.

 

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A post shared by Phil Wills (@phil_i_am11)

During Bar & Restaurant Expo 2022, Wills presented “The New Rules of Hospitality: What a Post-pandemic Consumer Wants.”

Below, you’ll find what Wills has to say about hospitality in 2022 and beyond in three categories.

Hospitality

Wills kicked off his session with a simple question: How do you define “hospitality”? And yes, he put attendees on the spot, asking them for their answers.

It’s always at least a bit amusing that even the most outgoing operator gets shy in a conference setting. I’ve never seen so many people suddenly need to check their phones, shoes, or the ceiling tiles as when they’re asked to participate in a class or education session.

For Wills, the definition is “making a guest feel welcome, as though they’re in your home.”

Obviously, the answer is different for everyone. As Wills says, the key is considering how you and your brand define hospitality. If that seems easier said than done, Wills has some tips, presented in the context of a guest visit.

First, guests take in the sights, sounds, and smells of your space. They also consume your menu items, and converse with your staff, their party, and other guests.

Look at your business through the eyes of your guests. Now, this can be a difficult exercise, particularly if you spend a lot of time in your restaurant, bar or hotel.

So, ask team members to do the same and provide feedback. We take for granted what our spaces, food, and drinks look like.

To improve the guest experience, pay attention to ticket times and F&B consistency. This will reduce recovery incidents and phrases.

Finally, Wills recommends engaging with guests (if that’s what they want). However, he also suggests facilitating connections between guests.

Interestingly, Wills also says, “Regulars are old money. You want to get that new money.” Then, you want to convert that new money into old money. Rinse, repeat.

Training

As relates to training, Wills categorizes new hires in two ways: toll takers and moneymakers.

Toll takers take a toll on your business. They cost you money, and if they don’t receive the proper training they can chase guests away.

So, you’ll need to spend time and money to convert toll takers into moneymakers.

Speaking strictly in a technical sense, training needs to provide team members with the knowledge and tools to become moneymakers. To accomplish this, Wills has three keys to making training stick:

  1. Don’t make training too easy. If training is easy, team members won’t retain what they’re taught. Challenge your staff.
  2. Vary your training. There are a number of training methods at your disposal. Use multiple methods to engage your staff. Wills suggests combining shift work, book work, and tests, at a minimum.
  3. Turn training into a competition. At this point, we’re gamifying just about anything. So, Wills recommends the platform 1Huddle to gamify your training.

Labor

Simply put, Wills says we need to find new ways to make this industry exciting to new hires.

According to the National Restaurant Association, we’re still seeing significant job losses in hospitality, foodservice, and lodging and accommodation.

In fact, we’re down 14 percent when it comes to full-service restaurant jobs. For bars and taverns, the number is 25 percent.

For Wills, offering incentives, mental health breaks, and even cash bonuses for staying in role for a number of months can draw the attention of new workers.

However, he also has another interesting idea: making people smile. On average, according to Will’s research, people smile 20 times each day. He wants to find ways to make people smile 20 times during a single visit to a restaurant or bar.

Now, Wills admits he’s still working on how to accomplish this lofty goal. I believe a key component is creating a working environment that inspires team members to smile 20 times per shift.

Image: Kelly Sikkema on Unsplash

Ukraine flag flying against blue sky, perspective shot
by David Klemt David Klemt No Comments

How Operators Can Support Ukraine

How Operators Can Support Ukraine

by David Klemt

Ukraine flag flying against blue sky, perspective shot

It’s normal to feel like there’s not much we can do as we watch in horror as Russia invades Ukraine, but there are ways to show support.

NATO alliance countries are struggling in their responses to Russia. A country with thousands of nuclear arms invaded a sovereign nation without such weapons. The response from NATO nations must be measured and de-escalate, not provoke. Consider that Russia seemingly threatened Sweden and Finland, and put its nuclear deterrence forces on “high alert.”

So, it’s understandable that the rest of us aren’t sure how much of a difference we can make.

However, restaurants, bars, hotels, and other hospitality businesses do have the power to help.

Zirkova Vodka

John and Katherine Vellinga founded Zirkova Vodka around 2016. Initially, the brand was named Slava Vodka.

The Vellingas are Canadians. However, they consider Ukraine their home country. In fact, the two worked in Ukraine for about five years.

During their time in Ukraine, the two worked with brewers and winemakers. Over the course of those five years, John and Katherine decided to create an ultra-premium Ukrainian vodka.

It’s important to note, however, that Zirkova’s mission isn’t simply to create world-class vodka. You can read their full mission statement here.

In part, the brand’s mission statement reads: “Built in the DNA of the brand is a deep-rooted belief in the goodness of humanity, an abiding commitment to freedom and human rights for all.”

Zirkova’s foundation One+Together has raised money for human rights and humanitarian throughout Canada, Ukraine, and New York City.

Now, the brand is donating 100 percent of profits generated from sales of Zirkova at the LCBO to Ukrainian humanitarian funds.

 

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A post shared by ZIRKOVA VODKA (@zirkovavodka)

It should also be noted that the province of British Columbia has banned the sale and import of Russian liquor products.

Donations

On the topic of donations, operators can support a number of charities that focus on helping the people of Ukraine.

For example, World Central Kitchen. WCK has already mobilized, setting up in Poland to help Ukrainians who have had to flea their homes.

The non-profit organization also has a relief team on the way to Romania as well. Donations to WCK can be made via this link.

If you have a question about the legitimacy of a charity, look it up on a site like Charity Navigator. Unfortunately, bad actors (scumbags) latch onto crises to scam people out of their money.

Rejecting Russian Vodka

Some restaurants and bars are making more assertive statements via the products they’re now willing to sell…or no longer sell.

There are restaurants and bars emptying their inventories of Russian vodkas by dumping them out.

 

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A post shared by Eric Gladstone (@ecgladstone)

The above post is just one example of operators, restaurant workers, and bar teams taking a stand.

In addition, there are operators seeking to add Ukrainian products to their menus. Will these businesses ever carry Russian products again? It’s far too early to tell, of course.

Individual operators will have to decide if refusing to sell Russian products is the right decision for them. If they choose that path, they’ll need to decide if doing so quietly or publicly is the best approach.

In simplistic terms, too many politicians and leaders are beholden to corporate money and influence. Realistically, as regards Putin, the opposite seems true.

Still, impacting the bottom lines of Russian companies, millionaires and billionaires may have some impact on Putin, though that’s unlikely to lead to peace any time soon.

Interestingly, reports indicate that at least two Russian billionaires have called for peace in Ukraine.

Safe Communities

It’s alarmingly easy for strong emotions to drive just about anyone to make harmful decisions. Fear, sorrow, frustration, and anger are powerful.

We must all remember something incredibly important: The Russian people are not to blame for Russia’s invasion of Ukraine.

One person—along with his inner circle of sycophants and enablers—is to blame: Russian president Vladimir Putin.

Feeling powerless to help the Ukrainian people can lead to feelings of anger. It’s crucial that we not allow violence or harassment of Russian people in our communities.

We can support Ukraine without harming Russian people. Restaurants and bars are pillars of their communities, and keeping people safe is non-negotiable.

Some of us may react to feelings of anger, fear, and frustration by lashing out. We can’t let that lead to violence in our streets.

Do not tolerate harassment or violence in or around your business, and make it clear your business is safe for all guests. The last thing we need now is more divisiveness, harm or fear.

Image: Daria Volkova on Unsplash

White and red neon restaurant sign that reads "Kitchen Open"
by David Klemt David Klemt No Comments

Independent Operators are Making Changes

Despite Challenges, Independent Operators are Making Changes for the Better

by David Klemt

White and red neon restaurant sign that reads "Kitchen Open"

Independent Restaurant Coalition survey results show our industry is still struggling but some operators are making positive changes.

The hospitality industry absolutely needs and deserves help. The Restaurant Revitalization Fund absolutely needs replenishing.

However, hospitality continues to prove its resiliency, adaptability, and innovation.

It must be said, though, that it’s exhausting for owners, operators, and workers to have to constantly be resilient. Sometimes, the industry needs help. It’s past time for help to come.

But, I digress. Back to the IRC and their recently released survey results.

Still Overwhelmed

The IRC surveyed close to 1,200 respondents who are part of the restaurant and bar community. Survey participants represented all 50 states in the US.

Some respondents received RRF grants, some did not. Of course, receiving a grant wasn’t a silver bullet for surviving the pandemic.

However, the grants certainly helped:

  • Nineteen percent of grant recipients took out personal loans since February 2020. In comparison, that number more than doubles to 41 percent for those who didn’t receive grants.
  • Since the beginning of the pandemic, five percent of grant recipients took on additional investors. Again, that number more than doubles for operators who received no RRF grants. Eleven percent took on more investors to survive.
  • Due to the omicron variant of Covid-19, grant recipients had to reduce staff by 21 percent on average. Their counterparts had to decrease staff, on average, by 30 percent.
  • When it comes to selling off a personal asset to help their business survive the pandemic, ten percent of grant recipients did so. For those who didn’t receive an RRF grant, that number increases more than two-and-a-half times to 26 percent.

The challenges—an inadequate word, truly—have led to industry-wide changes. Per the IRC’s survey:

  • Hiring challenges have impacted 91 percent of independent restaurants and bars.
  • Menu prices were hiked up by 89 percent of independent businesses.
  • Nearly half—42 percent—reported to the IRC that they had pivoted to alternate business models after ceasing indoor and outdoor service.
  • Six percent of independent restaurants and bars pivoted to offering outdoor dining only.

Progress Being Made

Operators have been facing hiring challenges for several months now. In response, some operators offer various incentives.

As examples: meals for honoring scheduled interviews; cash for showing up to interviews; large cash bonuses for remaining in position for 90 or more days.

However, none of the above really address longstanding, widespread issues hospitality workers have given as reasons for quitting jobs (and the industry entirely).

To name just two, livable wages and benefits. Despite the challenges operators are facing, they have made positive changes. We’re not talking a small percentage, either.

Per the IRC, independent businesses reported the following changes:

  • 84 percent of restaurants increased wages.
  • 37 percent of restaurants, bars and other independent hospitality businesses added paid sick leave to the benefits they provide.
  • 21 percent of employers have added paid vacation to their benefits.

These changes (and others) are a promising start, showing that operators are listening to workers. Bringing traffic and revenue back to pre-pandemic levels—and beyond—is a great goal. But how will the industry get there?

One answer is for operators to listen to the hospitality professionals they rely on for their businesses to thrive. Listening, and then acting in meaningful ways.

Image: Patrick Tomasso on Unsplash

Flipping through an open book
by David Klemt David Klemt No Comments

5 Books to Read this Month: February ’22

5 Books to Read this Month: February ’22

by David Klemt

Flipping through an open book

This month’s fun and informative book selections will help you develop next-level culinary, beverage and leadership skills throughout 2022.

To review January’s book recommendations, click here.

Let’s jump in!

Greenlights

Published originally in 2020, Matthew McConaughey’s Greenlights is already experiencing a resurgence. McConaughey has been writing in diaries for decades and sat down with them to write this memoir that shares lessons he’s learned, stories about what he has experienced over the course of more than 40 years, and more. In his own words, Greenlights addresses how to be fair, have less stress, have fun, hurt people less, get hurt less, be a good person, have meaning in life, and how to be more yourself.

“It’s also a guide to catching more greenlights—and to realizing that the yellows and reds eventually turn green too.”

Setting the Table

Danny Meyer’s modern classic Setting the Table was published nearly 15 years ago. It’s an award-winning masterpiece and considered by some to be the best restaurant business book ever written. On episode 64 of the Bar Hacks podcast, CEO and Master Blender Neil grosscup of Tanteo Tequila mentions this book. So, I decided it was time to revisit Setting the Table and encourage those who haven’t yet to read it.

The New Craft of the Cocktail: Everything You Need to Know to Think Like a Master Mixologist

Dale DeGroff, for those who don’t know, is credited with kicking off the modern cocktail craze. He’s a legend, an icon, and an ambassador for bartenders and the hospitality industry. Released toward the end of last year, The New Craft of the Cocktail is an update of DeGroff’s 2002 book The Craft of the Cocktail. Inside are new photographs, updates to the history of the cocktail, and 100 new drink recipes.

The Unofficial Disney Parks Drink Recipe Book

Look, it has been an overwhelming two years. And we’re still in that overwhelming situation. That is to say, we can all use a smile wherever we can get it. That goes for drink menus, too. Enter, The Unofficial Disney Parks Drink Recipe Book. It may be unofficial but the recipes are fantastic, offering whimsy, nostalgia, and wow factor. There are over 100 recipes in this best-selling book, including cocktails and zero-proof drinks.

The Velocity Mindset

If you want to become a better leader, you need to change your mindset. That may sound drastic but developing simple habits like visualizing a specific outcome can improve your leadership skills. The Velocity Mindset shares Ron Karr’s “innovative and practical strategies to differentiate yourself from the competition, increase your profits, and get to the next level of success, faster.”

Image: Mikołaj on Unsplash

by David Klemt David Klemt No Comments

Top 10 Bar Hacks Bonus Episodes: Goals

Top 10 Bar Hacks Bonus Episodes for Setting and Achieving Goals

by David Klemt

We’ve rounded up the ten best bonus episodes of Bar Hacks that feature KRG Hospitality president Doug Radkey offering goal-setting guidance.

Obviously, we all want to succeed. However, it’s not always obvious where we should start. This has been proven all the more true the past two years.

Doug has a way of cutting a path through the overwhelming noise and distractions operators face each day. The Bar Hacks bonus episodes below can help listeners take a deep breath, reset, and take the necessary steps to identify, measure, and achieve their 2022 goals.

Bonus #1: Strategic Clarity

Doug explains strategic clarity as the understanding of who we are, what we’re working toward, and how we’re going to get where we want to go. Click here to listen.

Bonus #3: Simplification

In this episode, Doug asks listeners a simple question: “Is your vision for your restaurant or bar’s systems complex or simplified?”

Bonus #4: Acceptance

We can’t really make achievable goals if we don’t understand the current situation we’re facing. In this bonus episode, Doug explains why it’s important to be able to accept change and differences.

Bonus #6: Decision Making

We make thousands of decisions every day, from the simple to the complex and everything in between. Doug shares his insights into clearly and confidently making decisions for your business. Click here to learn more.

Bonus #7: Innovative Leadership

What is innovative leadership? It’s confidence in your abilities and your team, knowing when to get out of the way, and the culmination of a few other key concepts. To listen, click here.

Bonus #9: Flexibility

For this bonus episode, Doug explains why success in this era of hospitality requires owning the entire guest journey, frictionless omni-channel experiences, and other elements of a flexible approach to business.

Bonus #12: Self Care

Doug shares his thoughts on one of the most crucial elements of operating a business in the hospitality industry. Hint: He’s not talking about menus, marketing or making money in this episode.

Bonus #13: Confidence

Do you think you have a growth-based mindset or a fixed mindset? Doug discusses confidence and the impact it has on your ability to lead effectively in Bar Hacks Bonus #13.

Bonus #14: Self Learning

Knowing that you don’t know it all opens up your world and makes you a better leader. Doug explains how seeking out knowledge, experiences and opportunities to learn makes you a better operator, keeps you sharp, helps you better relate to and mentor others, and improves your business in every way. Listen now!

Bonus #17: The Seven Cs

Doug explains each of the Seven Cs and how they’ll help you build a winning team. Without the right people on staff, you don’t have much of a chance to achieve your goals. Click here to listen to this important episode.

To listen to the first five bonus episodes in this list in one convenient episode, please click here for today’s Bar Hacks podcast episode. Cheers!

Image: Mikołaj on Unsplash

"Wake up, kick ass, repeat" neon sign on wall
by David Klemt David Klemt No Comments

How to Achieve Your Goals in 2022

How to Achieve Your Goals in 2022

by Jennifer Radkey

"Wake up, kick ass, repeat" neon sign on wall

The start of a new year for many is symbolic: Fresh year, fresh start.

With the best of intentions, millions of people worldwide create resolutions and set goals for both personal and professional growth and achievement. These goals are created with full enthusiasm and determination and then….the majority of them never come to fruition.

Studies have shown that approximately 80 percent of New Year’s resolutions fail. So what happens? And how can we push forward to achieve our goals instead of letting them slip away?

The majority of us know how to set clearly defined goals. It is something we learned in school, or have read countless articles about. It seems as if it is human nature to want to improve, to do better and be better.

In the hospitality industry, we ask our team members to set goals weekly, if not daily. Goals typically include improving guest retention, increasing sales, improving guest experience, etc.

But once these goals are set, what systems are in place to help your team achieve them? And are you leading by example?

Goal Setting

There are many techniques to goal setting. George Doran, Arthur Miller, and James Cunningham developed the very popular SMART goal tool to assist in developing clearly defined, task-oriented goals. They state that goals should be Specific, Measurable, Assignable, Realistic, and Time-specific (SMART).

Rhonda Byrne’s book, The Secret, discusses envisioning your goals and life desires to attract them to you. But goal achievement is more than just setting a clear goal, or dreaming about what it would be like to achieve that goal. Those are the starting points.

Goal achievement is a process. It can be nitty and gritty and tough. There is typically no easy way. However, there are strategies we can use to help us achieve them, and the result will almost always be worth the extra effort.

Why We Fail

There are countless reasons why goals or resolutions fail, but the reasons mostly fall under two categories: You either lose your willpower or your waypower.

The concepts of willpower and waypower in relation to goal achievement is introduced in Rick Snyder’s Hope Theory, explained is his book The Psychology of Hope: You Can Get There From Here.

Willpower is the desire to achieve your goal; it’s the fire that pushes us to keep going after what we want. Waypower is the map for how we will get to our end goal; it’s the careful plan we have in place to ensure we overcome any obstacles that get in our way.

When we lack willpower our goal seems unachievable, and therefore we give up. When we lack waypower, as badly as we may want to achieve our goal, we are lost with no clear idea of how to get there.

How to Succeed

Finding Your Willpower

If you have lost your willpower, there are several ways to reignite your desire to achieve your goal.

The first is to have constant reminders of your goal. Have it written somewhere where you will have access to it several times a day. Set reminders on your phone, put sticky notes around your office or house, create a vision board representing your goal as your screensaver or on a wall in your home or office.

Remind yourself of why you set the goal in the first place and how it will make your life better.

Many of us lose our willpower when faced with obstacles. Instead of being deflated by obstacles, look at them as challenges to be defeated. Use obstacles as fuel for your fire rather than water to dampen it.

When faced with obstacles it is also helpful to remind yourself of goals that you have achieved in the past and the obstacles you had to overcome to get there. Remembering this time will allow you to acknowledge that you ARE capable and therefore will keep your willpower intact.

Finding your Waypower

Life is busy, and when you are being pulled in many directions at the same time it can be easy to lose your way towards achieving your goals. To ensure that you stay on the path towards goal completion, there are several actions you can take.

Try breaking long-range goals into smaller steps. Start with the first step, and move on to the next, checking off and celebrating each step as you go.

Before you even begin your journey towards goal completion, map out different routes you may need to get there. Knowing these routes beforehand will make it easier to stay focused along the way.

Lastly, know when to ask for help—and be willing to accept it. If you get lost on your way to your goal, perhaps you need some advice from someone who has already achieved that goal.

WOOP

One of my favorite goal achievement strategies is WOOP, created by Gabriele Oettingen. This acronym stands for Wish, Outcome, Obstacle, Plan.

WOOP is a straightforward and effective tool to use when setting goals, and has been practiced by everyone from elementary school students to CEOs of major corporations. Once practiced, WOOP can take less than five minutes of your time while providing great clarity.

The first step is to state your wish or goal clearly. Next, envision the outcome of achieving your goal. Take a couple minutes to really picture what it will look and feel like to achieve your goal.

You are then going to contrast that by thinking of what obstacles might block you from achieving your goal. It is important to note that these obstacles are internal not external.

We rarely have control over external obstacles but do have control over internal ones. What is it about you that will stop you from reaching your goal? Is it low self-esteem, laziness, doubt? Are you distracted easily?

Lastly, you are going to plan what to do when met with an obstacle by using “if/then” phrasing. For example, “If I am feeling lazy and want to have a Netflix marathon instead of working on my goal, then I will get off the couch, do ten jumping jacks, grab a drink of water, and start working on my goal.”

If you are interested in trying out the WOOP tool for goal setting/achievement you can visit www.woopmylife.org.

Own It

Goal setting and resolutions should not be a forced activity you do every new year, or birthday, or every Monday morning to start your week. Goal setting and achievement should be a constant, flowing activity that reaches into all parts of your life.

Through the use of strategies and consistent review, reassessment, and awareness, goals don’t need to be lost or given up on, unless that particular goal no longer serves a purpose to you.

Own your goals and take pride in your achievements. In the end, you will always be your number one advocate for your own growth.

So go get it! Cheers to professional and personal well-being!

Image: Justin Veenema on Unsplash

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