Jim Sullivan Multi-Unit Leadership Seminar

I'm a restaurant guy....

And I love learning about the industry.

There are very few books that actually speak directly into Restauranteurs hearts.

Usually, we Restaurant guys and gals have to gain good ideas from business books usually on generic or even completely other topics 

While I am thankful for them all. We have an incredible resource in our generation in the form of Jim Sullivan.

A few years ago I ordered and read his book Multi-Unit Leadership. I have actually read it twice. I was about to read it again when I received a link from the National Restaurant Association touting his webcast they were promoting from this years NRA Show.

Still quality stuff. Here is the link to the archived video. ENJOY 

http://nrashow.answersmediainc.com/VideoArchive

How many tables can one server take?

I'm a restaurant guy....

also a former server, the son of a Server, the Husband of a Server. I have been given a life supported by the generosity of those who give tips and at times provided food for my family and children from the same generosity of others.

Servers are by nature money driven and especially skilled in convincing others to give them money or put them in a place to make the most money. In a servers mind often more tables or more customers equals to more opportunity. All Servers have a story of the day when they held down an over sized section all on their own because of staffing issues or poor management.

"Yesterday, Jenny called off and I handled section 7 all by myself. The parade ended and I guess the manager John didn't even know there was a parade. Because when people started to poor in at 6 pm he was no where to be found and I took them all like one big party. While I was getting the drinks for the 5 top the host Betty sat my 9th table. When I got to them, they were so nice, I mean they could see how busy I was they tipped me $20 on a $30 tab. We had a few problems and only one lady was a butt hole. John took care of her and I made like $250 yesterday. I called Jenny last night and thanked her."

The story always ends with other servers oohing and ahhing  and dreaming of a day when that will happen to them.

Once I entered into the operational side of Restaurants I was given pressures to maximize service from upper management and quickly added servers to the floor every day. I was then quickly met with opposition from the service staff about how they were to make money with only 3-4 tables.

The opposition includes:
Out right defiance
Servers quitting
Schemes to have a server call off per day
Several outcries of no money
Complaints to upper management (unfortunately an obstacle when it was their idea)
Begging and Pleading

During this opposition time most new managers (and some old ones) cave in. Usually the manager sympathizes with the servers. Sometimes because they have been a server in the past. Mostly because they do not have a defense that makes sense. So they just lose.

Let me offer a few good reasons for sticking to the plan to reduce tables of service during peak periods.

Let me start by telling you the other side of the Servers account of her largest money making day at your business.

1.John the manager most likely knew about the Parade. Probably due to trying to maximize server money is understaffed as a rule.
2. When he gets a call off from Jenny he has no other servers to call in because All of his servers have made all the money they need and more or have worked the last 6 days in a row and don't care to come in.
3. While John is no where to be found, he is probably following the flow of food in the restaurant. Front door first,trying not to overrun anyone on purpose. while getting the sales in the door. Then, of course, he gets called into the kitchen because the server took all the food orders at once and blew them away in an act of self defense. John is now in fight of flight mode and luckily is a fighter.
4. Now that the food is being delivered and guests appear happy to finally be eating. There is no time for 2 minute/2 bite check back so steaks are eaten with out steak sauce, Food is improperly prepared and is not getting fixed because no one has time to check. Some is even cold!
5. The lady who John had to take care of had a item of food that never made it to the kitchen because the server just had no time to check every order and relied on muscle memory during the entire rush.
6. John Comps the entire check. Why not it is well deserved. The lady doesn't even want to eat anymore. She leaves without eating. This is a total fail in the Restaurant industry.
7. The table that tipped the server $20 had 2 meals comped off of it which equaled to $25 dollars. They got a bargain.

Next week 3 of the 9 tables will have Special Occasions. A Grandma's Birthday, And Anniversary Dinner and a couple that will host their little boys baseball team for lunch after the big game.

The Question: How many of those tables will share their occasion with this restaurant?

The answer: Most Likely none.

The Real Question: How many servers will stay in long term employment at an establishment that runs in this manner?

The Answer is: None.

Ask yourself: If you want to lose customers with your current staff and plan? or If you want to win with people who understand how to build and maintain business?

I know there is several quality servers that no matter what I write in this blog, you will believe they could actually handle this scenario without losing guests. I can appreciate the super server too. However, I would bet a large sum of money that you do not have a full staff of super servers. The odds are not in your favor.

What is The Most important Thing in a Restaurant?

I'm a restaurant guy....

and often I ask people, "What is the the Most Important Thing in a restaurant?"

The answers usually consist of
1. Guest Service or the Cusotmer/Guest
2. Food Safety or the Food

While I agree whole-heartedly with this assessment I often challenge them with a new list of Priorities that will help them achieve these desired results.

My list looks a little like this:

#1 Most important Thing in a Restaurant--Whatever your Boss asked you to do last.

If you do not like your Boss/Owner this may be a harder pill to swallow.
The fact is that Operating a Restaurant is Operating a business. In Business and this millenium we are able to track everything. With this type of tracking our supervisors or owners are inundated with numbers and information every day about how to improve or re-shape our industry. Someone, somewhere, is doing market research within a 3 mile radius of your establishment right now, then a Brain Trust of people you value are evaluating that information and coming up with the next thing that will make your current establishment successful. Use your resources and get on-board with current programs to stimulate and keep business. If your leadership team wants everyone on-board with a new initiative then make your team the first to achieve.
Afterall is said and done, The one who implements the program will speak from a wealth of knowledge about the successes and failures of the program and the guy who was obstinate to change, well frankly, no one cares what he has to say.

During Shift I cannot tell you how improtant following instructions can be. Restaurants offer a challenge a minute and require a Captain of a shift. When things begin to unravel; in the way we are accustomed to, there a things that can be done to right the shift as fast as possible. Your participation will determine how fast things can return to normal operation. We are all busy working on our own initiatives whether it is cooking, serving, etc... (we may even be overwhelmed) but keeping the reputation of the establishment will keep guests coming back more than any employee they felt bad for and made excuses for.
Guests may tip you well or give compliments to you on how you handled having too many tables, a dirty entrance or floor, or how their food took to long. But when they begin to think about where they want to go for their next meal the establishment and your supervisors will be to blame. They will make different choices. Always remember the bigger picture when working.Who's Job is it to run the whole operation? Oh Yeah , Your boss.

You are stronger as a team than alone.

#2 Most important thing in a Restaurant-Cleanliness

The day of the Dives is coming to an abrupt end. A Dive is by definition a restaurant that has good food and outstanding atmosphere but Has challenges in appearance, ususally cleanliness, maybe even service. Dives are quaint and speak to the personality of the individual although you probably would not make them a first date or grandma's birthday destination. Usually they are where the guys hang out or meet.

As operaters today we cannot afford to have a cluttered dirty look to our establishments. Most people are put off by the appearance in general. I often think of words in this millenium like "man-scape"or "metro" and think about how narcissistic we are as a society. I look in the mirror everyday and apply hair products to my balding head (so no hair is out of place) and shave and ensure I am leaving the house well put together. I do this so that others see me as I want them to see me. You may do some of the same. I would even venture to say we are critical of "dirty" things in America. So when one walks into a place to eat, What do you think they see? Is everthing crisp? Is it new or delapitated? Are they attracted to it. Look at things from the guest perspective and do not use you adjusted vision.

Paying attention to details is more improtant now than ever. Everything from vents in the dining room to salt and pepper shakers speaks to the quality of establishment. The Guests are picky. Several will not stay if you allow smoking or will not eat if there is even a small piece of paper on the bathroom floor. They do not want to smell dirty carpets or have their order taken from a server with a dirty apron. It puts them off and they form a perceprtion of your store and your leadership and company. Cleanliness is the ticket in for many guests.

I respectfully submit that if your Restaurant does not show "Over-Cleanliness" to the guest then you can expect a downward trend in sales.

I started this blog by saying I agree with the Two priorities above. I am gonna list them as #3a and #3b

#3a-If you cannot treat people right, you will never succeed
#3b-If you do not serve good-tasting food no one will eat it. If you do not practice food safety, people will get sick and this will cost a lot in sales, traffic and legal fees.

Not to over-simplify but If they won't purchase a ticket to the carnival it does not matter how big the Ferris Wheel is. They will just look at it from a distance.

How to get the most out of your people requires YOU

I'm a restaurant guy...

and I cannot accomplish anything without the fine people that I work with. Understanding who I am working with is the first thing that I think about when faced with a task or opportunity. People can come with different skill sets and backgrounds. Not all are made alike. There are no robots in our industry.

Recently, Several of the Leaders that I deal with (both Restaurant and Non-Restaurant) have expressed to me a false notion that "people should know better." I find this very frustrating. It usually results in me asking the question "What have you done to ensure they know better?"

"People should know better" is an excuse for non effective leadership. I hold people in very high esteem I believe they are intelligent enough not to try and fool with misleading or excuses. But I also understand that in order to get the most out of those who work with me is to follow a simple 4 step plan.

4 Step Plan:

1. Vision--Without vision the people parish is how the Bible put it. If you can articulate where you are going and how you and your team can get there, then you are well on your way to the promised land. Most leaders provide partial vision to the team. Some are unable to communicate it well. Others only have thought of the beginning steps and have not thought it through to the end, Therefore cannot communicate it. Some simply rely on vision to be provided from others. Most just tell associates what they need to know only. They require the associate to come to them and ask for Vision. Even if you view your department as small and insignificant, Vision is still required as long as you have any people working with you.

2. Training--Notice that I did not include this in Vision, nor would I include Vision in Training. They are two separate things. Your vision ties the associate to your team, the company training program ties the associate to the job. Many literally think that because a person spent a few days in a classroom setting and passed an assessment then they can now be 100% effective at their jobs. Training programs are great for gathering "nut and bolts" of the company and job and must be completed entirely. The better we are at executing the training programs fully the better the associate will be in the future. Ensuring that you have Training-Passionate people administering training is essential. Can you say that you are a master at Training? If you are not who is? Are all the booklets or paperwork completely filled out?

3. Follow-up--People left on their own will usually do whatever they want. Even if you have instilled your Vision and Oversaw their complete training, this will still be true. Why you ask? A 1 week, 5 week or even a 10 week training program cannot make anyone forget a lifetime of behavior.
An old adage says that "you can expect what you inspect." While expectations generally end in disappointment I would assure you that Vision, Training and Consistent Follow-up end in the associate choosing to do well or choosing another path.

Recently, I had a discussion with a Student Teacher and she expressed to me a frustrating situation with a advanced music student. The Student refused to take out her instrument and practice. She continued to ask the student "Are you going to take out your instrument?" "No" the student replied. "Do you not want to practice?" "No" , "You need to do what I ask you, Please take out your instrument." "No" the student continued. Ultimately the exchange failed. The student teacher sent the student to the Band Director.
The Band Director asked a different Question "What are you supposed to be doing?" The Student replied "Playing my instrument." "It is your choice, now. You can either play your instrument or go to the office" The band director explained.

People will at times make choices that have nothing to do with their training. People are at times very unpredictable. The Band Director simply verified that he had not failed in his training and vision for the Student. Since he had not failed, reeducation was not necessary. Only a choice could follow.
Never can we be totally sure what will happen. We can just be confident in doing the right things up front. Inspecting the behavior is the only way to ensure success of the Vision and Training.
Leadership is follow-up.

4. Encourage--This is by far the component most missed in getting the most out of your people. This step like follow-up requires you to be completely committed to it. Jim Sullivan was the first I ever heard say "Catch someone doing something right." It is all too easy to focus on the negative. There are so many more positive things happening than negative on any given day. Look around for those who exemplify your vision and training. When you see it then you must:

Thank them!!
Pat them on the back!!!
Cheer them on!!!
Give them a small reward!!
Tell everyone!!

The most effective way to bring about behavior is to reward it. Start small and work people to bigger steps of success and excellence. The One Minute Manager, a book by Ken Blanchard, taught us that the way they get the killer whales to jump so high at Sea World is that every time he swims over the stick under water they give him a small fish. As they raise the stick out of the water and in order for him to get the small fish he must jump. After he figures that out; it is just a matter of moving the stick higher and being consistent with the reward. The rewards do not need to be bigger but the expectation can still rise. How high can you raise the expectation with a simple pat on the back??

Everyday seems to bring a new challenge. Be ready to tackle it and be genuine about wanting to help your associates rise to new levels and give them the tools to accomplish it. Remember it will take YOU following these steps to ensure that your employees really do "know better."

"I knew you were coming, So I baked a cake"

I'm a restaurant guy...

And I have been subject to several visits from supervisors, owners, dignitaries, etc... in my time. Some have been announced and others are not.

Today we will talk about the the two types of visits and expectations of both.

The Announced Visit:

This type of visit can be on your Supervisors schedule, Planned compliance inspections, Announced visits by higher ups in town with at least 2 days notice. These visits should be regular and treated with great attention to detail. I always think of a 1950's song every time I have an announced visit. It is titled "If I knew you were coming I'd 've baked a cake". If you are not familiar with the song then follow youtube link below:

http://www.youtube.com/watch?v=honSSKeXME8

We should in fact almost "roll out the red carpet" when these types of visits come. Some tips for getting ready:

• Clean ALL sides of ALL Surfaces
• Front Porch/Front Entries Detailed
• Thresholds
• Door Jambs
• Door Handles
• Host Stand
• Clean it, even if it is on tomorrow's cleaning list
• All products properly labeled and stored
• 100% of procedures followed
• Best employees in place
• Pictures, Artifacts, High Dusting
• Gum under tables, Table legs
• Uniform- actually means everyone wears the same thing. Back of house too!
• Bathrooms smell good and clean
• Everyone's hair in place, all shoes polished :)

This list is not all inclusive but you get the drift. Leave no stone unturned.

The announced visit comes with higher expectation. It actually should not be business as usual. The visitor/inspector can gather where you stand on cleanliness and operational standards when you take the time to showcase it on their visit. They can then know where to push the operation and expand your knowledge. This is just not a 'Dog and Pony' show but a way to communicate your standard and knowledge to your boss. This is an opportunity for your staff to be at their best with full support. If you can't do it when you know they coming then...what standard are you communicating?

The Unannounced Visit:

This type of visit is when they just stop by, maybe to do an interview or for a meeting or just to come see you. These are surprises. These type of visits do not leave time to 'bake a cake'. This type of frequent interaction from a supervisor will actually raise the standard of all your staff because inherently they want to do a good job and represent you well. This is how the Supervisor sets a daily expectation.

This visit will not be a 'Dog and Pony' sometimes you may not even have time to interact with them because you are taking care of business. The expectation is lower by the visitor/inspector. One of the great restaurant training minds I have encountered; Will Macintosh,  related this understanding in a way we should all embrace. He called it when "Shift Happens".
This is a great way to see what the customer gets when they visit your restaurant.(Which is what this is really all about)
Things that should be done daily to ensure no negative stops:

• Weekly/Daily Cleaning lists
• Deep Cleaning Schedule
• Temperature/Quality Food Checks
• Opening/Shift Change Checklists
• Server Check-in sheets
• Great Scheduling
• Great Hiring practices
• Great Training
• Customer focused service
• Active Management
• Critical Path (you may not know they are in your dining room)
• Always Return to Stasis as fast as possible. See "Return to Stasis" blog

Ultimately seeing where you can go (announced visit) and throwing it up against where you are (unannounced visit) is the only way to improve performance. These visits should not be viewed as failures or victories but a journey to grow into a consistently excellent restaurant. Be sure to not let the attitude of the supervisor/inspector or the attitude of the shift operator to get in the way of the learning experience. Talk about the visits with all members of the team and strive to close the gap.

One last tip: Be sure to have whatever the focus point was last time corrected before next visit.

Look at your month and put together an action plan to set the expectation on the next scheduled visit. Have a great visit!

Successful Servers run their own business

I'm a restaurant guy...

and I have hired, trained and parted ways with hundreds of servers in my career. there have been good ones, bad ones. Ones that were born for serving and ones who should have never even tried.

The successful ones I believe are the servers who do not work for restaurants or managers but work for themselves as business owners.

Servers like all business owners have to have return on their investment in order to make their life continue. They do not rely on an hourly wage but on the generosity and "perceptions" of good service of their customers.

Servers have customers.
Their customers like in any other business are not all the same. They have different demeanor's and require tack and professionalism when dealing with them. Servers as business owners have to be the PR and Customer Service Agent of their business. They have to market themselves "Come back and see me next time" They have to handle face to face inquiries and comments on how they do their job. They are the only face of their organization. They can ill afford to be rude or crass even when the customer is rude or crass with them. Their gamble for them is not that they may have to comp an item or give a discount, No most of the time it is a total loss if customers leave unhappy. Servers who are skilled in the art of the constant smile and kind words make the most because they understand the tip is usually ALL or NOTHING and their time is precious.

Successful Servers play with kids, have photos of their kids in their server books, learn names quickly, ensure accuracy in order taking like they take phone orders for catalogs. They smile often, enjoy doing the job and make their tables laugh. Face time is how they make money so they spend time near or around their tables. They say "Thank You" a lot. They can recognize the level of service needed quickly and come to a non-verbal agreement with guest on level of service quickly. They are not the same to each guest. They tailor service to the customer who is in front of them.

Servers have Suppliers.
Being a middle man or woman has never been fun. But that is how business runs. Servers have to get supplies from Kitchens, Bars, Hosts, and Managers. Sometimes they are responsible for maintaining their own supplies like side work during shift. When business owners work with suppliers they Place orders, Ensure order accuracy, Deal with returns and quality issues and most importantly deal with the people who supply the items. When dealing with suppliers you first want to speak the same language. You may think you are ordering one thing  and really be ordering another. You must have product knowledge and know the ins and outs so that you do not over or under order. The people who are the suppliers can be temperamental or busy running their own business as well, So you must find the right ways to communicate.

Successful servers have great menu knowledge, ask the questions before they become mistakes, review orders before sending to kitchen. They have good relationships with cooks and bartenders so that their orders are fulfilled happily. Some even buy treats or say a lot of "Thank You's" to co-workers. I have seen some who even know all the cooks names.They communicate with Hosts and Mangers when the business is overwhelming and express concerns when supplies are low or poor quality. They treat others with the respect they want to be treated.

Servers have Business Climates.
Doing business in different climates requires we act differently. Business climates can mean different traffic patterns, schedules and availability of work, technical support, external marketing, strengths and opportunities of surrounding area.

Successful servers open their availability and show their cooperation to work themselves into prime shifts and schedules. They do not try to mandate their schedule but show how beneficial they are so that they have opportunity. Successful servers find themselves in the building when the customers are. They quickly know which manager can provide quick assistance and which ones are just not available. They know how to stock computer printers and where things in the restaurant are that others don't. Successful servers do not rely on who they are working with but rather know how to work with anyone. Successful servers are brand ambassadors. If they are not happy with their product they should probably sell something different.

Similarly to renting a chair in a salon for a hair dresser is how Successful Servers view their job. They have space in a place where customers are coming or can be driven to but they must still operate as business owners dealing with the salon owner and marketing themselves to people who will come and get their service.They have to ensure that their service is better than the salon next door or the hair dresser who has the chair beside them. It is about point of view.

Non-Successful servers view things in a take, take, take mentality and consequently never maximize their business to its full potential.

Running your own business always carries Risk/Reward. But it is very fulfilling and profitable if done right.

Advice for Kitchen Managers

I'm a restaurant guy...

and I understand that some things in my (the restaurant) world seem like common sense when you are in it but if you are new to it, ideas and actions can seem foreign.

Today I want to share some insight for Kitchen managers all over the world.

First let me tell you that kitchen managers are not judged by Food Cost or Food Quality. See it seems a little foreign. Food Cost and Food Quality should be innate. Kitchen Managers are actually judged by their ability to organize and keep a clean kitchen.

What is the area I define as kitchen?
Anything behind the swinging doors. This includes drink stations, expo lines, carry out areas, line, prep and storage areas, if applicable office and break room. All of these areas fall in the term "Kitchen" when we talk about clean and organized.

Rule #1: Everything works
Never leave equipment inoperable, missing pieces or unusable. In this economy especially many kitchen managers are focused on profitability so sometimes we just wait to repair or decide that piece of equipment is not necessary. Whenever we make these decisions we put unnecessary stress on our people or other pieces of equipment. which usually leads to accidents or even more needed repair and maintenance due to excessive wear and tear on the equipment that is still working. Even a broken timer can lead to overcooked and wasted product. Helpful hint: If it requires duct tape to use...throw it away and buy a new one.

Rule #2: Everything clean
I often say "If everything we saw with our eyes, came out of our mouths how much more would we get done?" Silent approval is the number one cause for a dirty kitchen. The kitchen endures a daily build up of grease and trash. Weekly cleaning lists can catch most but regardless of day, if it is in need of scrubbing then  it needs to be scrubbed today. The kitchen manager is the leader of the cleaning brigade and follow up king. The kitchen staff hates to work in a dirty kitchen but loves to work in a clean one. Instill the pride in them and give them the tools to keep it up. I have always been a big "elbow grease" guy, but some guys prefer a power wash regiment. Work with your kitchen to find how they like to clean and keep those supplies handy.

Rule #3: Grocery Store Shelves
Ever work in a grocery store? I have for a minute. You would be amazed at the amount of time and money is invested to make the shelves look full and stocked. Daily people re-face all cans so you can read labels, they hire companies to re-align shelves and re-zone product for easy access and functionality. This is what gives you a nice looking aisles when you are shopping. We should take the same approach in our dry storage, cooler and freezer areas. They should always give the appearance of adequate stocking and be well maintained. This requires that you actually spend time in each room daily replacing and rearranging items to give a crisp appearance. A kitchen manager should touch each product daily and gauge pars and stock levels to usage. Functionality is key; if you cooks can get to it or if they can rotate it properly then it has great impact on cost and cleanliness. When you can't find a product you cannot use it or will order too much of it. Think about the impact on organization it would have on your kitchen if we took a grocery store approach.

Rule#4: Well lit areas.
Is every light in your kitchen working? Over the years lighting products have greatly improved. They make brighter and whiter lights for every type of socket and light fixture. The brighter a kitchen is the better. If you kitchen is as dark as a dungeon it is probably as dirty as one. I support investing in brighter lights for kitchen areas so that we can see where to clean and it just makes it a brighter place. Light well all storage rooms too. It seems simple but it is one thing you can do that can have immediate impact in appearance.

These rules are simple and will go a long way in ensuring a great reputation of being a top-notch kitchen manager. Remember that if you are doing things well in the food quality and cost areas then eventually someone is actually going to come look at what you are doing. Follow these guidelines and give them the organization and cleanliness they expect to see from your establishment. If you are suffering in food quality and food cost these rules will also make impact into both those areas. Don't believe it? Try me.