ELECTRONIC HOUSE CALL - July 19, 2002

I will be in China until July 29th, trying to learn the realities of day-to-day restaurant operations in that country -- a critical first step in designing a training program for the client's managers here in the U.S., probably next month. I will do my best to post photos on the website, respond to e-mail and get the EHC out next week, but I understand it can still be a struggle to get online from there, so please be patient if things are a bit delayed.

SHORT TAKES
After some extended time on the road, my list of notes is running into a few pages. Let's trim a few off:

Comment Cards
If a guest doesn't care enough to put their name on the card, toss it. Don't even read it. They are not giving you valid feedback and there is no way to know who they are so you can make things right with them. You only need to care about the people who care enough to let you know who they are.

Mini-duties
There are many details to keep track of every day and it is unrealistic to expect the manager to be the only one responsible for staying on top of all of it. Make your life easier and take a lesson that you probably learned in grade school -- appoint monitors. For example, as day turns into night, the lighting level in the dining room needs to change. How many times have you suddenly noticed that the sun had set and the dining room was as bright as an operating room? Find a couple of people who are sensitive to lighting levels (not everyone is) and make one of them the lighting monitor each day. Their only job is to adjust the lights. Find someone who is into plants and make them the plant monitor. How about a parking lot monitor or a burned-out light bulb monitor? Make each monitor position responsible for something singular and simple. Match the job to an individual's particular talents and don't give it to someone who doesn't want it. Your life will get easier and your staff will get more involved.

First Impressions
If you have a large podium in your lobby that your greeters can hide behind, lose it. The physical separation creates a psychological separation between the restaurant and the guests at the precise time that you should be building a psychological connection with them. When guests walk into the restaurant, somebody on the staff should be moving toward them with a smile ... and you can't do that if you are standing behind a barrier. If you are really serious about making people feel wanted, how about having someone out in front of the place to welcome arriving diners before they even get inside? And don't tell me that it will cost too much or that you are too busy to do it. If you don't take care of your guests, you will get your volume down to a level where you can handle it!

Beat the Clock -- NOT!
This should be obvious but I still see it all the time. Open the doors ten minutes before your scheduled opening time and keep them open until ten minutes after your posted closing time. You do not want to get into an argument with a guest about whose watch is right. Make sure your staff is on board with this and understands the reasons for the policy. It might be a good time to review the idea that the closing time of the restaurant is not the time that everybody gets to go home.

Stamp Out ...
... "vegetable medley." It is uninspired and only shows that nobody in the kitchen gives a damn.
... half-hearted birthday songs. A birthday is a celebration. Celebrate -- and do it differently -- or don't do it at all!
... "____, party of ____". It is mindless and impersonal. Go get them or, at the least, come up with something more original to say.
... "Hi, I am ___ and I'll be your waiter." Did I expect you were here to mow the lawn?

I feel better now.

Program Notes
Info on the next round of Odd Couple seminars will be posted at www.restaurantmarketing.com in the next few days. Building on the success of our recent sold-out program in Raleigh, Joel Cohen and I will be teaming up again for several programs in Charlotte and Asheville, NC in August and Wilmington, NC and Myrtle Beach, SC in September. Other cities are in the planning stages.

The April Super Summit was so powerful that I am also considering another Super Summit in late October or early November. This one would focus on people issues (like recruitment, selection, retention, training, rewards and recognition, how to live with a chef, etc.) Attendance will be limited to 50 and alumni of the first Super Summit will have priority. Watch for more details as plans firm up.

[ Home ] [ Top ] [ Email Restaurant Doctor ]

© 2002 Restaurant Doctor