ELECTRONIC HOUSE CALL - February 2, 2001

I am enjoying the last of a few days at home before heading to Colorado to talk with a group of large Domino's franchisees about how to get more done with less effort. I have two items for you today, both of which came to me from other sources.

WHO WAS THAT MASKED MAN?
Alan Weiss, a speaker colleague of mine, had this little gem in his latest newsletter:

"Lutece is the legendary restaurant in New York which once represented the epitome of haute cuisine in the center of the universe. It has since been through different owners and tough times and has been surpassed in the increasingly competitive high-end restaurant scene. I found myself there last week with a friend with whom I've had lunch once a month or so for nearly 20 years. He and I can both afford the best of restaurants and can tolerate each other's arrogant and overbearing personalities. It's a match made in heaven.

Lutece is now owned by a friend of his who had run another restaurant, Cello, which we both loved. So he wanted me to see what the new Lutece would be like. During lunch, there were only six tables occupied.

The owner came over to be introduced, and he, in turn, brought out the 24-year old chef, fresh from Paris, to be introduced. After the pleasantries, they left and we went back to a truly excellent meal. However, the owner never offered a card, nor did he come over to say "goodbye" when we left. For him, he was acting politely but the meeting held no interest.

What was he thinking? He was introduced to someone who can return, bring others, and even publicize his restaurant, and he doesn't even proffer a business card or offer to provide special attention if and when I return. And this, mind you, in a room with only half a dozen tables busy."

A note from the Doc:
It doesn't matter if you are running Lutece or a restaurant farther down the food chain, this business is built on personal connection. If you don't take care of your guests and let them know how much you value their patronage, you will get your business down to a level where you can handle it! What is the quality (and energy level) of your guest interactions these days?

EMPOWERMENT WITHOUT LEADERSHIP IS NOWHERE
Ronald F Jones, a hotelier for 53 years and former director/general manager of Claridge's in London offered this thought (courtesy of World Hospitality Online via Hotel Resource Network News):

"Other hotel managers might argue that 'management by walking about' is out of date, and that 'empowerment' of more junior staff is a management style more in keeping with today. In my opinion -- and I have experienced the technique first-hand in many hotels in the US as well as England -- 'empowerment', rather than shared responsibility, fosters mediocrity. The hotels stand out like a beacon where somebody is clearly in charge to offer firm leadership and authority. Think of an army without leadership, where soldiers are 'empowered' to act for themselves, and think of chaos."

Another note from the Doc:
Leadership is getting the herd to move roughly west . . . but that presumes that there is a clear understanding of which way west is in your organization and that someone is watching out for strays and getting them back into the herd. Some days we move faster than others, but do not confuse delegation with abdication. In the end, you are responsible for being sure that the group is headed in the direction you set.

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