ELECTRONIC HOUSE CALL - October 28, 2005

After a few well-received programs in Sacramento and Boise earlier in the week, I am getting ready to get back on the road again ... this time to Dallas for a five-day Internet marketing seminar.

I probably spend several weeks a year (and many thousands of dollars) to keep my axe sharp. How are you doing in that regard?

LESS IS MORE?
Americans eat what's put in front of them, even if it's way too much. In fact, adults and children -- even kids as young as 2 -- will keep on eating if they are served bigger portions, according to two new studies discussed at the annual meeting of the Obesity Society, an organization of weight-loss professionals.

Since the restaurant industry, fairly or not, is taking a lot of heat for the general overweight state of the public, it is a subject that we must consider as a new operating reality. Granted, legislation in many parts of the country -- and perhaps soon on the federal level - - may shield restaurants from prosecution for what is clearly a personal choice, but that doesn't mean that we cannot be thought of as guilty by association.

Many restaurants have used huge portions as their point of difference in the market -- and people will eat it if you put it out there -- but they will also be happy with less. The trick is how to have them leave satisfied with less food.

The answer is easier than you may have thought -- seconds.

That's right. Offer a smaller initial portion and let guests know that they can have a second helping if they want it. Not all items lend themselves to this approach, of course, but you would be surprised what you can do if you put your mind to it. It can also set you apart from your less-adventurous competitors.

The idea is that many people will be comfortably full with less food anyway. (Think about the times you were satisfied after finishing just the salad and a roll or two.) They want to be full at the end of a meal but not immobilized ... like they might be after the typical Thanksgiving dinner.

As several chains have discovered, just reducing portion sizes can lead to a backlash from guests, particularly if prices do not drop proportionately. But the offer of seconds keeps the promise of larger portions without the requirement to serve food that guests will not consume.

The end result? You stand out from the herd, guests will always have hot food to eat, they will always leave comfortably full and you will likely serve less food in the process. Notice that I said SERVE less food. Your sales might actually increase if you do this right ... and higher sales with less product consumed is a good thing!

A LESSON IN LEADERSHIP
I was flipping through my DVD collection recently and came upon the 10-part HBO mini-series "Band of Brothers" which still strikes me as the most impressive programming ever created for television.

It presents the true story of a company of paratroopers in WWII, starting with the D-Day invasion. Produced by Stephen Spielberg and Tom Hanks and written by Stephen Ambrose, it has the level of finish, intensity and honesty of "Saving Private Ryan" ... but that is not my point today.

One of the characters is (was) Lt. Norman Dyke, a company commander. When the company was under fire, he either stayed tucked into his foxhole or ran off on "essential errands," leaving his First Sergeant in charge. The First Sergeant's described Lt. Dyke as an "empty uniform" -- physically present, at least some of the time, but totally lacking in leadership.

The narration summed it up nicely in two sentences that really struck me: "Lt. Dyke is not a bad leader because he makes bad decisions. He is a bad leader because he makes NO decisions."

This got me thinking about bad managers I have known. When the place was slammed, they either hid out in the office or headed off on "essential trips" to the bank or the restaurant supply store or anywhere that would get them out of the place.

I may be preaching to the choir here, but the job of a leader is to lead ... and that cannot be done from the rear. A leader has to be in front of the troops when they need leadership -- to assess the situation, assign tasks, answer questions and generally let the company know they are in good hands. It is critical that the leader makes decisions when they need to be made and shows no fear -- it is less important that all the decisions made are 100% correct or that the leader is afraid.

A Question from the Doc:
Where are you when the bullets start flying?

THE BIRTHDAY BASH
Just over two weeks now until the Birthday Bash. This year Joel Cohen and I are exchanging quantity for quality, going much deeper with a smaller group of operators. These self-selected people will come away with a working plan in place that will put more cash in their pockets and propel their restaurants to new levels of sales success.

Needless to say, this is quite a different learning model from the typical "50 Ideas in 50 Minutes" sort of program that we usually offer ... which is also why we are so excited about it. The focus and the format is all about making sure you get past the "good idea" stage and actually start implementing ideas that will have a positive impact on your bottom line.

We will deal with fewer topics ... but in much greater depth. We will take all the time necessary to be sure you fully grasp Topic #1 before we move on to Topic #2. You will leave this unique restaurant marketing clinic with a solid start on a few proven sales-building plans that will not only pile more cash on your bottom line ... but help you have enough free time to enjoy it!

Click here to find out what we have in mind ... and learn how you can get a $300 birthday present from us just for registering before November 7th. Do it now. We guarantee you will not be disappointed.

THIS IS THE LAST WEEK!
Tattoos. Piercings. Shaved heads. Blue hair. Bare bellies. Pants low, boxers high. What is going on with kids today? How can you put these people in front of your more conservative customers?

The younger generation always seems to find a way to rebel and it usually shows up in dress and grooming styles. (Don't even get me started about their music!) The clash of generations is tough enough at home, but on the job, it can make the manager's job a real tightrope walk.

This month we look at how you are addressing these appearance issues. Next week we take on menus and price increases.

As usual, I will provide a compilation of all the responses to everyone who contributes to this project. Click here to add your thoughts to the October survey.

THE PERPETUAL QUESTION
What did you learn from your staff today?

I learned that home situations can cause havoc with the staff. Poor performance from a usually good staff creates disharmony. If I am unaware of the real reason for performance changes, it is all too easy to jump to erroneous conclusions. -- Helen

This brings up the idea that the less you "know" the more you discover. The trick is to quiet your mind, drop distractions and listen. Be curious. Ask good questions. Look for -- and explore -- different points of view. Seek to understand not only HOW people have things "wired up" but WHY that makes sense to them.

Learning to listen to your staff -- and being intensely interested in what you hear -- will deepen the respect you have for each other. That will show up in the form of increased productivity, lower turnover, a more positive working climate and fewer on-the-job "emergencies."

Never doubt that the most critical management skill you can develop is your ability to truly listen.

I will continue to collect your answers to this important question ... and you can add comments as often as you want. Just click on the link below and contribute your insights for the common good (and your own as well!)

What did YOU learn from YOUR staff today?

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