ELECTRONIC HOUSE CALL - September 28, 2007

I am off the road for another week, regaining my balance and catching up on projects. Joel and I are excited about the Birthday Bash in November as we see the details coming together, the leaves are turning and it is starting to feel like fall -- perhaps my favorite time of the year -- and I have time to do some planning for a trip to Costa Rica in December to get some dental work done. Life is good.

Everything in life has its cycles and I am starting to sense that the labor shortage we lived through several years ago is coming back. The good news is that I have a system that will help you get the right people ... the first time. There may not be enough good workers to go around, but all you need is enough to keep your own shifts full. What your competitors do (or don't do) is not your problem.

Oh, and this is your last chance to participate in the survey on training. I'll have a new one for you next week.

FULL SHIFTS ARE NOT LUCK
Keeping it Real
Can you imagine a professional athletic coach, losing game after game, sitting quietly in the locker room hoping that the key player his team needs will drop by looking for a job? Of course not. Foodservice managers shouldn't take that approach either.

Here are six ways to find and develop the talent you need:

1. Look outside the restaurant box.
The good people are already working. When you encounter good customer service at a dry cleaner or the post office, hand the service provider your card and say something like, "I am really impressed with your approach to service. If you know of people like yourself who might be looking for an opportunity, please ask them to call me." Half of the time, the person you talked to will show up (because what you have to offer is probably a lot more exciting than his or her current job), but even if that person doesn't, good people tend to hang out with good people and mediocre people to hang out with other mediocre people. If this person impressed you, chances are that his or her friends will share many of same attitudes.

2. Pay more, demand more.
You have never been able to attract the talent you need by paying minimum wage
The question is not what you pay, but what you get for it. Ultimately, we need to be able to operate with fewer people who are more productive and making more money. Customers are willing to pay higher menu prices at a restaurant with good, attentive service.

3. Train more, train better.
As an industry, we do a terrible job of training. We do a decent job with new hires because we know they don't know anything, but what about workers who have been with you for six months or six years? What do they know this week that they didn't know last week? Instead of worrying about how to find good new employees, teach your current employees to do what you want.

4. Empower your employees.
Once hired and trained, give your new employees the latitude to shine on their own. All the great flight training in the world will never make anyone a great pilot -- at some point employees have to solo. Remember that in life there are many right answers. Be willing to get your results their way.

5. Be a great boss.
The biggest barrier to creating a great staff is turnover. If you didn't lose so many people, you wouldn't need so many people. Workers don't leave companies, they leave managers. Are you the sort of boss that you would want to work for? If you have a turnover problem, look in the mirror.

6. Do something.
The universe rewards action. The fact that you never had to do any of these things before is not an excuse to sit there.

Access my special report on how to get the right people ... the first time.

KITCHEN NIGHTMARES
Gordon Ramsay Runs Amok
After watching Gordon Ramsay's new show (Wed, 9pm on Fox), I prefer the UK version ... but if you can look past the profanity, the yelling and the Fox-ification of the format, there is some good material in this program.

One thing that sticks with me is Ramsay's sense of urgency. When he finds something that is out (spoiled food, dirty kitchen, anyone not carrying their weight), he deals with it immediately -- no candy-coating or dancing around the topic. Unsafe conditions in the kitchen? Shut it down in the middle of the meal and get it handled. Throw out all unsafe food. Scrape down the equipment and steam clean it. Get an exterminator in today.

Confusing menu? Change it now. Incompetent kitchen staff? Bring in a consulting chef to set things straight. No curb appeal? Change the look by tomorrow. Nondescript name for the restaurant? Change it. Boring interior? Change it today. Granted, Ramsay (or Fox) pay for the changes, there is no reason that a motivated owner couldn't do the same. The changes are critical, necessary and result in an immediate surge of energy in the staff.

Whatever your feelings about Gordon Ramsay, envision what he would do if he came into YOUR operation. What needs cleaning? What needs changing? What conditions are you allowing to persist to the detriment of your guests and your bottom line. Identify them and fix them ... RIGHT NOW. A sense of urgency is a very profitable personality trait.

MALL OF AMERICA SPILLS THE BEANS
Why Engage in Marketing When You Don't Have To?
The Mall of America in Minneapolis has a top notch reputation. It's a national destination. Groups organize tours and charter planes go there. Name awareness is 100%. So you would think that it doesn't have to advertise or market itself, right?

I mean, why spend huge dollars on advertising and marketing when everyone is familiar with this attraction? No, the Mall of American does not need to advertise ... but it does!

Jill Renslow, Marketing Director of Mall of America will explain to attendees at the Birthday Bash the secrets of how to maintain the energy of a well known brand; how to convince people to return ... how not to take any customer for granted while you're a successful operation.

And, she will spill the beans about how and why she keeps the Mall "energized" with fun and promotions. Hmmm ... sounds like this is something that's perfect for you independent restaurateurs. Jill will join us at our the Birthday Bash on November 12 and 13. You should be there too!

Find out more about the Birthday Bash ... while there are still seats available!

TO TRAIN OR NOT ... AND HOW?
In July, I asked about your biggest concerns for the rest of 2007. Among the more common responses was staff training, so let's look at that a little more closely this month.

As usual, I will send copies of the survey results to everyone who participates. In the meantime, you can download copies of all past EHC surveys -- including the massive WOW Ideas collections.

Add your thoughts to this month's survey.

BIG MISTAKE = BIG OPPORTUNITY
Cashing In on Confusion
It was a classic "Senior Moment." I pulled the last DVD set of my staff training program off the shelf, went into a panic and ordered 20 more sets. Big mistake! The next day I discovered 15 DVD sets that I just hadn't labeled.

They will all sell eventually, but I'd like to unload 15 extra sets to make the inventory more manageable. This is where the Big Opportunity comes in. Purchase one of the 15 DVD sets at the regular price of $197 and I will throw in 20 copies of 50 Tips to Improve Your Tips, an $89.95 bonus! But I can only honor this deal for the next 15 orders, so act quickly.

Take advantage of my goof. The next 15 orders I receive get the books.

THE PERPETUAL QUESTION
"What did you learn from your staff today?"
This week I learned that my staff is eager for knowledge. They want to be included and informed as to why things must change. I have learned that they want to hear more positive feedback and recognition for their hard efforts. They have expressed feeling unimportant when they constantly see movement in the management team who comes through the restaurant.

It is funny (perhaps not) that they have given us a number: "Manager #103" and so forth. They feel that the restaurant is a joke and that any positive improvements will only last until their GM's next promotion. Some employees have been her for over 13 years and do not believe that any good results will last.

I have experience with this staff. I was a food server in this restaurant so I understand their points of view and their dissatisfaction with the way the restaurant has been run in the past. My only intention is to make a difference for them, show them that someone cares and values their contribution to the success of the restaurant. – Rosa, Las Vegas

Listening is definitely the place to start, Rosa. It will help you understand what is going on with people ... and it will help them see that you are going to take a different approach to things. However, I would also take a long look at what has been causing the revolving door in the GM's office.

If, as I suspect, the problem is a group of owners who want to micromanage the operation and second-guess the GM, you need to have a serious sit-down with them to explain how their actions are undermining the operation and be sure you will have the latitude and support you need to be successful.

Listening is an important skill to avoid a confrontation in a case like this. It is their business and they are entitled to screw it up any way they want ... but they are taking their current approach because it makes sense to them. You need to respectfully understand their motivations before you can suggest a workable alternative. The better you listen to them, the more likely they are to listen to you. (This is true with your staff, too.)

Never doubt that the most important (and profitable!) skill you can develop is your ability to truly listen ... on all levels.

What did you learn from YOUR staff today?

I will continue to collect your answers to this important question until they put me in the ground. Just click on the link above and contribute your insights for the common good ... and your own as well!

LIGHTEN UP!
The Noble Experiment Continues
Here is the weekly report on my personal project to lighten up:

Goal: -50 Last Week: 0 Total: -11

I have had ups and downs but two months after I started this, my average loss is a bit over 5 pounds a month. I am impatient, of course, but it seems like that is really rather sensible progress.

A growing number of folks have joined me in this audacious venture. I applaud their courage in "going public" although I question their seriousness when they fail to make their weekly report.

Mary Jo Beniger -- Goal: -25 Last Week: 0 Total: -9
Cindy Casady -- Goal: -30 Last Week: 0 Total: -7 (no report)
Tom Combs -- Goal: -65 Last Week: -1 Total -8 (no report)
Chris Corrigan -- Goal: -25 Last Week: -2 Total: -2 (no report)
Trice Micheals -- Goal: -50 Last Week: -2 Total -6
Steve Ulrey -- Goal: -12 Last Week: +1 Total: -2
Bill Breslo -- Goal: +5 Last Week: 0 Total: +1 (no report)

Do you have a weight loss goal? Do you have the courage to put yourself on record? We all work better when there is someone or something to hold us accountable. If you are interested in how it's going, scroll down to the bottom of the EHC each week and check out the progress. If you could care less, don't!

© 2007 Restaurant Doctor