Restaurant operations

Clear glasses filled with tea, served from a silver teapot at a restaurant
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Tequila may Drive These 2026 Trends

Tequila may Drive These 2026 Trends

by David Klemt

Clear glasses filled with tea, served from a silver teapot at a restaurant

Is there alcohol in that teapot? Maybe.

While some of us continue to cross our fingers that tequila will have their year as the top spirit, other similar sips may rise up in 2026.

One can argue that tequila finally clinched the Top Spirit crown in the US and made 2025 its year. After all, it showed the fastest growth of any spirit last year.

Further, some sources report that tequila generated more revenue than any other major category in the US. Per reporting, premiumization is believed to be a major driver of tequila’s 2025 success.

However, other sources report that vodka still holds the throne due to volume sales. It probably won’t shock a single person that Tito’s holds the number one spot as 2025’s top-selling brand.

In Canada, beer earned the top spot by overall market share. However, Canadian whisky led in 2025 as the top spirit, though tequila garnered notable interest.

Meanwhile, two spirits similar to tequila may finally have meaningful moments in 2026 as vodka and the world’s most-famous agave spirit battle for the title. If Datassential and Nation’s Restaurant News are accurate in their predictions, raicilla and sotol may finally become even more well known to consumers this year.

What is Raicilla?

This agave spirit has been produced in Jalisco, Mexico (for the most part), for at least three centuries. And yet, it wasn’t granted its own Denominación de Origen (Designation of Origin, or DO) until 2019.

Authentic raicilla can only be produced in 16 municipalities throughout Jalisco, and, for some reason, one municipality in Nyarit, called Bahía de Banderas.

There are essentially two regional types of raicilla, de la costa and de la sierra. As the names imply, the former are coastal raicillas, and the latter are from mountainous areas.

Some varieties of raicilla will be familiar to tequila drinkers: joven, reposado, and añejo. There are also varieties that have been aged or matured in glass, abocado (infused raicilla), and artisanal double-distilled raicilla.

Unlike tequila, which can only be made from Blue Weber agave, raicilla is made from several different types of agave. Intriguingly, most raicilla is made with wild agave. The reason is simple: raicilla production is nowhere near the scale of tequila, so for the most part, producers don’t need to cultivate huge fields of agave.

Generally speaking, there are two primary approaches to cooking agave for raicilla, resulting in different flavor profiles. De la sierra producers tend to cook the agave above ground. Conversely, de la costa producers mainly utilize underground or pit ovens.

So, de la sierra raicilla usually doesn’t have smoky notes like mezcal, whereas de la costa raicilla is more likely to share that profile. Generalizing again, raicilla is characterized most often as being more floral and vegetal than tequila and mezcal. Really, a raicilla’s flavors and aromas are highly dependent on terroir.

What is Sotol?

Contrary to a common misunderstanding, sotol isn’t derived from agave. One common thread connecting tequila and sotol is the fact that they’re both traditional Mexican distilled spirits.

Another similarity is the production method: piñas are harvested and cooked, then fermented and distilled.

However, it’s a plant known as Dasylirion that’s used to produce sotol. Commonly known as “desert spoon,” this plant is a member of the asparagus family, as is agave. This may be what leads some to believe that sotol and tequila are both agave-based spirits.

Like tequila and raicilla, sotol is protected by a DO. This means true sotol can be produced exclusively in the Mexican states of Chihuahua, Coahuila, and Durango. It must be noted, though, that there are producers in Texas “don’t recognize” the DO and bottle what they call sotol.

A detail that may appeal to more sustainability-minded guests: sotol production is considered more eco-friendly in comparison to tequila and raicilla. When harvesting desert spoon for sotol, the roots aren’t dug up, meaning a single plant is capable of producing several bottles of sotol over its lifetime.

Desert spoon piñas are cooked in an earthen pit, and terroir is a factor. Depending on the region—desert, forest, or prairie—a sotol will have different flavor and aroma profiles.

For example, a forest sotol may have notes of pine, eucalyptus, and mushroom. In contrast, a desert sotol may be characterized by leather and pepper. Sotol is complex and will keep the adventurous engaged for quite some time.

How can Operators Capitalize?

One of the most effective ways to introduce guests to raicilla and sotol is to leverage the undeniable and seemingly unstoppable popularity of tequila.

And while it’s fun to nerd out over production, it’s likely a better idea, initially, to taste guests on tequila, raicilla, and sotol. While you’re there, you can also include mezcal.

Particularly notable is NRN itself predicting sotol as a trend of its own this year. Further, Datassential has identified raicilla as a trend in their own report.

Of course, there are also some compelling 2026 trend predictions you can leverage with these two traditional Mexican spirits.

Both raicilla and sotol are more than capable of standing in for tequila and mezcal in cocktails. However, raicilla can also tag in for gin, and sotol can act as substitute for gin and vodka.

Off the top of my head, raicilla or sotol Margaritas and Negronis should appeal to a wide range of guests.

This brings me to a simple trend that NRN predicts may take off in 2026: smaller cocktails.

Think (and Price) Small

That’s it; it’s that simple. People seem to be drinking less, not just in frequency but in ABV.

So, it may behoove operators to offer smaller cocktails, accompanied by appropriately reduced prices. This means the drinks are priced appropriately rather than offering discounts in the hopes of driving traffic.

Not only does this move, when intentional, speak to a current shift in guest imbibing behavior, and appeals to those who want to go out to bars and restaurants but don’t want to spend much.

The New Happy Hour

This is where a few trends converge. According to Datassential, “teatime is the new happy hour.”

And per The IWSR, playfulness may also take hold in 2026. I’m sure you can see where this is going.

In Datassential’s view, teatime rather than traditional happy hour gives operators more leeway in terms of dayparts. Noon, early afternoon, early evening, brunch… It’s all on the table, and there isn’t confusion around start and stop because it’s not referred to as a happy hour.

It also allows operators to offer tea-based cocktails made with raicilla and sotol (or any other spirit), and low- and no-ABV tea drinks. Again, this speaks to a range of consumer behaviors and expectations.

The Three Ps

Whatever trends operators choose to pursue this year, their decisions must be intentional.

That means viewing them through the lenses of People, Processes, and Profits.

People: Do we have the right people in place in the right roles? Are we serving our guests to the best of our abilities? Team member or guest, are we truly treating everyone with respect and gratitude?

Processes: How often are we reviewing each operational element? Are we reviewing our menus at regular intervals over the course of 12 months, or are we doing this annually (or not at all)? How are we approaching our pricing? When was the last time we reviewed and tested each and every one of our systems?

Profits: Total sales are great, but are we making money? As Doug Radkey, president and principal consultant of KRG Hospitality says, “Sales are a vanity metric. Profits tell the real story.” Do we know our numbers? Are we controlling costs? Do we make pricing and labor decisions proactively and strategically, or are we panicking and reacting without careful consideration?

Those are by no means all of the questions we need to ask on a regular basis, but they’ll give operators a solid baseline.

Image: Davey Gravy via Unsplash

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KRG Hospitality president and principal consultant Doug Radkey on stage with his fellow panelists at Bar & Restaurant Expo Denver 2025
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The Real Cost of Business

The Real Cost of Business: What Independent Operators Must Do to Win

by Doug Radkey

KRG Hospitality president and principal consultant Doug Radkey on stage with his fellow panelists at Bar & Restaurant Expo Denver 2025

On stage at BRE 2025 in Denver, Co.

We need to get much more comfortable having uncomfortable conversations about the reality of being a hospitality operator these days.

On a recent trip to Denver, I had the privilege of joining Ashley Bray, Chef Adrianne Calvo, and Lauren Barash on stage at The Hospitality Show and Bar & Restaurant Expo for a conversation that every operator needs to have.

The topic and panel title was “The Real Cost of Business: Economic Pressures & Policy Shocks for Independent Operators.”

This session wasn’t theory. It wasn’t sugar-coated optimism.

This session was raw, real, and filled with straight talk about what’s actually happening across the hospitality landscape right now.

And it was exactly the kind of conversation this industry needs more of, because let’s be honest: today’s operators aren’t just fighting one battle.

They’re fighting them all.

The Stacked Deck: What’s Hitting Operators Right Now

It’s no secret. Tariffs are up. Labor costs are up. Packaging and product costs are up. Rent is up.

And consumer spending? It’s currently on some shaky ground.

Margins continue to be thin for most operators, and while these operators are navigating inflation, interest rate hikes, and volatile supply chains, they’re also facing the human tolls: fatigue, burnout, and turnover at every level.

But here’s the thing: this industry is not broken. It may be bruised, and it may be tired. But it’s resilient.

The bigger problem? It’s too reactive. And reactivity is what often kills profitability.

Hospitality is built on anticipation, such as reading the room before the guest even realizes what they want. But too many owners have lost that skill.

Instead of leading, they fight fires. Rather than anticipate, they react.

To win in this era, you need a playbook supported by clarity, not chaos.

Back to the Fundamentals of Hospitality

Let’s start here, because it’s something I said on the panel. I’m going to keep saying it: Operators need to get back to the fundamentals of hospitality.

Hospitality is not a product, it’s a performance. It’s a feeling. Hospitality is how people are made to feel when they walk through your door.

This is a people-first business. This is a people-over-profits business.

That’s your anchor.

When operators start chasing trends instead of refining fundamentals, they lose sight of what this business is really about:connection.

The businesses that are navigating the challenges and winning right now aren’t necessarily the ones spending the most or cutting the deepest. They’re the ones doubling down on service, culture, and consistency.

Operators confronting today’s challenges successfully have strategic playbooks, onboarding systems, the right tech stack, SOPs, and leadership frameworks in place. Their well-developed systems turn daily operations into muscle memory.

That’s the foundation.

Lead with Strategy and Anticipation

One of the most powerful themes from our conversation was about mindset.

Operators who win in this climate are those who lead with strategy, not emotion.

They’re also the operators who anticipate challenges instead of just react to them.

It’s not strategic to wait for your accountant’s monthly report to tell you where you stand. By then, it’s too late.

You need to have real-time visibility into your numbers, your labor productivity, your inventory, and your guest behaviors.

That’s how you lead with anticipation rather than panic.

The right strategy doesn’t live on a whiteboard, it lives in your systems. It lives in your team meetings. It lives in the mindset you reinforce daily.

If your business only moves when you do, you don’t have a strategy, you have stress-induced operations.

Data is the New Cash

Here’s a truth that every operator should be repeating: Data is just as valuable as cash.

In a volatile market, your ability to make decisions quickly—based on evidence, not instinct—is your competitive edge.

You should know your key metrics at all times:

  • Guest frequency.
  • Average spend per guest.
  • Labor efficiency.
  • Food, beverage, and prime costs.
  • Revenue and profit per square foot.
  • Marketing conversion.

If you can’t track these easily, it’s time to upgrade your tech stack.

Technology shouldn’t stress you out, it should simplify your life. The tech you trust to help you run your business should help you see clearly.

It’s simple: When you understand your data, you control your business instead of being controlled by it.

Menus Built with Intention

Another powerful part of our discussion was about menus. During times of uncertainty, your menu is both your marketing strategy and your financial engine.

Here’s the shift: You need to develop your menu strategically. Focus on what sells, what tells your story, what aligns with your guest, and what aligns with your financial obligations.

Every menu item should have a purpose. Every ingredient should do double duty.

Have a menu of 12 to 15 items that are high-impact items.

Use storytelling to create perceived value. Guests don’t just buy what’s cheapest, they buy what feels meaningful to them.

That’s how you maintain profitability without discounting yourself into irrelevance.

As I said during the panel, “Focus on the guest experience first,” and “sales are a vanity metric. Profit tells your story.”

Perception of Value Without Discounts

Discounting can become a slippery slope. It’s a tactic that has closed more restaurants than it has saved.

You don’t need to lower your price to drive traffic or raise perceived value. Instead of discounting, you need to improve your storytelling.

Bundle thoughtfully. Offer curated experiences. Create tiered packages. Add personalization.

A guest who feels understood will spend more, and return more often.

Discounts train guests to expect less from you; experiences train them to expect more of you.

That’s the difference between a transactional business and a memorable brand.

Build Around People, Processes, and Profit

It always comes back to this: Your people, your processes, and your profit.

If any one of those three is off-balance, your business becomes fragile.

Strong operators know how to hire for values, not just skill. They know how to train through systems, not emotion. They know how to communicate relentlessly and delegate with trust.

That’s not “soft leadership,” that’s a non-negotiable to win in this industry.

It’s also the reason some independent operators are scaling to multiple venues while others are still trapped in the trenches. The old adage remains: Work on your business, not in it.

Culture: Your Ultimate Competitive Advantage

Labor is expensive. Recruiting is hard. Retention is harder.

But the best operators aren’t competing on wage alone, they’re competing on culture.

If your business doesn’t feel purposeful to your team, you’ll never build staff loyalty.

You need to make your staff experience more than a paycheck. Your staff experience is just as important as your guest experience.

Show them the vision. Create career paths. Celebrate wins. Encourage ownership thinking.

And here’s something I say often: You don’t need a “family.” You need a champion team; people who want to win together.

Create stay interviews, not just exit interviews. Find out why your team loves working for you, and document their feedback. Build engagement before burnout.

When people feel seen and supported, they become your greatest marketing engine. In fact, they become your brand ambassadors.

Leadership in a Time of Pressure

Leadership today requires a new kind of stamina.

Stop trying to control people; empower them. Don’t bark orders in the kitchen or on the floor; build alignment. In an age where stress levels are high and margins are thin, empathy is not weakness, it’s strategy.

The best leaders know when to listen, when to decide, and when to step aside. They know that delegation isn’t a loss of control, it’s the gaining of stabilization and scale.

If you want to build a high-performing culture, communication and accountability must be daily habits, not quarterly goals.

Clarity is the Currency of the Future

When you strip everything back—the data, the menus, the systems, the tech—what this conversation in Denver really came down to was one word: clarity.

Clarity around who you are, and what you offer. Clarity around your numbers, your guests, your team, and your future.

Without clarity, you drift. With it, you build momentum.

The operators who have clarity are playing offense.

They’re not waiting for the next trend, policy, or economic shift to tell them what to do. They’re already five moves ahead.

Intentionality in Every Decision

Another phrase highlighted during the panel was “being intentional.”

Intentionality is everything.

Every decision you make, from menu design to hiring to marketing, should serve a clear purpose.

Don’t do things because “that’s what everyone else does,” or “this is how we’ve always done it.” Those mindsets keeps you average.

You need to differentiate.

Every single touchpoint should feel deliberate. Each and every staff and guest interaction should reflect your values. Every operational decision should move you closer to your vision.

Operators who just chase volume lose vision; operators who chase clarity create longevity.

The Operator’s Wellness: You Matter Too

Here’s something I made sure to say on stage, and something I’ll keep repeating until it sticks:

You, as the operator, matter too.

You can’t lead effectively when you’re depleted, and you can’t make smart decisions when you’re burnt out. Make time for yourself.

The energy of an independent business starts with its owner and operator. If your energy is chaos, your team feels it. If your energy is grounded, they follow.

Hospitality demands everything from us, but it doesn’t have to take everything from you.

Remember, structure, boundaries, and recovery are leadership traits, not weaknesses.

From Chaos to Clarity

When you zoom out, the message from our session in Denver was simple:

The independent operators who continue to win move from chaos to clarity.

They have systems and strategy.

They anticipate rather than feel anxious.

Their costs are controlled, not cut.

They understand that technology isn’t replacing hospitality, it’s refining it.

Their numbers are balanced with narrative.

They know their financials before their accountant does.

They lead from clarity, not fear.

The 45-Minute Reality Check

We covered all of this, and more, in just 45 minutes. It was so impactful.

Because conversations like this aren’t just about sharing ideas, they’re about sparking a mindset shift across the industry.

This business is tough. It always has been.

However, when you step back, create structure, and move forward with intention, it becomes something incredible.

We’ve survived prohibition, recessions, and a global pandemic. We’ll survive this era too.

But not by chance, by design.

The Final Challenge

I’ll leave you with you with two questions. First, are you running your business from clarity, or from chaos?

Because the truth is, your numbers won’t lie. Your systems won’t lie. Your team won’t lie.

If you’re still chasing hours instead of strategy, still reacting instead of leading, still trying to outwork the problems instead of out-thinking them, you’re not ready for what’s coming next.

But if you’re ready to anticipate, adapt, and lead with clarity, then your future isn’t just secure, it’s scalable. The operators who build systems and culture today will be the ones setting the standard tomorrow.

The second question is, which type of operator will you be?

Image: KRG Hospitality

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Hand throwing two red dice on a dark gaming table
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Ditch Draconian Drink Development

Ditch Draconian Drink Development

by David Klemt

Hand throwing two red dice on a dark gaming table

This is not a viable business strategy.

As we enter the holiday season we need to reiterate that a single person can influence the bar and restaurant decision for an entire group.

Let me be even more blunt, now that I’ve got you here. As we head into 2026, I find it a bit shocking that we still need to address alcohol-free programming.

A recent trip to Colorado is putting this topic back in the spotlight for me. Pair it with menu programming for clients and I simply can’t let it go.

KRG Hospitality was in Denver for The Hospitality Show and Bar & Restaurant Expo 2025. President and principal consultant Doug Radkey spoke on a panel with chef and restaurateur Adrianne Calvo and chief marketing officer Lauren Barash.

While we were in town for the show, we attended other education sessions. One of these was “Trend on Tap,” which focused on beverage trends.

The entire panel was insightful, but something said by Miranda Breedlove, the national director of bars for the Lifestyle Division of Hyatt Hotels, really stood out to me.

To summarize, a single person—the non-drinker—has the power to decide which bar or restaurant a group chooses to visit.

Who, not Why

Let’s be clear about a crucial point: It doesn’t matter why someone has chosen to not consume alcohol.

A person may never drink alcohol. They may choose to forego alcohol for a month, week, or day. Someone may decide to stop consuming alcohol during a visit to a bar or restaurant.

None of that matters. What’s important is being respectful of that decision, being hospitable regardless.

One effective way of showing respect for that choice is giving more than a few seconds consideration to your zero-proof options.

In this situation, the who is more important than the why.

Who is the guest your zero-proof program is trying to reach? The guest who decides they want a zero-proof drink.

Why don’t they want to drink alcohol? It doesn’t matter. Why doesn’t it matter? It’s nobody’s business.

The only “why” relevant to this situation is, why are you taking the time to consider a well-crafted, zero-proof program? To be hospitable and serve all of your guests to the best of your ability. That’s good business in the hospitality business.

Which Sounds Better?

I’m going to present you with two options to consider.

Which sounds like a more enjoyable experience to you:

Option 1: Guests who want a non-alcohol drink are limited to water, soda, or juice in a bottle or can, or off the gun.

Option 2: Guests find a curated, zero-proof section on your menu, and experience the same service and presentation as guests who order low- or full-proof cocktails.

Of those two options, which seems like it delivers a memorable guest experience? Which option ensures a guest who doesn’t want to consume alcohol feels comfortable and valued?

I know I wouldn’t bother returning to a bar or restaurant that made me feel alienated rather than welcomed. And if I’m in a group of people, as Breedlove said, I can influence them to avoid that venue while we’re discussing where to go.

Rolling the Dice

Failing to develop an intentional, well-curated non-alc program is rolling the dice.

You’re rolling the dice on the guest experience. Rolling the dice on transforming first-time visitors into repeat guests.

And, in 2025, nearing 2026, you’re rolling the dice on your brand’s perception.

Sure, ten years ago or so the viability of zero-proof was debatable. Some operators and bartenders saw the value in appealing to guests, whether sober or sober in the moment, and treating them to the same experience as every other guest.

In the other camp, operators and bartenders who saw non-alc cocktails as a waste of time. I remember hearing bartenders say that making zero-proof drinks was pointless because they didn’t make the bar money, and didn’t make them tips.

However, it’s no longer debatable; refusing to be intentional about a zero-proof program for your bar or restaurant is bad business.

The proof is in the decision-making process. If the non-alcohol drinker can make the final choice for bar or restaurant selection for an entire party, it proves the importance of non-alc.

Not Done Yet

Breedlove made another excellent point that also relates to outdated thinking about beverage programs.

To paraphrase Breedlove, “batching” is not a bad word.

This is particularly true for high-volume bars. Likewise, it’s true of high-demand signature drinks that drive sales for a particular bar or restaurant.

As Breedlove said, if the drink won’t suffer, put your high-volume orders on draft. The reasoning is simple: your team likely can’t put out as many of a high-performing, high-volume drink to order as they can if it’s batched.

More of that popular, revenue-driving order going across the bar means more revenue, more tips, and reduced ticket times. Overall, it’s a win-win: better for the bottom line, and better for the guest experience.

And, as I’m sure you’ve put together, this can apply to your zero-proof menu. Have a killer non-alc Margarita? Put it on draft, save time in service.

The key to success, whether batching alcohol or non-alcohol drinks, is in the presentation. Give careful consideration to your ice program, glassware, garnish, and presentation so guests don’t feel shafted regarding the experience.

We’re having to adapt in hospitality once again. We need to make sure we’re moving past outmoded ways of thinking so we can move forward quickly and with strategic clarity.

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The word "excellent" in a vintage script, superimposed over the image of a pint on a bar top.
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Excellence Fuels Influence in Hospitality

Excellence Fuels Influence in Hospitality

by David Klemt

The word "excellent" in a vintage script, superimposed over the image of a pint on a bar top.

Cool grabs attention. Good builds trust. And excellence? Excellence transforms your brand into an industry benchmark others want to emulate.

When someone recognizes a hospitality brand’s excellence, when they admire it, that means they respect how its team operates. They see consistency, character, leadership, and the brand’s aesthetic.

They see something that resonates with them. Something they’d recommend, talk about, maybe even want to copy to some degree. When a brand’s excellence is grounded in authenticity rather than performance, it becomes a serious competitive advantage.

The Five Traits of Excellence

When I first looked into these traits, they were described as “admirable,” or the characteristics associated with “admirability.”

However, I’ve had time to sit with these traits, and I feel it’s more appropriate to view them through the lens of excellence.

With that out of the way, research reveals five recurring traits of excellence (or admirability, if you prefer):

  • Attractive
  • Competent
  • Desirable
  • Friendly
  • Trendy

These traits represent perceived value. Not just operational performance, either. They’re tied to the vibe, confidence, and cultural relevance that set brands operating at a higher level—excellence—apart from the rest.

Attractive: First Impressions Still Matter

Let’s not pretend aesthetics don’t matter.

Attractive brands look the part. They photograph well. They feel polished. However, the polish goes deeper than surface level. The aesthetic is part of a greater brand alignment.

Branding communicates and supports identity. Design supports the experience. Everything feels intentional.

You don’t need marble countertops or $300,000 lighting installs to succeed. Yes, those can be fantastic details, but they don’t automatically lead to excellence.

What’s necessary is cohesion, confidence, and strategic clarity in how your brand shows up every day.

Look like you believe in your concept. Most importantly, just don’t look it, live it.

Competent: Show Your Mastery Without Flash

Competence is often invisible when it’s done right. On the flip side, it’s painfully obvious when it’s missing.

Competent brands:

  • run tight ops;
  • deliver consistent product and/or service;
  • empower their teams to handle problems before they escalate; and
  • communicate clearly, inside and out.

Guests and staff trust competent brands because they follow through.

It’s not about perfection. As Bruce Lee is quoted as saying, “If you are cursed with perfectionism, then you’re absolutely sunk. This ideal is a yardstick which always gives you the opportunity to browbeat yourself.”

Instead, it’s all about professionalism and developing leadership skills.

Desirable: Create Pull Without the Performance

Desirability isn’t just about being booked out or trending. I’m not saying those are problems; both are excellent goals to pursue.

What I’m saying is an even better goal is to become someone’s desired brand. You want to lead your business to the level of excellence that makes it the first that comes to mind when someone wants to feel seen, celebrated, cool, or impressed.

People want to be associated with desirable brands. This absolutely applies to hospitality businesses. Guests want to be wowed and motivated to post about your business. They want to host their friends at your spot. They want to bring dates to you and your team, to visit with their colleagues and clients after meetings.

But you have to blow them away with excellence and make your brand desirable.

Desirability shows up when your space aligns with identity. It’s when people say, “This feels like me,” or, “I fit in here.”

Friendly: Be Approachable Without Losing Edge

Hospitality can’t be excellent if it’s cold. Friendliness is the bridge between capability and connection.

In admired brands, friendliness isn’t a script, it’s embedded.

It’s how the hosts greet guests. How managers lead the floor, and how bar teams communicate under pressure. Friendliness, like excellence itself, is achieved by nailing every step and every detail.

Your team is a reflection of your brand’s personality, and leadership’s reinforcement of standards surrounding tone and attitude. Regardless of personality, friendliness needs to be a pillar of your brand; it’s a cornerstone of hospitality.

That doesn’t mean dulling your edge if you, your team, and your brand have one. In that case, it means balancing edginess with professionalism and being warm and welcoming.

So, make sure friendliness isn’t something you or your team fake. Just like believing in your own brand, your team needs to actually live hospitality.

Trendy: Be Culturally Aware, Not Chameleonic

Trendiness is tricky.

Do it well and you feel current. You and your team are plugged in, exciting.

Do it wrong? You feel desperate.

Excellent, admirable brands don’t chase trends, they curate them. Excellent brands set the pace rather than follow someone else’s.

These are the brands that understand what fits their DNA, and, perhaps more importantly, what doesn’t.

Think of trendiness as a signal that you’re paying attention and evolving but not forgetting who you are and losing your brand identity.

Excellence Attracts Talent, and Keeps It

It’s no secret this industry has a labor challenge. But what’s often missed is that excellence works like gravity on guests and on talent.

People want to work somewhere led by someone that gives them a sense of pride. They want to work somewhere that gets talked about for the best reasons. They’re eager to be part of a brand that provides them near-daily opportunities to say, “I helped build this.”

So, give that to them. Become the leader in your market with the team that others are eager to join.

When your brand is admired, recruiting becomes less about chasing candidates and more about filtering them. You attract people aligned with your mission, energy, and culture.

Even better? Admiration born of excellence drives retention; people stay where they feel proud, seen, empowered, and challenged.

Excellence Inspires the Next Generation

When you lead your brand to excellence, you’re not just running a business, you’re helping shape the future of hospitality.

Operators who work toward, achieve, and maintain excellence become case studies. They get quoted, referenced, and emulated.

And whether they know it or not, they spark ambition in others. They inspire the bartender who dreams of opening their own cocktail bar. The server who’s sketching out a fast-casual concept. They’re a mentor to the GM who eventually moves on in their hospitality journey and launches their own successful concept.

Excellent leaders turn staff into students, and transform students into operators, and the cycle continues.

That’s a legacy. That’s leadership. It’s one of the most underrated impacts of getting all of this right.

Why Excellence Drives Long-Term Value

Cool is magnetic. Good is reliable. Excellence is memorable.

Excellent brands get the press, the partnerships, and the loyalty that goes beyond convenience.

They attract talent that wants to grow with them, not just collect a paycheck.

Admired brands:

  • operate with integrity;
  • evolve with purpose;
  • communicate with confidence; and
  • stay consistent in chaos.

To that last point, an excellent brand’s standards are so concrete, so non-negotiable, that they’re capable of thriving in chaotic situation. In fact, they defeat chaos and learn from it.

In short, excellence leads whether it’s trying to or not.

Reflection Questions for Operators

  1. What’s one thing your brand does that genuinely earns admiration rather than just attention?
  2. Are your aesthetics aligned with your service culture?
  3. Do your team members feel proud to represent your concept?
  4. What trends have you adopted that actually fit your identity?

The Final Bite: Know Who You Are, Then Amplify It

Now that you’ve seen all three dimensions —coolness, goodness, and excellence—you’ve got a strategic lens most operators never even consider.

It may seem overwhelming to consider 19 traits and how they relate to your brand. Luckily, you don’t need to master all of them. What you need to do is lead with intention.

Know who you are, amplify that, and remember:

  • Cool gets them in.
  • Good keeps them in.
  • Excellence makes them talk.

Want to build a brand that lasts? Get intentional about how people perceive you, and how your team lives that perception every single shift.

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Client Intake Form - KRG Hospitality

The word "good" in a vintage script, superimposed over the image of a pint on a bar top.
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Good: Trust & Comfort Build Loyalty

Good: Trust & Comfort Build Loyalty

by David Klemt

The word "good" in a vintage script, superimposed over the image of a pint on a bar top.

Cool grabs attention because it’s magnetic and buzzworthy. But if you want people to come back and bring others with them, cool isn’t enough.

You need to be good.

However, when I say “good” I’m not talking about being nice, or offering competent service. This is hospitality; those are (or damn well should be) a given.

In hospitality, in this context, good is about emotional safety, reliability, and the kind of consistency that turns a first-time guest into a regular.

The best hospitality brands do more than just impress, they reassure.

The Eight Traits of Good

According to cross-cultural psychology research, eight traits consistently define what people perceive as “good” in others. We can apply these traits to brands as well.

I shared them earlier this year:

  • Agreeable
  • Calm
  • Conforming
  • Conscientious
  • Secure
  • Traditional
  • Universalistic
  • Warm

If cool is what gets guests in the door, good is what makes them feel welcome, seen, and safe enough to stick around.

Agreeable: Cooperative and Empathetic

Just as you can pick up on tension within moments of stepping inside a given venue, you can feel it when a venue is easygoing.

The team’s on the same page. The energy is collaborative. There’s a sense of mutual respect between staff and guests, and between team members and leadership.

Notably, however, being agreeable in hospitality isn’t about people-pleasing. In reality, it’s about creating a culture of empathy and professionalism.

When you step into such a venue you notice that hospitality isn’t forced, it’s practiced.

Calm: Clear-Headed Under Pressure

Calm hospitality environments feel better. They’re emotionally steady.

The pace may be fast, but the energy is measured, controlled, and confident. Guests pick up on this instantly, and so do team members.

When your culture is calm, you and your team don’t just survive a busy night, you all come together, thrive, and make it look easy.

Conforming: Reliable and Predictable (In the Best Way)

Let’s redefine “conforming.” When I use it in this context, I’m not talking about suppressing creativity. Instead, conformity is an alignment with expectations.

Guests return when they know what to expect. They come back when they trust that the experience will meet the impeccable standard you and your team have set every time.

It’s the culmination of onboarding, continuous training, non-negotiable SOPs, structure, and consistency.

Conformity, in this way, isn’t boring, it’s dependable.

Conscientious: Detailed and Purpose-Driven

Conscientious brands care about the little things. They’re organized, thoughtful, and consistent, and that shows up every shift in a multitude of ways.

It’s how the bar team garnishes each drink. How clean the bathrooms are kept. How team members communicate with each other, leadership, and guests throughout their shifts.

It comes through in your consideration of each and every touch point that guides the guest journey.

Conscientiousness builds trust. You’re delivering on the promise to your guests and your team that you don’t cut corners.

Secure: Safe, Seen, and Stable

Safety in hospitality isn’t just physical, it’s emotional.

Guests want to know that you’re going to take care of them because you respect them. You respect their decision to visit your venue, spend their time with you and your team, and spend their money inside your business.

Likewise, your team members want to feel protected, heard, supported, and empowered. To provide an example, I’ve made it clear more than once in articles and on the Bar Hacks podcast that I expect leadership to support team members. No, the guest isn’t always right. “The customer is always right” isn’t just an abused misquote, it’s an outdated sentiment any way you slice it.

I expect leaders to step in and handle all guest complaints; that’s a crucial part of the job. Do you want your team to believe in your concept? They had better be given proof that they should believe in leadership.

Security is built through:

  • clear boundaries;
  • steady leadership;
  • well-trained staff;
  • staff that feels cared for and respected; and
  • real accountability, regardless of role.

If your guests feel nervous or confused—and they will if that’s how your team feels—you’ve lost them.

Traditional: Grounded, Not Outdated

Tradition gets a bad rap in modern branding. Traditional values—community, respect, attention to ritual—are deeply comforting.

When used well, tradition creates familiarity and nostalgia, particularly at neighborhood spots, legacy venues, or family-forward brands.

And even modern, forward-thinking spots can lean on traditional service values without feeling dated.

Universalistic: Fair, Equal, and Consistent

This is where your hospitality values shine.

Universalistic brands don’t treat some guests better than others. They don’t ignore or dismiss certain demographics.

A universalistic hospitality brand operates from a belief that everyone deserves a great experience.

That belief, that value, creates equity. Equity creates trust.

Once you’ve earned that trust, you need to commit to keeping it. As the saying goes, “Trust takes years to build, seconds to break, and forever to repair.”

Warm: Friendly, Kind, and Human

Warmth is the final, and arguably most important, “good” trait.

Warmth shows up in tone, body language, follow-through, and how guests are made to feel the moment they walk in.

Anyone can serve someone. Warmth is what makes someone feel welcome.

Why “Good” Hospitality Brands Last

Good is often invisible. It doesn’t always get the hype but it builds return visits.

Goodness is what builds reputation, earns word-of-mouth referrals, and retains guests and team members.

Good brands become a reliable part of someone’s routine. They’re the go-to when friends visit from out of town. The default when someone asks, “Where should we go tonight?” They’re the first venue that pops into someone’s head when they think “date night.”

Reflection Questions for Operators

  1. Where does your team already show strength in “good” traits?
  2. Which of these eight traits does your guest journey express naturally?
  3. Which ones feel like gaps, and how could they be reinforced operationally?
  4. Are your brand values visible in your culture and your service, or are they just words on a website and inside an employee manual?

Up Next: Quantifying Excellence

In the final part of this series, we’ll unpack what it means to be seen as excellent, and how that perception drives brand equity, team pride, and long-term influence.

Because once you’ve nailed cool and good, excellence is what turns your brand into a benchmark.

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Client Intake Form - KRG Hospitality

The word "cool" in a vintage script, superimposed over the image of a pint on a bar top.
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Cool: Magnetism Matters in Hospitality

Cool: Magnetism Matters in Hospitality

by David Klemt

The word "cool" in a vintage script, superimposed over the image of a pint on a bar top.

We all know what it feels like to walk into a cool space. The room hums, the lighting hits just right. The music, the people, the energy…it’s magnetic.

But when we talk about cool in hospitality, too often we’re referring to aesthetic alone: the vibe, the lighting, and the playlist, among other details.

The truth? Cool isn’t just visual. And it’s not trend-chasing.

Cool is a collection of behavioral traits. When those traits are intentional, the perception of cool becomes strategic. In turn, that magnetism becomes a strategic element.

The Six Traits of Cool

Cool can feel elusive, but it’s not mystical.

Cross-cultural research has identified six traits that people consistently associate with coolness.

They are:

  • Extraverted
  • Hedonistic
  • Powerful
  • Adventurous
  • Open
  • Autonomous

Let’s break them down, and apply them to hospitality.

Extraverted: Show Up and Stand Out

Cool brands don’t hide in the background.

They communicate clearly, loudly, and often. They show up on social and in the community. Cool brands own their tone.

However, they’re not loud for the sake of making noise. It means that they own the room without apology.

Think confident service teams, guest-forward experiences, and spaces designed for connection rather than just consumption.

Hedonistic: Make People Feel Good

Let’s kill the negative spin on the word “hedonistic” right from Jump Street.

In this context, it simply means “pleasure-oriented.”

Cool brands create experiences that feel good. Not just pleasant, memorable.

Drinks that hit flavor and presentation. Lighting that makes everyone look and feel attractive. Flow that feels frictionless.

This is about sensory impact. It’s why people will choose your place even if another spot has better prices or faster service.

Guests aren’t really buying food or drink; they can make either at home. They’re buying the feeling you, your team, and your venue gives them. In reality, they’re buying your cool, expecting it to reflect onto them.

Powerful: Influence, Not Ego

Power in a hospitality setting doesn’t mean dominating the scene.

For a hospitality brand, power means having influence. That influence makes guests feel like they’re somewhere that matters.

Power shows up when:

  • your venue sets trends instead of following them;
  • your team leads with confidence and autonomy; and
  • people talk about your space and brand when you’re not in the room.

A powerful brand doesn’t have to scream, it simply can’t be ignored.

Take the phrase, “real wealth doesn’t scream, it whispers.” Now, replace “wealth” with “coolness.” Do you believe someone when they loudly tell you that they’re cool? Or do you sense when they communicate it without having to say a word?

Adventurous: Show Some Edge

Cool brands take risks.

Try new menu items, new event formats, new collaborations. Don’t wait for permission, just do it.

However, keep in mind that risk and adventure don’t necessarily require recklessness. They simply require you to indicate, with confidence, that you’re willing to experiment publicly.

This could look like a pop-up collab with a neighboring venue. Hosting an event, a person, or a brand that’s never been seen or experienced in your market. Reinventing a tired night of the week with a totally new promotion.

Predictability is comforting, but adventure creates buzz. Be the buzz.

Open: Let the Culture In

Being open means staying curious to new ideas, influences, voices, and formats.

Guests notice when a brand is receptive, diverse, and dynamic. They reward that with their loyalty.

Openness in hospitality looks like:

  • Welcoming feedback, and acting on it.
  • Hiring for perspective rather than just experience.
  • Rotating menus or programming to reflect seasonality and community.

Cool doesn’t look the same in every city or concept. Openness helps you localize your identity without diluting your brand.

Autonomous: Lead with Vision, Not Imitation

The coolest brands feel like they were born fully formed,  even if we know the reality is messier and took years to perfect.

Why? Because they make decisions as themselves, not in response to what others are doing.

Autonomy shows up when your voice and values are clear across every touch point. When you stay consistent, even when competitors pivot. Your autonomy comes through when finally figure out what you’re not trying to be.

Hospitality is full of sameness. Cool stands out when it’s driven by clarity.

Why Cool Still Matters

Cool isn’t shallow, and it isn’t fleeting. Not when it’s rooted in these six traits.

Cool matters because it creates curiosity, conversation, and connection.

It’s what gets people to check you out, to take a risk and try you. That decision to try you is the first step to becoming a loyal guest, team member, or partner.

But remember that while cool can grab people’s attention and create energy, it’s not capable of creating sustainability on its own. You need systems in place to stabilize and scale.

A Few Reflection Questions

  1. What part of your guest experience feels truly cool right now?
  2. What parts feel tired, safe, or imitative?
  3. Which one of the six traits comes to your concept most naturally?
  4. Which one could you amplify intentionally this month?

Next Up: Quantifying “Good”

In the next installment, we’ll talk about the eight traits that make a brand feel good, the kind of hospitality that builds trust, reputation, and retention.

Until then, stay cool.

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"Good. Cool. Excellent." Retro baseball jersey-style font superimposed over the image of a brick wall, bar top, and pint of beer
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Cool, Good, Excellent: 19 Defining Traits

Cool, Good, Excellent: 19 Defining Traits

by David Klemt

"Good. Cool. Excellent." Retro baseball jersey-style font superimposed over the image of a brick wall, bar top, and pint of beer

Cool gets people through your doors. Good impresses guests and keeps them coming back. Excellence inspires people to talk about you.

We throw around words like “cool,” “good,” and “excellent” all the time in this industry.

“Cool new spot.” “Good service.” “Excellent experience.”

But what do these terms actually mean when it comes to hospitality brands and strategy? More importantly, what do they mean to your guests, your team, and your community?

The truth is that perception is everything.

Cool. Good. Excellent. These aren’t just vibes, they’re measurable. If you’re not intentional about which of these traits your brand is projecting, the market will decide for you.

Let’s dig into the 19 traits that shape how your concept is perceived, trusted, and remembered.

Cool: The Magnetism Factor

Cool is what gets people talking. It draws guests in through a mix of confidence, curiosity, and charisma.

Researchers have identified six traits that consistently define cool across a multitude of cultures:

  • Extraverted: Social, talkative, and expressive.
  • Hedonistic: Oriented toward pleasure, excitement, and sensory experience.
  • Powerful: Assertive, influential, and bold.
  • Adventurous: Willing to take risks, and try new things.
  • Open: Curious, flexible, and adaptive.
  • Autonomous: Independent, self-driven, and unconcerned with conformity.

Sound familiar? These are the brands that pop off on social. The ones that get the influencer love, and that make guests feel seen.

You probably thought of a cool brand or two when you started reading this article. Hopefully, one was your own.

That said, there’s a catch: cool alone doesn’t carry a brand. It grabs attention, but without something deeper underneath, people move on. And they move on fast.

Good: The Retention Engine

If cool gets people through the door, good is what keeps them there.

The “good” brand traits are quieter, and that’s the point. They’re what make a concept feel dependable, thoughtful, and rooted.

There are eight of them:

  • Agreeable: Cooperative, empathetic, easy to work with, and accommodating.
  • Calm: Emotionally stable, composed, and clear-headed.
  • Conforming: Consistent, reliable, and willing to follow a structure.
  • Conscientious: Responsible, organized, and focused on detail.
  • Secure: Trustworthy, steady, and emotionally and physically safe.
  • Traditional: Grounded in shared values and norms.
  • Universalistic: Treats all people equally and fairly.
  • Warm: Friendly, kind, and welcoming.

Good brands don’t always make headlines, but they build habits. They’re the spots people go back to week after week. The places that make guests feel like regulars before they even are regulars.

Excellence: The Aspiration Layer

Cool is attention. Good is trust. Excellence? That’s respect.

When a brand is seen as excellent, it carries influence. It becomes a reference point, not just for guests but for peers, media, talent, and even future collaborators.

Five traits define excellence (or admirability):

  • Attractive: Physically appealing, well-designed, and aesthetically impactful/appealing.
  • Competent: Skilled, knowledgeable, and consistently excellent.
  • Desirable: Sought after, relevant, and aspirational.
  • Friendly: Approachable, kind, and human.
  • Trendy: Aligned with current culture without being performative.

Excellent brands don’t just do things well, they inspire.

19 Traits. One Brand. What’s Your Mix?

Let’s be clear: you don’t need to embody all 19 traits at once. You shouldn’t even try to do so. That would be overwhelming for you, your team, and your guests.

But you do need to know which of these traits your brand currently embodies, and which it should emphasize more intentionally based on where you are in your journey.

Here’s a way to think about it:

  • Goal 1: Focus your brand’s defining traits.
  • Goal 2: Boost foot traffic or hype (leverage coolness)
  • Goal 3: Improve retention, reviews, and culture (leverage goodness)
  • Goal 4: Increase brand equity, word of mouth, and influence (leverage excellence)

This applies internally, too. Are you hiring for culture fit? Think about the traits your current team exudes.

Launching a new concept? Choose the traits that will define it from Day One.

At KRG Hospitality, our clients undergo an exercise that helps them identify their values. In turn, this exercise helps them identify the traits that will define their brand long before they ever open their doors for the first time.

Final Thought: Brand Perception is a Strategy, Not an Accident

You’ve built a concept. A vibe. A brand. But your guests don’t just see what you say you are, they feel what you are.

They feel cool, or calm, or cared for. They notice when things flow or when they don’t.

Cool gets them in. Good keeps them in. Excellence makes them talk.

Get the balance right, and you’re no longer reacting to perception, you’re shaping it. And in today’s market, that’s one of the most valuable competitive advantages you can have.

To help you strike that balance, I’ve got three deep-dive articles coming over the course of the next three weeks. One about coolness, one about goodness, and, you guessed it, one focused on excellence. Cheers!

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Four neon signs that each say "waiting" in various stages of being lit up
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The Risk of Waiting Until the New Year

The Risk of Waiting Until the New Year

by Doug Radkey

Four neon signs that each say "waiting" in various stages of being lit up

Sometimes “waiting” means “waiting.” Too often, “waiting” means “…until it’s too late,” or “never”

It’s that time of year again.

The leaves are turning. The holidays are approaching. And everywhere you look, people are starting to say the same thing: “I’ll wait until the new year.”

They’ll wait to start the new habit.
To launch the business.
To fix the broken system that’s draining their energy.

But here’s the uncomfortable truth: waiting is one of the most expensive decisions you’ll ever make.

The Myth of January

It seems that January has become society’s magical “reset” button.

This is when people start going to the gym more (or at all). It’s when aspiring entrepreneurs tell themselves they’ll be ready to start. When current operators say the holiday season is too busy.

It’s funny that somehow the turn of a calendar gives them permission to begin.

But in business—and in hospitality in particular—the market doesn’t wait. The competition doesn’t wait. Staff and guests don’t wait.

And the risk of waiting isn’t just lost time, it’s lost opportunity and lost momentum.

The Numbers Don’t Lie

Let’s look at some numbers.

On October 1st, you still have 25.21% of the year left.
By November 1st, you still have 16.71% left.
And on December 1st, you still have 8.49% left.

That’s not scraps. That’s a quarter, a sixth, or even a full month of your calendar. This is time you’ll never get back once it is gone.

So ask yourself this question: Do you really want to burn that much equity of time waiting for a date on the calendar that somehow gives you permission to move forward?

A Familiar Story

Each year, between October and January, I take calls from operators or aspiring entrepreneurs who tell me the same things.

The aspiring entrepreneur wants to open a new concept.
A year or two after first opening, an operator wants to stabilize their operations.
The veteran operator wants to get their brand’s finances under control.

But here’s the thing: approximately 80% of them admit they already decided to “wait until after the holidays.”

By the time they wait it out until the new year, the real estate they were eyeing is gone. The investor they were courting has moved on and is backing a different concept. Or worse, a new or scaling competitor has beaten them to the punch.

The cost of inaction always shows up, 100% of the time.

The Illusion of Busy

I get it. Society and this industry seem to thrive on being busy. The closer we get to the holidays, the easier it is to convince ourselves there’s no time to think about strategy.

Well, here’s the problem: that “too busy” mindset is often just a shield. It’s easier to stay stuck in the chaos than to step back and do the real work of building clarity.

And yet, that’s exactly what separates operators who crush it from those who drift away toward mediocrity or closure.

The ones who wait? They start the new year months behind or in survival mode.

The ones who act now? They start the new year in control.

That’s why this is called “separation season.”

Momentum Beats Motivation

Motivation is fickle. It spikes in January when gyms are full and the journals or planners are fresh.

By February, it all begins to fade.

Momentum, however, is different. Momentum compounds over time.

When you take action in October, November, or December, you’re not just getting ahead. You’re strategizing and developing the foundations. Or you’re training your systems, your people, and yourself to move forward when the calendar flips.

By the time many are just warming up, you’re already moving at full speed. Think about those positive results.

The Risk of Inaction

Let’s talk about what waiting actually costs you.

  • Prime Real Estate: The space you’ve been watching doesn’t wait for January. It will be leased by the operator who had the courage to strategize and take action.
  • Capital: Investors are looking for leaders with confidence and momentum. If you show hesitation, they’ll invest their money elsewhere.
  • People: Your best staff won’t stick around forever waiting for change. If you don’t build clarity and systems, they’ll leave for a team that already has them in place.

The longer you wait, the steeper the climb is going to be in the new year.

The Power of Now

So, what happens when you act now?

  • You gain clarity. Strategic playbooks create focus for your concept, your brand, your financials, and your guest experience.
  • You create momentum. Your systems start running, your people align, and your execution gains speed.
  • You build confidence. Investors, staff, and even guests can feel when an operator is in control.

Taking action now separates yourself from the 99% who sit back and wait.

From Survival to Legacy

Let’s be clear: This isn’t about working more hours. It isn’t about grinding yourself into burnout before the holidays.

It’s about mindset. Ask yourself:

  • Do you believe long hours equal nobility or inefficiency?
  • Do you believe success is about hustle or about alignment?
  • Do you want to survive another year or build a business that outlasts you?

The entrepreneurs and operators who crush it don’t wait for January.

They strategize now. Build now. Lead now.

Why? Because survival is built on reaction. Legacy is built on clarity.

A Challenge for You

Take a hard look at your calendar.

If you start today, you still have weeks (if not months) to set the stage for the business you want to run next year, and the many years thereafter.

Lay the foundation now. Create your strategies now. Get your systems ready now.

Do it now so that when the new year arrives you’re not scrambling to catch up—you’re already miles ahead.

The Final Word

Hospitality doesn’t wait. Guests don’t wait. The market doesn’t wait.

So why are you waiting?

The real flex is proving that October, November, and December are still full of opportunity.

Because when clarity meets courage and strategy meets execution, you don’t just start the new year strong, you start it by separating yourself from others, and leading the way.

Now is the time. Take action. Build momentum. Create your legacy in hospitality.

Image: Levi Meir Clancy via Unsplash

Client Intake Form - KRG Hospitality

Canadian flag against blue sky and white clouds
by David Klemt David Klemt No Comments

Five Traits Quantify Admirability

5 Traits Quantify Admirability

by David Klemt

Canadian flag against blue sky and white clouds

In part three of this series, I look at what traits people find admirable in others, and apply them to hospitality concepts.

Some venues are effortlessly cool. Others are undeniably good.

In 2012, a team led by psychologist Ilan Dar-Nimrod published a study in the Journal of Individual Differences titled “Coolness: An Empirical Investigation.”

Researchers asked more than 1,000 Canadian survey respondents (hence the image up top) to define what “cool” meant to them. They were also asked to describe someone they believed fit the label.

Their findings? People tend to assign admirable traits to “cool” individuals. Specifically, attractiveness, competence, desirability, friendliness, and trendiness.

Admirability, to provide further context, “is the quality of being admirable, worthy of respect or approval due to excellent qualities or achievements. It’s a noun that describes something or someone deserving of admiration.”

Interestingly, these attributes, while appealing, don’t align with the “counter-cultural” or “edgy” factors that typically define “actual” coolness in subcultures or social identity theory, per the research team.

In short, people blur the lines between being cool and being appealing or admirable. In hospitality, we often do the same.

Let’s break these five traits down, and look at how they shape the way guests may perceive your brand. If you can set out to build a cool or good hospitality concept, can you build one that’s worthy of admiration?

Attractiveness

In the Dar-Nimrod study, physical and aesthetic attractiveness ranked high as a “cool” trait. That’s largely because many people conflate outer appeal with inner value.

We all know (or should, at least) that being deemed physically attractive doesn’t automatically equal cool. Still, in this particular study of coolness, being attractive was ranked high as an admirable trait.

However, that’s easy for guests to forget when they’re surrounded by sleek interiors, photogenic food, or staff who look like they belong in a luxury fashion brand’s campaign shoot.

In a hospitality setting, attractive design can make a strong first impression. Some bar, restaurant, and hotel operators throw a lot of resources toward making their space look and feel cool. And why not? It does make some sense to assume that an attractive space will attract attractive people.

But cool isn’t curated, it’s effortless. At least, it it should feel that way, from discovery and arrival, and from service to exit and followup. Every aspect of service should be as amazing as the interior and exterior design.

Operators and their teams should identify and remove pain points and deliver smooth, seamless service to help the guest relax and escape. That’s effortless cool.

If the concept lacks a cohesive vision beyond “make it look cool,” there’s a feeling of inauthenticity. The service feels far more like a business deal than experiential, and the experience lacks soul. Soon, guests will see through the attractive façade.

In other words, a stunning dining room or bar doesn’t compensate for transactional hospitality.

If you’re leaning heavily on looks, make sure there’s substance beneath the surface. Create moments. Don’t let the aesthetic do all the heavy lifting.

Competence

Guests love a restaurant or hotel that runs like a Swiss watch. Precision is admirable, and competence feels reliable.

And when things just work, it puts people at ease.

But let’s be honest—competence isn’t inherently cool. In fact, when a brand flaunts its expertise too much, it can come across as smug or inaccessible.

In the Dar-Nimrod study, competence was one of the most frequently mentioned traits in cool people. But being competent doesn’t mean you break rules, take risks, or build culture.

Further, many people today are less interested in your how than your what. It’s becoming nearly as important as your why.

If a guest comes to your bar, what should they expect? What does your restaurant have to offer them? Is there something about your hotel that guests should see and experience?

Focus much more on the why and what, and let them decide if they want to know your how.

It’s the difference between a chef who lets their food do the talking versus one who drills guests with the minutiae of each ingredient and every technique they use to create each dish. Sure, a handful of guests are interested; most just want to scan the menu, order, and eat.

For most concepts, operational excellence should support the experience, not be the experience. Let your team’s confidence come through in calm, collected moments.

Again, coolness seems like it takes very little, if any, effort. It’s a bit of paradox, but great operators put the hard work into analyzing and refining every step of service until it becomes so smooth that it seems to come off effortlessly.

Desirability

Exclusivity creates demand. Demand fuels the perception of coolness.

But here’s the trap: When people want in just because everyone else does (FOMO, anyone?), a concept or brand risks becoming nothing much more than a hype machine.

That can look like cool from the outside. It can even seem like the concept is printing money if seats or rooms are unavailable for weeks or months. However, if the guest experience is just average, all that has been built is a fragile house of cards.

In Dar-Nimrod’s research, social desirability—the idea that someone is wanted, valued, or sought after—was commonly linked to perceived coolness. But desire is contextual.

Just because a place is hard to get into doesn’t mean it’s good, or cool, or will be relevant six months after opening, let alone a year into operations.

Most concepts don’t need a velvet rope. And they don’t need reservations so exclusive that an entire black market industry sprouts up just to obtain one.

What operators, their teams, and their brand need are values, intention, and consistency. That’s what drives real brand loyalty.

Artificial scarcity, like superficial desirability, is fleeting; integrity and authenticity are enduring.

Friendliness

This one’s a bit of a curveball. Friendliness is thought to be one of the core tenets of hospitality. So, how could it not be cool?

In the study, friendliness was often linked with coolness, but not in a defining way. More often, it was background noise—something that made someone likable, not legendary.

Here’s the thing: being friendly is expected in our industry. Being cordial is our baseline; it’s our standard level of professionalism.

It’s warmth, however, that really draws in guests, makes an experience memorable, and inspires repeat visits. In fact, warmth is included in a list of attributes that people tend to equate with being good. You can find that and the rest of the “goodness” traits in the second article in this series.

When everything is pleasant but perceived as too polished, the experience can slide into forgettable territory. Worse, it can feel disingenuous, and easily become off-putting.

I’d argue that being warm and welcoming is a true tenet of hospitality. More so than friendliness, anyway.

To me, friendliness is a byproduct of being warm. It’s what really makes a guest feel welcome when stepping into a bar, restaurant, or hotel. A person really can’t be warm and welcoming without being friendly (unless they’re incredible actors).

Guest-facing staff should be warm, not robotic. They should build rapport, not routines.

Let your team’s personalities shine through, even if it breaks script now and then. Guests remember what’s real, and how staff made them feel.

Trendiness

Trendiness is the most deceptive trait on this list of five.

Dar-Nimrod’s participants often cited trendiness when describing cool people. But deeper analysis by the researchers revealed that trendiness is perceived cool, not authentic cool.

It’s difficult for any concept to seem authentic if its constantly chasing trends. What is the concept if there’s little to no consistency because the operators are just jumping on every shiny, new toy that comes across everyone’s social media feeds?

A venue that pursues every current trend—cocktail techniques, food items, cuisine mashups, design palettes, even vibes—might look cool (attractiveness). We need to keep in mind that fads are fleeting, and trends, however one may influence culture, tend to have short lives.

The authentically cool thing to do is be discerning. Sit back and let others chase fads or trends every time one pops up. It takes much more savvy, and therefore coolness, to wait to embrace a trend that seems organic to your concept.

Make sure you’re building something lasting. Integrate trends in ways that feel organic rather than opportunistic.

Don’t chase every trend; be the source of a trend. That’s a cooler move by nearly every measure.

Final Bite

So what do you do with all this?

Pursuing attractiveness, competence, desirability, friendliness, and trendiness to be cool isn’t necessarily a bad thing. Neither is perceiving these traits as admirable, and striving to develop a concept that has these attributes.

These traits can be cool, and can be admirable, and they do contribute to brand value.

But if you want to build a venue that feels cool in the way that draws a crowd without trying too hard, builds loyalty through authenticity, and sets the tone instead of following it, you’ll need to go deeper.

Cool can’t be faked, but it can be felt. At the end of the day, operators and their teams should strive to be hospitable, warm, and welcoming.

Image: Chris Robert via Unsplash

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A vertical hotel sign reading "GOOD" with glass buildings in the background.
by David Klemt David Klemt No Comments

Eight Traits Quantify Good

8 Traits Quantify Good

by David Klemt

A vertical hotel sign reading "GOOD" with glass buildings in the background.

Is this too on the nose? I feel like it’s too on the nose. At least it isn’t AI!

We took a look at what traits may make a bar, restaurant, or hotel cool. Now, we’re turning our focus to what would make one “good.”

Similarly to cool, it can be easier to identify good than to sit down and quantify it. That is to say, most of us sense goodness better than we describe goodness.

But what meaning of “good” am I using as a form of measurement? For this article, understand that I’m not using the words “good” or “goodness” in the context of rating a restaurant or bar, or its F&B items.

Rather, I’m going the direction of the article I based on the “Cool People” experiment. If we can quantify cool as a person, we can a bar, restaurant, or hotel’s coolness. Therefore, we should be able to do the same to measure a venue or brand’s goodness.

Drilling down further, I’m also not really looking at goodness to judge a brand’s ethics. I like restaurants and bars that implement SOPs that reduce waste. And I think it’s important for hotels to operate in sustainable manners.

However, we can all argue over responsible, ethical operations and whether that makes a brand good. Can a brand be performative but still good? If the result is the same, does it matter if the company doesn’t really care?

Instead, I’m using the “Cool People” experiment’s own attribute measurements, and looking at how they can apply to a hospitality business.

Agreeable

Three attributes scored in the “Cool People” experiment were part of a Big Five Personality Traits* list. This is one of them, along with being conscientious and calm.

If someone is agreeable, they’re sympathetic and warm. They’re perceived as compassionate, cooperative, and kind. People who are perceived as highly agreeable are regarded as empathetic, altruistic, and focused on maintaining positive relationships.

To me, that sounds a lot like a definition of hospitality. The spirit of hospitality is selflessness, kindness, helpfulness, and a devotion to welcoming all.

*Anyone curious to learn more can search for “A very brief measure of the Big-Five personality domains” by Samuel D. Gosling, Peter J. Rentfrow, and William B. Swann, Jr., published in the Journal of Research in Personality in 2003.

Calm

A calm person is emotionally stable. Perhaps the best way to look at this attribute is through its opposite: neuroticism.

If someone’s neurotic, they’re emotionally reactive. Stress and change are seen as threatening by neurotic people. Due to poor coping mechanisms, someone who’s neurotic may think less clearly about what they’re experiencing, and therefore make worse and worse decisions.

On the other hand, a calm person retains their composure, handling stressful situations rationally and gracefully. They’re able to make good, effective decisions in the midst of stress and tension.

So, a calm restaurant or bar doesn’t make its guests feel negative emotions. The vibe may be energetic rather than placid, but it doesn’t feel anxious or angry. Guests who visit a calm hospitality venue won’t be overcome with the desire to leave; they’ll feel comfortable and safe.

This is an attribute that’s certainly tied to culture. If leadership is reactive or emotionally unstable, the rest of the team will feel it, and that will be felt by guests. The same can be said for problematic staff that infect the team with their reactivity and negativity.

A stable, supportive leadership team that hires for and nurtures a positive, healthy team will create a calm atmosphere for guests.

Conforming

Let’s look at how the “Cool People” team presented this attribute to respondents.

  • This person believes that people should do what they are told.
  • He/she follows rules at all times, even when no one is watching.
  • It is important for this person to always behave properly.
  • He/she avoids doing anything people would say is wrong.

At first glance, this sounds like it’s describing an authoritarian: do as your told, and don’t deviate from the rules.

Now, let’s put “conforming” into the context of a well-run bar, restaurant, or hotel.

Ruling with an iron fist is poor leadership. Identifying a brand’s values and mission, and adhering to them every step of the way is real leadership.

Crafting a hiring and onboarding materials, including an employee manual that includes clear SOPs for every role, is the type of conformity that’s healthy for a hospitality business.

The benefit of everyone knowing what’s expected of them, and believing leadership walks the talk of values and mission, is consistency. And consistency is the key result of this form of conformity.

That said, leadership needs to strike a balance between conformity and adaptability. The team should adhere to SOPs without being robotic; empower them to adapt should they find themselves in a service recovery situation.

Conscientious

This is a slippery one. A person who’s perhaps too conscientious can be perceived as obstinate, refusing to change a course of action. People who have low conscientiousness may be viewed as unreliable and sloppy.

The ideal balance, then, is someone who’s reliable and organized, and wants to complete their tasks efficiently.

Were a restaurant or bar to be perceived as conscientious, the team would be known for its top-level service. That impeccable service—including service recovery—would, of course, be linked directly to being conforming, calm, and agreeable.

In short, a conscientious restaurant would be known for its reliable service. A conscientious bar is led by an organized team. Such a hotel would be a well-oiled machine that develops and nurtures a team committed to efficiency.

Secure

There are a couple of ways to view a bar, restaurant, or hotel through the lens of security.

A hospitality venue perceived as secure makes guests and staff feel safe and comfortable. Even those in rougher locations can be secure if the operators do the work to make guests feel safe once they’ve stepped through their doors.

That feeling of security must also extend to staff. The team needs to know and feel that leadership sees their value, treats them fairly, has their back when guests are being difficult or making them feel uncomfortable, and enforces rules consistently.

Security can also take the form of reliability. Putting in the work to be a guest’s “safe” option can pay big dividends. There’s security and long-term success in becoming someone’s “third spot.”

It’s fun to innovate and be edgy. However, it’s also important to be familiar and approachable. Security as reliability and consistency is how a bar, restaurant, or hotel encourages a guest’s second visit, and then the all-too-important third visit that transforms them into a regular.

In either sense of the word, security is a key attribute for a good venue.

Traditional

I’m going to admit that I struggled with this one. The way it was presented to participants of the “Cool People” experiment doesn’t appear to translate directly to bars, restaurants, or hotels.

Half of the measures for this attribute focus on religion explicitly. It’s also presented as the antithesis to hedonism, an attribute associated with people perceived as cool.

Okay, so how can I relate religion to hospitality? Respectfully, I hope. As I view its essence, religion can be defined by community, guidance and belief, and practices.

Traditionally, hospitality is about building and serving communities. Hospitality workers are also a community and in and of themselves.

As far as beliefs and guidance, hospitality is driven by service, generosity, and an authentic desire to welcome and accept others.

Those beliefs are reinforced by hospitality professionals who practice:

  • selflessness and sacrifice;
  • creating memories through kindness;
  • providing what guests want;
  • anticipating and honoring their needs; and
  • being respectful, friendly, and welcome everyone.

The way I see it, all hospitality venues that are welcoming and committed to hospitality are traditional.

Of course, there’s also the way we all perceive bars, restaurants, and hotels. Even the most innovative, experimental, and experiential concepts (The Aviary in Chicago, for example) are traditional in the sense that guests have an idea of what they should expect when they walk through the doors.

Universalistic

“This person thinks it is important that every person in the world be treated equally.” That’s how someone defined by this attribute could be measured, per the “Cool People” experiment team.

Let’s be honest, treating every guest as equal and equally important is the baseline for hospitality.

People can choose to spend their time and money at any bar or restaurant. Or they can decide against doing that at all, stay home, and make their own food and drinks. The same is true of lodging and accommodation: there are plenty of motels, hotels, and resorts someone can visit.

The question is: Why should they spend their time and money at your bar, restaurant, or hotel?

The answer is: Because you treat every guest with respect, and make them feel welcome and special.

Make someone feel cool and they’ll make return visits. They’ll tell their family, friends, coworkers, tourists, and people online to check out your spot. Make every guest feel relevant, seen, and heard.

It’s non-negotiable for a good restaurant, and that’s what makes a great hospitality brand and venue universalistic. If you’re not interested in welcoming everyone and treating them as equals, you’re in the wrong business.

Warm

Warmth is one of the core elements of hospitality. The people who conducted the “Cool Person” experiment may as well have been talking about a hospitality pro when they included the measures of this attribute:

  • it is important to this person to help people;
  • they care for other people;
  • they’re loyal to his/her friends; and
  • this person devotes himself/herself to people that are close to him/her.

With very few minor revisions, that could absolutely describe the ideal candidate in a bar, restaurant, or hotel job listing.

It’s crucial to hospitality, and it walks hand in hand with being welcoming and agreeable.

We can train just about anyone on the technical aspects of a given hospitality role. That’s what onboarding, training, and ongoing training is all about: developing and reinforcing skills.

That’s why the prevailing wisdom from successful hospitality operators and leaders is to hire for personality. Look for genuine warmth, extraversion, and the personality traits you need for your concept’s team.

Final Sip

Can a hospitality business be perceived as good in similar fashion to a person?

Perhaps. I’ll say that this has been a bit of an odd exercise.

Of course, finding out if I can attribute “goodness” to a bar, restaurant, or hotel has also been fun for me. I hope these two articles—one on quantifying cool, one on measuring good—have been entertaining and compelling for you, as well.

As it stands, I’ve got one more in me. We’ve got a series! Cheers!

Image: Carson Masterson on Unsplash

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