ELECTRONIC HOUSE CALL - July 7, 2006

As we start into the second half of the year, it is a good time to pause and see where you are relative to the goals you set for yourself. Are you on track? Do you need to make a few course corrections to be sure you end up where you want to be at year's end?

I am doing the same thing right now. One step in that process is finding out if the EHC is offering you what you want and how I can best be of service to you. Toward that end, the July survey asks for your feedback, comments and suggestions.

Perhaps you should also be surveying your staff and guests to see how they feel about what you are doing and how they think you could be of better service to them. You will be amazed at the information you can get if you just ask ... and listen.

A SLICE OF LIFE
I received this note awhile ago. It is typical of many of the pleas that come my way. For the sake of privacy, I am not identifying the sender but I think the situation is worth a look

The Message:
I've been with a restaurant group for over two years. The first year and a half I admit that I was a goof off. However, in the last eight months I have turned it around and really done a great job. I've become the kitchen manager where I have developed a great group of people who want to do their best, and many want to pursue management careers.

However, I feel that the company does not appreciate their endeavors even though we have brought food cost down and strived to assure adequate staffing levels. Granted, labor costs can be better, but what is more important, lowering labor costs or building sales through consistent execution?

My Response:
When people tell me their payroll is too high, I tell them their payroll is fine -- it's their sales that are too low! Personally, I would rather put energy into increasing sales rather than decreasing costs ... but I am not your boss.

If you work for someone whose priorities are different from yours, try to open a dialogue on what is important and see if you can reach an agreement. If you and your boss are truly coming from different directions, the next question for you is "Can I live with it?" If you can, keep plugging. If you reach a point where you cannot live with it, take your talents to someone who has a more compatible perspective.

Don't waste a second of your life feeling resentful and don't make your boss wrong for seeing the way he/she does. We all have the right to screw our own lives up in any way we want! Good luck.

A Note From the Doc:
As I have said before, people don't leave companies, they leave managers. Without knowing the other side of this story, it looks like an unwillingness to listen could cost this place the better part of their kitchen staff.

Labor costs may still need work but it appears as if management is not trying to be part of the solution or at least has created a situation where they are perceived in an adversarial role. Regardless of who is "right" everyone loses. To achieve productivity and loyalty, you need to be building your people up rather than tearing them down.

The only good news in this scenario is that arrogant management is probably driving good people away from competing restaurants in your market area as well. If you are a compassionate operator who values and respects your staff (and makes sure they know it), you can have your pick of the litter.

100,000 MILE TUNE-UP
Just as your car needs a major tune-up from time to time, your restaurant periodically needs some detailed diagnostic attention to continue to perform to its full potential.

When a concept has enjoyed success in the market over time, it is easy to start taking it for granted. The concept gradually – almost invisibly – gets stale. With the quantity and quality of the dining choices that consumers have, stale concepts can't survive for long.

Super Summit 2006 will provide you with specific skills, ideas and plans to make your operation more competitive and allow you to appeal to newer, larger, (younger?) markets. If your primary customer base is graying -- and many are -- your future success depends on your ability to diversify.

Respected food consultant Phyllis Ann Marshall will be joining me for this two-and-a half day, hands-on event that will rekindle your passion for your work and reposition your restaurant for long term success. In over 45 years in the industry, I have never heard of a program like this one!

If you have 100,000 miles on your present operation ... and would like it to run smoothly for another 100,000 ... you definitely want to look into Super Summit 2006. For a sneak preview of what we have in mind for a select group of operators next September in Charleston, South Carolina, click on the link below.

Don't Miss This!
The first (and largest) early registration scholarship expires on July 15. That's barely more than a week away. Why not save $500 while you can? The true entrepreneur does not hesitate when opportunity presents itself.

See the preview of Super Summit 2006.

THE JULY SURVEY
We are halfway through the year -- time to check in and see what's on your mind. I know that time is tight this month, so let's use the July survey as a way to pause and take stock of where we are and where you want to go.

This month I am interested in knowing the issues you would like to see addressed in future surveys, how you think I could improve the EHC and anything else you care to pass along. I promise to give careful consideration to all ideas submitted.

Everyone who takes the time to share their thoughts will receive a copy of my forthcoming e-book, "Building Sales Without Selling." Unfortunately I did not have a spot to enter your address when I first put the survey up. If you were one of the first nine responders last week, please give me your e-mail address so I will know where to send your e-book.

I will close this survey on July 21 to allow enough time to reflect on your comments before I put together the August survey.

You can download copies of all past EHC surveys including the massive WOW Ideas collection.

Please let me know what's on your mind.

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

I learned that the service staff was resentful of the kitchen crew for coming out to get a drink from the soda fountain (ice water, iced tea, coffee, etc.) They likened it to the way the cooks get irritated when service staff walks onto the cooking line to get an extra plate, grab a slice of lemon or use the microwaves to heat up pie while the kitchen is "under load."

Having been trained in the back of the house, I always took it for granted that service staff would not be allowed onto the line during service to avoid confusion and accidents, but I never turned that perception around to the front of the house point of view.

Now I am much more aware of the traffic patterns and needs of the service staff on "their side of the line" than I was before. I think that the servers are more appreciative of the space I try to allow them when they're busy. -- Steve Browe, Paul's 5th Avenue, Grandview Heights, OH

This is such an easy irritation to fix ... but it would never have happened without Steve's willingness to ask and to listen. In my experience, both your staff and guests will give you information to the extent they feel you are interested in receiving it. If you don't care, they won't waste their time telling you.

Most people listen in a rather unconscious manner. In fact, some studies suggest that people only tend to hear ideas that agree with what they already believe to be true. (Our political "debates" are an excellent example of this ... but let’s not go there!)

Are you really interested in knowing what is going on ... or do you only hear those things that agree with your idea of how things should be?

Never doubt that the most critical -- and perhaps profitable -- 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!)

NOTE:
Enhancing your listening ability is just one of the skills you will develop at the annual Foundations Program of the CEO Project. We are accepting applications for the 2007 program, scheduled for June 11-13. Mark your calendar.

We are also offering a no-cost year-long intern program to those who sign up early ... along with the ability to lock in tuition at the 2006 level and spread the payments over ten months. Those options will go away as the months pass. Click here to get the story on the CEO Project.

What did YOU learn from YOUR staff today?

© 2006 Restaurant Doctor