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Black-and-gray, AI-generated image of a ram's skull covered partially by a shroud, with the word "death" underneath it
by David Klemt David Klemt No Comments

Entrepreneurship with Purpose

Entrepreneurship with Purpose: Your Why, How & What

by David Klemt

Black-and-gray, AI-generated image of a ram's skull covered partially by a shroud, with the word "death" underneath it

Don’t freak out! This is subtext, and a nod to the Death & Co. brand and their Big Horn Sheep cocktail mug.

Not every operator can transform their vision for owning a bar into building a hotel, so when someone who does just that wants to talk, it’s wise to listen.

I can’t be sure if the Death & Co. team knew they were building an empire when they opened their first cocktail bar. After listening to David Kaplan’s keynote at the 2024 Flyover Conference, I do believe the team laid the foundation to ensure their success before ever greeting their first guests.

Further, I like to think that opening in NYC on NYE and ushering in 2007 with a brand-new concept embodies the Death & Co. ethos. Literally, the bar and its first patrons marked the passage of time from one year to the next. Figuratively, death symbolizes change, and Death & Co. as a brand is certainly a metaphor for revolution and metamorphosis.

As a bar, Death & Co. is noteworthy for the significant contributions it made to the modern Cocktail Revival. Among the craft cocktail bar’s New York scene peers were Pegu Club, Milk & Honey, and Employees Only.

According to Kaplan, six years went by before the team even considered taking on a new location. In 2018, Death & Co. Denver opened inside The Ramble Hotel. A year later came Death & Co. Los Angeles. Four years after opening in LA, in 2023, the craft cocktail brand entered the Washington, DC, market. Announced a couple of weeks ago, there will be a fifth outpost in Seattle.

And those are just the Death & Co. locations.

Why, How & What

The type of unrelenting success achieved by the Death & Co. team doesn’t happen overnight. It takes drive and clarity, and a ruthless dedication to understanding purpose, process, and outcome.

Expanding on the point of clarity, Death & Co. falls under the Gin & Luck umbrella, of which Kaplan is the CEO.

During his keynote, titled “Crafting Success: The Journey of Purpose-Driven Entrepreneurship,” he shared his personal and professional approaches to business. Along with being engaging and informative, Kaplan is also transparent.

For example, he shared his personal core values and those of the Death & Co. brand. Kaplan’s are the pursuit of excellence, meaningful work, relationships, challenges, and creativity. As a brand, Death & Co. core values are curiosity, pursuit of excellence, Always Be Knowing (ABK), contagious joy, and connection.

But, I get ahead of myself. To start his keynote, Kaplan explained a few key terms and how they relate to one another. A person’s why, personal or professional, is their purpose for doing something. On a grander scale, their why can be the purpose that drives their entire life.

How is process, the systems and procedures that will move one forward. What, in this context, is outcome, or the result that a person is working to achieve.

As Kaplan explained, when one comes to understand their purpose, that leads them down the path of understanding and developing their process. Ultimately, understanding the why and how leads to an understanding of their what.

Do the Work

Among the excellent points made by Kaplan was this: None of us are born with an understanding of entrepreneurship (including those who make being an entrepreneur look so easy).

Rather, in Kaplan’s opinion, we’re all faking it until we make it. This goes for business partners and investors, as well. Basically, people who are faking it until they make it are walking into rooms with people who are doing the same, or have done so to get into a particular room themselves.

That doesn’t mean that every new business owner is being disingenuous. Nor does it mean that every partner is being deceitful about what they bring to the table.

In my interpretation of what Kaplan shared during his keynote, every entrepreneur—until they’ve achieved their desired outcome—is an unknown quantity. They need to develop the confidence to share their vision clearly to their future leadership team, front- and back-of-house teams, partners, investors, and guests.

So, how does an entrepreneur develop an optimistic view of the challenges they’re about to face? And how do they gain the confidence to inspire others to buy into their ideas?

There are a number of exercises that will help a person understand their identity, path, and another “why.” Another way to state this is that one can find their true calling, take psychological ownership of their journey, and develop the entrepreneurial passion to make their dream a reality.

However, to gain this understanding, people need to put in the work.

Effective Exercises

If one works hard now, they can develop the psychological capital necessary to take on difficult challenges in the future.

In the context of Kaplan’s keynote, this means if a person works toward self-awareness today, they’ll put themselves in a better position to be a successful operator before they open their doors for the first time.

There are all manner of self-defining activities and questions that can help a person understand who they are. As importantly, they can give a person an idea of their true aspirations. A few examples are completing the University of Pennsylvania’s Values in Action Strength Test, practicing mindfulness (being present in the moment), journaling, and meditation.

As far as self-defining questions, here are a few examples:

  • What are my dreams and goals?
  • What’s my biggest strength?
  • What’s my biggest weakness?
  • Am I the type of person who makes decisions based on intuition or logic?

Again, that’s barely a handful of the questions one can ask themselves to gain self-awareness.

Another important exercise is to identify personal and professional core values. Kaplan recommends people do this in a setting outside of their normal routine. So, not at home, their current workplace, a cafe one frequents regularly, etc.

Core Values

When a client signs on with KRG Hospitality, part of the process includes identifying core values, as well as creating a mission statement. This important exercise is known as Napkinomics.

Questions and prompts include:

  • How important is growth to you, professionally and personally?
  • Where do you want to see the brand within the next five years?
  • Describe a similar brand, and why you’re drawn to it.

Helpfully, Kaplan shared his approach to identifying core values during his Flyover keynote.

First, he considers peak experiences. Then, crucially, he flips that on its head and recalls negative experiences. Another key step is considering important aspects to experiencing fulfillment. Ask yourself what feels essential, adding context to each answer. At the end of this exercise, one should have a list of personal core values. (As a reminder, Kaplan’s and Death & Co.’s core values are shared at the top of this article.)

There is, however, another step that Kaplan shared during his presentation: Revisiting core values.

As he said, a person can—and I’ll add absolutely should—revisit their personal core values. They’ll likely change throughout the years. So, a person should update them from time to time.

Also, Kaplan advises people to give themselves grace; one should realize that they may not live their core values every day of the week. That’s perfectly acceptable. However, if someone finds that they’re routinely not living their core values, it’s time to revisit and update them.

The Mission

During his keynote Kaplan explained that a mission statement should encompass several key components. These are one’s skills and abilities, personality traits (a.k.a. how they operate), values, dreams, and passions.

A mission statement is a declaration of purpose, which is why it’s such a powerful tool. Again, we walk KRG Hospitality clients through this process utilizing Napkinomics.

During his keynote, Kaplan shared the following fill-in-the blanks-style sentence. It should provide someone with an idea of how to identify a personal or brand mission statement.

“I will [action] for [audience] by [skills] to [desired result].”

From there, one can polish and restructure the sentence to craft a non-negotiable declaration of purpose that fits them or their brand. For example, Kaplan shared Death & Co.’s mission statement:

“Creating experiences and connecting people through cocktail-anchored hospitality.”

Providing context, Kaplan shared a long-form version of the above: “We create experiences to foster and allow for deeper human connection through cocktail anchored hospitality.”

With the mission statement in place, Kaplan, his partners, and the Death & Co. team have been able to identify and work toward a key goal:

“To become the most established cocktail-anchored hospitality company in the world by December 31, 2028.” For the eagle-eyed, that’s a deadline of 20 years after the NYC bar’s grand opening.

Now, “most established” can be seen as somewhat nebulous. So, the Death & Co. team has identified metrics to ensure their lofty goal is SMART (specific, measurable, achievable, relevant, and time-bound):

  • A great place to work.
  • The thought leader in the space (being part of the overall hospitality conversation, and helping lead others).
  • A healthy, profitable business.
  • Regionally and globally recognized.

Tie it Together

Considering the symbolism of death as change, you and your team are undergoing a metamorphosis.

Taking the steps to pull your concept out of your imagination and bring it to life involves change. Changing your personal relationships, your position within the hospitality industry, your relationship with risk… Changing your life, and significantly so.

Further—no pressure—you’re also transforming the lives of everyone who buys into your dream and decides to work with you. You’re asking people to bet on you as a leader, and buy into your vision. Whoever accepts that challenge is risking a lot, and this cannot be overstated.

Keeping your business alive and moving forward also requires change. It will have to evolve with the times and guest expectations. And should you scale your business you’ll once again face significant changes.

Becoming an entrepreneur requires the “death” of your previous life. In the infancy of this process, you’re going to feel discomfort. You may feel fear, and you’ll feel uncertainty. A deep understanding of why, how, and what are crucial to navigate the process and work through those feelings.

After all, if you don’t know what you’re working toward, why would you endure this challenge? How will you achieve your “what” if you haven’t developed the process to get there? And without a “why,” no entrepreneur’s vision becomes reality.

There’s no reason to fear the death of your life prior to the beginning of your journey as an entrepreneur and operator. The only things to fear are never taking the first step, and not starting off in the strongest position possible.

Sit down today to identify your why, your how, and your what. If you need help, we’re here for you.

Image: Shutterstock. Disclaimer: This image was generated by an Artificial Intelligence (AI) system.

Interested in checking out the Death & Co. Big Horn Sheep cocktail mug? Click here.

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

5 Books to Read this Month: May 2024

5 Books to Read this Month: May 2024

by David Klemt

Flipping through an open book

Our inspiring and informative May book selections will help you improve your life and outlook, get a handle on operations, and build your leadership team.

To review the book recommendations from April 2024, click here.

Let’s jump in!

Now That I have Your Attention: 7 Lessons in Leading a Life Bigger Than They Expect

This book is listed as a pre-order but I was able to purchase mine a while back, and it arrived a couple of weeks ago. Nicolas Hamilton has overcome a lot in his life, to put it mildly. He has gone from being told he’d never walk to defying that expectation and driving in the British Touring Car Championship. In Now That I Have Your Attention, you’ll learn lessons, like rebelling against the rulebook, always walking the hardest path, and seeing rock bottom and never going back.

From Amazon: “Now That I Have Your Attention follows Nicolas’s remarkable journey and shares the valuable, tough, and often surprising lessons learned throughout his life.

“Nicolas’s journey has at times been hostile and has forced him to navigate periods of anger and resentment, but by building his mental strength and pushing himself beyond the physical limits of what anyone had ever expected of him, Nicolas has changed his life – and believes you can too.”

Pre-order your copy today.

Creativity, Inc. (The Expanded Edition): Overcoming the Unseen Forces That Stand in the Way of True Inspiration

Among other lessons, Creativity, Inc. drives home the importance of building an incredible team. However, that also includes building a culture of support and development.

From Amazon: “The co-founder and longtime president of Pixar updates and expands his 2014 New York Times bestseller on creative leadership, reflecting on the management principles that built Pixar’s singularly successful culture, and on all he learned during the past nine years that allowed Pixar to retain its creative culture while continuing to evolve.”

Purchase here.

The Cocktail Parlor: How Women Brought the Cocktail Home

On the surface, this is a recipe book. There are 40 “main” cocktail recipes along with 100 variants. But when we really dive in we see that The Cocktail Parlor is about giving women credit for shaping the past and present of cocktail culture.

From Amazon: “Journeying through the decades, this book profiles a diverse array of influential hostesses. With each historic era comes iconic recipes, featuring a total of 40 main cocktails and more than 100 variations that readers can make at home. Whether its happy hour punch à la Martha Washington or a Harlem Renaissance–inspired Green Skirt, readers will find that many of the ingredients and drinks they’re familiar with today wouldn’t be here without the hostesses who served them first.”

Pick it up today!

The E-Myth Revisited: Why Most Small Businesses Don’t Work and What to Do About It

Do you feel like you’re working at your business but not on your business? If you have a sense that you feel more like you’ve created a job for yourself than a business, this book may just help you turn things around as an entrepreneur.

From Amazon: “An instant classic, this revised and updated edition of the phenomenal bestseller dispels the myths about starting your own business. Small business consultant and author Michael E. Gerber, with sharp insight gained from years of experience, points out how common assumptions, expectations, and even technical expertise can get in the way of running a successful business.”

Order here.

Traction: Get a Grip on Your Business

As Doug Radkey, founder and president of KRG Hospitality says, a leader in this space needs strategic clarity. This book can provide insights into how to achieve that clarity, improve processes, and build a leadership team that can actually lead others.

From Amazon: “In Traction, you’ll learn the secrets of strengthening the six key components of your business. You’ll discover simple yet powerful ways to run your company that will give you and your leadership team more focus, more growth, and more enjoyment. Successful companies are applying Traction every day to run profitable, frustration-free businesses—and you can too.”

Buy it today.

Image: Mikołaj on Unsplash

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"2024" dessert concept
by 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

"2024" dessert concept

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

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Chef in commercial kitchen handling a pan on fire
by David Klemt David Klemt No Comments

Hospitality Mindset: Restaurant Edition

Hospitality Mindset: Restaurant Edition

by Jennifer Radkey

Chef in commercial kitchen handling a pan on fire

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

KRG Hospitality. Restaurant Business Plan. Feasibility Study. Concept. Branding. Consultant. Start-Up.

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

5 Books to Read this Month: July 2023

5 Books to Read this Month: July 2023

by David Klemt

Flipping through an open book

Our inspiring and informative June book selections will take your front and back of house to the next level, and help develop your leadership skills.

To review the book recommendations from June 2023, click here.

Let’s jump in!

Sugar Shack Au Pied de Cochon (Cabane à Sucre Au Pied de Cochon)

This is the English-language edition of the 2012 World Gourmand Book of the Year. You can pick it up at Amazon via this link, but it will cost you over $150 to do so. So, here’s the link to the book from the Au Pied de Cochon online store.

Those who have read this book describe it as one part recipe book, one part art piece. It’s difficult to categorize this book at all, really. It’s a journal, a recipe book, a culinary masterpiece, and a collection of scientific knowledge. In less than 400 pages, Martin Picard chronicles a year in the life of his restaurant, and shares 100 recipes and 2000 photographs, along a depth of culinary information, the value of which can’t be overstated. Pick it up today or find it at a library if you can.

Catching Fire: How Cooking Made Us Human

If you look at your role in foodservice as more than just a paycheck, you already view cooking as important. It has real value and inspires you, stoking your passion for this business. But what if the importance of cooking is beyond just “important”? What if it’s directly responsible for human evolution? This book by anthropologist and primatologist Richard Wrangham puts forth and defends this evolutionary theory.

From Amazon: “In a groundbreaking theory of our origins, Wrangham shows that the shift from raw to cooked foods was the key factor in human evolution. When our ancestors adapted to using fire, humanity began. Once our hominid ancestors began cooking their food, the human digestive tract shrank and the brain grew. Time once spent chewing tough raw food could be used instead to hunt and to tend camp. Cooking became the basis for pair bonding and marriage, created the household, and even led to a sexual division of labor.

“Tracing the contemporary implications of our ancestors diets, Catching Fire sheds new light on how we came to be the social, intelligent, and sexual species we are today. A pathbreaking new theory of human evolution, Catching Fire will provoke controversy and fascinate anyone interested in our ancient origins – or in our modern eating habits.”

The Subtle Art of Not Giving a F*ck: A Counterintuitive Approach to Living a Good Life

If you prefer your self-improvement and leadership books coated in gobs of sugar and wrapped in sheets of positivity, prepare for a shock. Author Mark Manson isn’t a sunshine, daisies, unicorns, and lemons-to-lemonade type of person. Instead, Manson thinks people need to toughen up and learn how to simply deal with being handed lemons. However, this isn’t a nonstop punch to the gut or blast to the chops. Rather, Manson wants people to change their mindset and focus on what should matter.

From Amazon: “Manson makes the argument, backed by both academic research and well-timed poop jokes, that improving our lives hinges not on our ability to turn lemons into lemonade but on learning to stomach lemons better. Human beings are flawed and limited – “not everybody can be extraordinary; there are winners and losers in society, and some of it is not fair or your fault”. Manson advises us to get to know our limitations and accept them. Once we embrace our fears, faults, and uncertainties, once we stop running and avoiding and start confronting painful truths, we can begin to find the courage, perseverance, honesty, responsibility, curiosity, and forgiveness we seek.

“There are only so many things we can give a f*ck about, so we need to figure out which ones really matter, Manson makes clear. While money is nice, caring about what you do with your life is better, because true wealth is about experience. A much-needed grab-you-by-the-shoulders-and-look-you-in-the-eye moment of real talk, filled with entertaining stories and profane, ruthless humor, The Subtle Art of Not Giving a F*ck is a refreshing slap for a generation to help them lead contented, grounded lives.”

Pick this book up here!

Samsung Rising: The Inside Story of the South Korean Giant That Set Out to Beat Apple and Conquer Tech

During a recent team meeting, KRG Hospitality executive chef and culinary expert Nathen Dubé recommended this book. And while it’s the story of a massive corporation, it doesn’t read like a collection of boring essays. Rather, Samsung Rising is the true story of a family-run business that has grown from 40 employees to more than 300,000. After taking big risks and committing to building a technology empire, Samsung has nearly doubled in size in comparison to rivals Apple and Google. However, the road to creating a dynasty has been anything but smooth.

From Amazon: “Forty years ago, Samsung was a rickety Korean agricultural conglomerate that produced sugar, paper, and fertilizer, located in a backward country with a third-world economy. With the rise of the PC revolution, though, Chairman Lee Byung-chul began a bold experiment: to make Samsung a major supplier of computer chips. The multimillion- dollar plan was incredibly risky. But Lee, wowed by a young Steve Jobs, who sat down with the chairman to offer his advice, became obsessed with creating a tech empire. And in Samsung Rising, we follow Samsung behind the scenes as the company fights its way to the top of tech. It is one of Apple’s chief suppliers of technology critical to the iPhone, and its own Galaxy phone outsells the iPhone.”

Grab Samsung Rising today.

Salt & Straw Ice Cream Cookbook

Recently, we had the opportunity to attend a pre-opening event for the first Las Vegas location of Salt & Straw. Those who have visited a Salt & Straw ice cream shop know how creative the brand is when it comes to flavors. We also found their team’s service to be impeccable.

The Salt & Straw Ice Cream Cookbook, as you may imagine, shares the brand’s recipes. Impressively, these all spring from a “base” recipe that takes just five minutes to make. This recipe book should help to inspire your own desserts.

From Amazon: “Based out of Portland, Oregon, Salt & Straw is the brainchild of two cousins, Tyler and Kim Malek, who had a vision but no recipes. They turned to their friends for advice—chefs, chocolatiers, brewers, and food experts of all kinds—and what came out is a super-simple base that takes five minutes to make, and an ice cream company that sees new flavors and inspiration everywhere they look.

“Using that base recipe, you can make dozens of Salt & Straw’s most beloved, unique (and a little controversial) flavors, including Sea Salt with Caramel Ribbons, Roasted Strawberry and Toasted White Chocolate, and Buttered Mashed Potatoes and Gravy.

“But more importantly, this book reveals what they’ve learned, how to tap your own creativity, and how to invent flavors of your own, based on whatever you see around you. Because ice cream isn’t just a thing you eat, it’s a way to live.”

Image: Mikołaj on Unsplash

KRG Hospitality. Business Coach. Restaurant Coach. Hotel Coach. Hospitality Coach. Mindset Coach.

Ice on fire inside of a Martini glass
by David Klemt David Klemt No Comments

Fire and Ice: Bring Your Teams Together

Fire and Ice: Bring Your Teams Together

by Jared Boller

Ice on fire inside of a Martini glass

If you want to elevate your concept you need to ensure the front- and back-of-house teams are working with each other, not against one another.

There’s nothing wrong with a healthy rivalry and competition, of course. But the key word there is “healthy.” Both teams are crucial to your success, even if they seem like polar opposites.

Analogies are one of the singular greatest educational selling points when you have a group of people in front of you. Not only do they help you get your point across, they also help you to make a topic relatable to the listening novice.

In hospitality there are numerous ways to use analogies as teaching tools. When it comes to mixology or bartending, I like to use fire and ice to represent the kitchen and the bar.

I take this approach because the bar (ice) is the friendly counterpart to the fast and furious kitchen (fire). If you follow my train of thought, you’ll see why I preferthis approach: ultimately, we’re speaking about temperature and its importance in both spaces.

Consider the art of crafting cocktails. You and your bar team should understand dilution and melting rates the same way you know how important temperatures are to steaks. Nine times out of ten, individuals at the table have a personal preference regarding the temperature of their steak.

Guests don’t hesitate to relay this information to the server. Next, the chef and their brigade uses fire and cooking times to ensure each state is cooked properly. Not only that, the mastery of their craft leads to each steak coming out at the same time, cooked to each guest’s preference.

This process is the same for the bar. Stirred, shaken, egg-white cocktails… Bartenders must master their craft to ensure they understand the different types and uses of ice (or no ice) when building drinks. Moreover, they need to use that knowledge to ensure each drink for a table or group comes out at the same time, with the appropriate level of coldness.

In the end, when drinks hit the pass or server’s station, we want drink orders to be delivered as quickly as possible because they’re on the clock. The ice in the drinks start to melt. Hot food begins to get cold. We’re fighting time.

Understanding temperatures and times relates directly to the guest experience. We can tell how well-oiled and skillful front- and back-of-house teams are by watching drinks and dishes hit tables.

Fire

According to Anthropologist Richard Wrangham, who wrote the book Catching fire: How Cooking Made Us Human, people started cooking over open fire more than two million years ago.

Wrangham states that cooking was first seen as “simply chunking a raw hunk of something into flames and watching it sizzle.” Modern chefs may not agree with this style but we are able to see that early human “cooks” came to a few realizations regarding their use of fire. Their food was healthier, tastier, and they may have had more revitalized immune systems.

Obviously, the evolution of modern cooking techniques have advanced through tools, techniques, and vessels over the years. However, regardless of how much innovation we introduce to our kitchens, we’re still using fire and heat to cook our food.

Unless they’re expecting a salad, sushi, or another amazing raw or cold food, guests anticipate their food will be hot or warm upon arriving in front of them. Great chefs take control of their kitchens, techniques, and tools. Their masters of temperature. They have a nearly supernatural understanding of timing.

It’s always a site to behold when someone is masterful in the kitchen. A seemingly endless number of pots and pans raging on burners. Infinite elements of dishes flowing in and out of ovens. Chaos to the novice’s eyes but in reality, flawlessly composed dishes arriving at perfect temperatures.

Ice

We can trace the use of ice in drinks as far back as ancient Egypt. Icy drinks are also well documented by first-century Roman society; emperors, it’s claimed, enjoyed “chilled” cocktails via glacier runoff extracted from the mountains.

Emperors, according to some historians, would store giant blocks of ice in cool cellars, garnishing their tipples with shards of ice. This was both a decadent display of their elite status, and evidence that humans have long appreciated a cold, refreshing drink.

It wasn’t until early 1800s Boston that humankind really began to master ice. A young entrepreneur, Frederic “The Ice King” Tudor, pursued an idea with his brother and launched the ice or frozen water trade. Over the course of just a few decades, the New England-based trade was able to ship ice worldwide.

The Wenham Lake Ice Company, established in the 1840s, harvested giant blocks from the eponymous lake and stored them in a network of ice houses, accessed by a small railroad system. Once a luxury, ice was on its way to going mainstream. Everyone was coming to the realization that drinks tasted better with a bit of dilution and colder temperatures.

Eventually, ice production led to ice harvesting innovations. For example, Clinebell machines that use cold plates to 300-pound, crystal-clear blocks. Along with being clear, the ice blocks are super dense to reduce dilution rates significantly. From glaciers to “harvesting” ice from lakes to full-on factory production, our obsession with ice has led to technological innovation.

Interestingly, however, early 19th century methods of ice extraction are once again in vogue. A cadre of passionate bartenders who view ice as a premium ingredient in and of itself are hand carving ice cubes, spheres, and spears for perfectly curated Negronis or Old-fashioneds.

Takeaway

The bottom line is, temperature is important to anyone working in hospitality. Kitchen and bar teams need to work together to create the best possible products.

Some people think of food or drinks when asked to consider the best restaurants and bars in the world. However, those are products. What sets the best concepts apart is the teams they’ve each built and nurtured.

It’s the passion of each team member and their consideration of the fine details that makes a restaurant or bar notable. So, when we think about fire and ice, we can consider this idea the ultimate geekery in regard to our profession.

Take it from me: When the front of the house and back of the house collaborate, then they’re in sync with one another and nail the small details, they transform first-time guests to repeat brand evangelists.

They may not understand why their experience was so incredible but they’ll become outspoken ambassadors.

Image: Alexander Startsev on Unsplash

KRG Hospitality Mixology Training with Jared Boller

Graffiti that reads, "It doesn't have to be so complicated"
by David Klemt David Klemt No Comments

Use this Powerful Communication Style

The Powerful Communication Style You Should Be Using

by Jennifer Radkey

Graffiti that reads, "It doesn't have to be so complicated"

There’s a powerful method of communication operators can learn to use that promotes workplace collaboration and solves problems.

How to communicate with team members is a topic that comes up regularly in my coaching sessions with restaurant, bar, and hotel owners. Most of the concerns center around how to speak to employees when they are not following company policy; their level of service is not meeting company standards; or the quality of their work has decreased.

These are legitimate concerns when you are attempting to not only run a successful business but foster a positive work culture in your establishment.

After coaching my clients through understanding what their current style of communication looks like and how it is or is not working for them, I introduce them to a style of communication that I feel leads to the most effective overall results: the use of declarative language.

The declarative language approach was first introduced to me through a positive parenting online conference I attended. Author Linda Murphy wrote the Declarative Language Handbook, which teaches parents, caregivers, educators, and others how to communicate with children (particularly those with social learning challenges) to feel competent, connected, and understood.

As I dove into learning about this style of communication, I realized just how powerful it would be in the workplace. It is a method that can promote respect, collaboration, and empowerment. It can also, in turn, remove judgment, assumptions, hostility, and blame.

What is Declarative Language?

To answer this question, I’ll need to take you back for a quick grammar lesson.

Sentences can be categorized under four main types: declarative, interrogative, imperative, and exclamatory.

Declarative sentences are statements. These can be a statement of a fact, an observation, or a feeling. For example: “It is raining out.” “I’m going to open a new bar next month.” “Pineapple should never be on pizza.”

Interrogative sentences ask a question: “Why are you late for your shift?” “How can I make a million dollars this quarter?” “Who ever thought it was a good idea to put pineapple on pizza?”

Imperative sentences give a command. “Go clean those tables.” “Follow me.” “Pick off the pineapple from that pizza.”

Exclamatory sentences show something that we would shout or emphasize with an exclamation mark: “I made a million dollars this quarter!” “Yikes!” “Pineapple on pizza is the best ever!”

Powerful Communication

So, now that you’ve had a grammar refresher, let’s take a look at how declarative language can be a powerful method for communicating, and why the other styles may not be creating the results you want to see.

As an owner or manager, you may often find yourself falling into the use of interrogative and imperative statements. The problem with this is that both styles can stir up negative emotions in the person on the receiving end.

Interrogative statements (questions) tend to incite the fight, flight, or freeze mode. People feel put on the spot and may become defensive or anxious.

Imperative statements (commands) tend to be authoritarian in nature and have the potential to create fear and/or resentment. Employees are looking for team leaders who they can respect and turn to for guidance, not someone who is constantly telling them what to do.

Declarative language, when used to state observations, can be a way to open up discussions without defensiveness or fear. It also leaves room for facts instead of assumptions. The declarative language approach that I suggest my clients use looks something like this:

  • Make an observation statement.
  • Be silent.
  • Actively listen.
  • Collaborate.
  • Actively listen.
  • Proactively decide on solutions.
  • Gratitude/Positivity.

The easiest way to demonstrate this practice is through an example or two. First, we’ll look at an example with “Sam.”

Example #1

Sam just showed up for his shift at the quick-service restaurant he works at out of uniform. His manager notices and approaches him. The declarative language approach would look something like the example below.

Manager: Hey Sam, I notice that you aren’t wearing your uniform. (Declarative observation that quietly gives time for Sam to respond.)

Sam: Yeah, sorry, I spilled coffee all down the front of my shirt on the way here and didn’t have time to go home to change.

Manager: Okay, I understand, life happens. Any ideas on how we can resolve this? (Puts power to solve the problem in Sam’s hands.)

Sam: Do you have an extra shirt I can borrow for today’s shift?

Manager: Yeah, I actually do. Great plan. Let me go grab it for you and you can use the staff washroom to get changed.

Sam: Thanks.

Manager: No problem. Have a great shift! See you out there.

As you can see from this exchange, the manager did not make any assumptions as to why Sam wasn’t in uniform. Instead, they demonstrated empathy and respect. By asking if Sam had any ideas for resolving the issue, the manager provided room for collaboration as a team. Further, this approach empowered Sam to take responsibility and come up with the solution.

Example #2

Now, let’s look at “Lisa.”

Lisa is typically very punctual for her shift working concierge at a hotel. However, the past two weeks she has been regularly showing up 10 to 15 minutes late. Below, how the owner of the hotel would use the declarative language approach to discuss this issue with Lisa.

Owner: Hi Lisa, I’ve noticed that you have been starting your shift 10 to 15 mins late the past couple of weeks. You aren’t typically late for work. I’m curious about what’s changed. (Declarative observation; the owner then waits quietly for Lisa to respond.)

Lisa: I’m so sorry, I had to switch my child’s daycare and it’s on the other side of town. I’m struggling making it here on time with traffic.

Owner: That sounds stressful. What do you think we can do to work with this change to ensure that you can still arrive on time for your shifts?

Lisa: Would it be possible to switch my shift to a later time?

Owner: Let me look into that option for you. You are an asset to our team and I’m sure we will find a solution to this. I’ll get back to you later with some options, and you can let me know what would work best.

Lisa: Thank you so much for understanding.

In this exchange, the owner does not make assumptions as to why Lisa has been late. Rather, they show genuine curiosity as to what’s going on. Again, the owner empathizes with Lisa’s situation and then places power back into Lisa’s hands to think of a solution. The conversation ends on a positive note with gained clarity, respect, and appreciation.

Lead by Example

If you are looking to build a team of empowered individuals who can solve problems and collaborate, you need to lead by example. The use of declarative language can help you accomplish exactly that.

However, it is crucial to note that if you decide to try this method of communication, your intention needs to be positive. Declarative statements will not be as successful if your tone is sarcastic or accusing. Your approach must be casual, caring, respectful, and matter of fact.

Additionally, not every conversation will go smoothly using this method. You may receive “I don’t know” or “I’m not sure” as an answer. But for the most part, this method of communication allows for respectful discussion that acknowledges facts, promotes responsibility for one’s own actions, and decreases assumptions.

If you would like more information on how to use the declarative language approach, or would like to set up a coaching session to be coached on how to use this communication style with your team, please reach out to me!

Cheers to professional and personal well-being!

Image: Jon Tyson on Unsplash

KRG Hospitality Mindset Coaching, 2023 Icon

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

5 Books to Read this Month: April 2023

5 Books to Read this Month: April 2023

by David Klemt

Flipping through an open book

Our engaging and informative April book selections will help you take your bar, restaurant or hotel to higher levels, and develop your leadership skills.

To review the book recommendations from March 2023, click here.

Let’s jump in!

Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect

When Will Guidara took over the famous Eleven Madison Park, the restaurant had just two stars and he was only in his mid-twenties. Before his 40th birthday, the changes and strategies he implemented helped the restaurant earn the title of the Best Restaurant in the World.

One of cornerstone’s of Guidara’s was “bespoke hospitality.” He and his team truly went above and beyond. Examples of the Eleven Madison Park team’s approach to hospitality illustrate just how over the top they went to deliver memorable guest experiences. If you’re looking for inspiration to step up your hospitality, pick up or download Unreasonable Hospitality today.

Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant

I’m going to address the viability of the blue ocean strategy before getting into the book. Creating a hospitality concept without competition isn’t really feasible. Go too far into “blue waters” and there won’t be any “fish” (traffic). And where, exactly, would one put their restaurant, bar, or hotel where there’s no competition but still enough traffic to generate a profit?

Those issues addressed, this book is still valuable to owners and operators. One need not eliminate competition completely to take lessons from the blue ocean strategy. Businesses must still differentiate themselves from competitors, and they must look for unique opportunities to help them stand out. Blue Ocean Strategy may not work perfectly but much is still very helpful.

Contagious Culture: Show Up, Set the Tone, and Intentionally Create an Organization that Thrives

Anese Cavanaugh’s Contagious Culture addresses a topic that we often discuss with clients, in our articles, and during speaking engagements: workplace culture. From large corporations and regional or national restaurant chains, to independent restaurants, bars, and hotels, culture will make or break an organization. Cavanaugh’s techniques will improve your workplace culture and energize your team, an undeniable key to success.

From Amazon: “This is Contagious Culture, a game-changing guide to transforming corporate culture from within, developed by the award-winning creator of The IEP Method to strengthen your ‘Intentional Energetic Presence.’ This is more than a leadership book―this is your future calling.”

Bar Hacks: Developing The Fundamentals for an Epic Bar

Doug Radkey is the founder, president, and lead strategist of KRG Hospitality. He’s also a hospitality industry speaker, educator, and author. This is his first book, Bar Hacks, which is also the name of the podcast we produce through KRG Hospitality.

Now, while the title states this book is a guide for developing and running an epic bar, the strategies carry over to restaurants, hotels, and other hospitality concepts. It’s difficult—if not impossible—to elevate one’s skills and service without first mastering the fundamentals. Whether you’re new to the industry or are a veteran who feels the need to reset and revisit the fundamentals, Bar Hacks is your guide.

Hacking the New Normal: Hitting the Reset Button on the Hospitality Industry

There’s a first book, which means there must be at least one other one, right? Right! Hacking the New Normal is Doug’s second book.

This book is a direct response to the pandemic, what it did to the industry, and the issues many operators would prefer to ignore. However, the devastation is so great that ignoring the changes that should have been made decades ago isn’t a viable option. With a spotlight on hybrid business models, real estate, profit margins, technology, guest experiences, culture, diversity, and mindset, Hacking the New Normal will position you for success in our new hospitality landscape.

Image: Mikołaj on Unsplash

KRG Hospitality. Consultant. Consulting. Culinary. Bar. Hotel. Mixology. Technology.

Chess pieces on chess board in grayscale
by David Klemt David Klemt No Comments

Empower Your Team to Make Decisions

Do You Empower Your Team to Make Decisions?

by Kim Richardson

Chess pieces on chess board in grayscale

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

KRG Hospitality. Boutique Hotels. Resorts. Properties. Consultant. Feasibility Study. Business Plan

Closeup of Ben Franklin on $100 bill
by David Klemt David Klemt No Comments

Minimum Wage Rises for Most of USA

Minimum Wage Rises for Most of USA

by David Klemt

Closeup of Ben Franklin on $100 bill

More than half of the states across America are either now seeing a boost to minimum wage or plan to increase the hourly minimum by the middle of this year.

In total, minimum wage is up in 27 states. However, the rise isn’t yet in place in a handful of states, including Nevada.

Now, the federal minimum wage still has yet to go up. That rate remains at $7.25 per hour, where it has been since 2009. For the curious, if a person works 40 hours per week and is compensated at the federal minimum rate, that’s just over $15,000 per year—before taxes.

Per Motley Fool: “If we factor in inflation, [federal minimum wage] would have had to grow to $10.20 to let people buy the same amount of goods and services today [as in 2009]. In real terms, the current minimum wage has shrunk by almost 30% since it was set.”

You’ll see below that I didn’t list the increases for tipped workers. As an operator, you should already be well aware of the minimum rate your tipped workers must be paid. In all likelihood, your suite of software is already updated to the current requirements (but check yourself to be certain).

The list will provide an idea of what you’re up against. It’s difficult to recruit rock stars if you’re unable to offer wages above minimum wage, never mind at minimum wage.

Today, for most workers, the minimum isn’t going to cut it. So, when you’re looking at what you can offer, keep in mind the minimum wage for both tipped and un-tipped workers in your area.

Also, know what other operators are paying. To remain competitive, consider what else you can offer, including your values and culture.

States Increasing Minimum Wage

Below, the states with an increase to the minimum wage. Rather than organize the list by hourly rate or rate of increase, I set it up alphabetically.

  1. Alaska: $10.85 per hour
  2. Arizona: $13.85 per hour
  3. California: $15.50 per hour
  4. Colorado: $13.65 per hour
  5. Connecticut: $15 per hour (June 1)
  6. Delaware: $11.75 per hour
  7. Florida: $11 per hour (September 30)
  8. Hawaii: $12 per hour
  9. Illinois: $13 per hour
  10. Maine: $13.80 per hour
  11. Maryland: $13.25 per hour
  12. Massachusetts: $15 per hour
  13. Michigan: $10.10 per hour (could rise further; lawsuit pending)
  14. Minnesota: $8.63 per hour (small employer); $10.59 per hour (large employer)
  15. Missouri: $12 per hour
  16. Montana: $9.95 per hour
  17. Nebraska: $10.50 per hour
  18. Nevada: $11.25 per hour (July 1)
  19. New Jersey: $14.13 per hour
  20. New Mexico: $12 per hour
  21. New York: $14.20 per hour (excluding some areas); $15 per hour for fast food workers
  22. Ohio: $10.10 per hour
  23. Rhode Island: $13 per hour
  24. South Dakota: $10.80 per hour
  25. Vermont: $13.18 per hour
  26. Virginia: $12 per hour
  27. Washington: $15.74 per hour

Among the states on the list above, four are lifting minimum wage to at least $15. Those states are Connecticut, Massachusetts, California, and Washington. Additionally, the minimum wage is $15 per hour in parts of New York.

Interestingly, employers in Nevada can reduce the minimum wage by one dollar if they pay qualifying health insurance. In such a case, the hourly minimum will be $10.25.

Only one of these states, Montana, will remain under $10.

Cities, Counties, Districts

As stated above, some parts of New York have a minimum wage higher than $14.20.

There are also cities, counties, and districts boosting the minimum wage.

  • Denver, Colorado: $17.29 per hour
  • Long Island, New York: $15 per hour
  • New York City, New York: $15 per hour
  • Washington, DC: $16.50 per hour
  • Westchester County, New York: $15 per hour

Overall, more than half the country either already increased the minimum wage or will do so later this year.

Image: Adam Nir on Unsplash

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