High Performance Restaurant Operators

One person can affect the culture of a restaurant POSITIVELY or NEGATIVELY. It is easy to fire someone who is NEGATIVELY affecting the culture IF they are a low performer.

But what about high performing person who is NEGATIVELY affecting the culture? AKA the talented jerk?

IMPORTANT NOTE: The talented jerk is NEVER worth the value of the culture.

DON'T MAKE THESE 3 MISTAKES WHEN GIVING PRAISE!!!!

1. "You did great BUT......"
2. "Thank you for being so awesome, can you cover a shift tomorrow?"
3. "Great job! You did it just like I would have." - AKA I complimented my ego, not your accomplishment.

Praise and Rewards should be specific, sincere, & soon.

There can be anxiety in the restaurant industry right now. Covid and Technology have accelerated the evolution of restaurants, and the future of a restaurant's success can be blurry. The strength of a restaurant's culture is one of the strongest measurement systems for future success.

A mission statement focuses on the purpose of a restaurant, and the vision statement looks to the fulfillment of that purpose.

There is a time and place for high-level thinking. Restaurant leaders must have the ability to look at the industry from 30,000 ft and then move forward. HOWEVER, we can overthink what success looks like. Success can be simple, and simple is hard work!! Sometimes, the solution to our problems is executing the simple stuff!!

Finding staff right now is DIFFICULT!! Restaurant owners MUST remember that their restaurants have TWO reputations. If your restaurant is an OUTSTANDING workplace, Word will get out!!

P.S. Word will also get out if a restaurant has a negative work environment.

Will the new hire PERFORM??

A new hire's performance is often a reflection of the performance of onboarding and training.

Being a general manager for a restaurant chain can be one of the most challenging and lonely positions. The corporate office directs you but does not involve you with the decision-making of the corporate team. The in-store staff looks to you for answers while you practice a degree of separation because of your position. The general manager must balance the communication between the in-store team and the corporate office. Owners, help your GMs by teaching them how to share information.