Page 17 - BRS - 010_04
P. 17
doing things right. And we had two very powerful programs that was. And that made a huge difference too, and it was absolutely at
encouraged that positive behavior and built what I call a culture of no cost to my restaurant, but it elevated the team and it drove them
family. forward and it helped build our brand.
It started with a program that I developed called Difference Dollars, Nick:
and it was really, really simple. It’s something that any restaurant Let me ask this too. I know you have a system that helps restaurant
can do right off the bat. But when you notice employees going owners, and I’m assuming it could probably help bar owners as well,
above and beyond and making a difference in either a guest’s really turn their staff into sales superstars. And before I ask you a little
experience or a team member’s experience, helping a team member bit about that, one of the things I’d like to pick your brain on that I’m
in need, going above and beyond to deliver an amazing guest sure anybody would want to know, give me one example of how you
experience – it doesn’t matter if you’re in the kitchen. It doesn’t are able to get the staff to double their check averages.
matter if you’re in the front of house. Every week, we recognized
two to four people throughout a staff of 60, and by recognizing Roger:
them, I noticed something that made a difference. And then we It’s as simple as recognizing an order taker – that’s a term that I use
would call the entire team together on Friday and Saturday night pretty loosely because I dine out across the country. I go to bars
before the doors opened. We’d have 30 or 40 people all gathered and restaurants all the time. In this business, I’ve noticed so many
around in the kitchen, and I would get up and talk about what these operations that aren’t training their staff. These people might be
individuals did that made a difference, and then I would present personable and friendly, but they still have that pad in their hand.
each with a $20 dollar bill and a can of Red Bull. It was something They take the order, deliver the food, and bring the check, and to
that – no one knew when they were going to be recognized, but me those are ordinary experiences. But where I’m going with this is
it was genuine, it was authentic, and it was absolutely something an order taker’s M.O. or general way of operating is by asking what
that made a difference. Those people – you could just see the pride I call yes or no questions. And any time you sit down in a restaurant
on their faces, and then when the entire staff applauded for that and they say, “Does anyone want dessert? Can I bring you anything
contribution, it just carried the team week after week after week. else?” that is a path of least resistance, ordinary experience
Even when we were slamming busy, even when customers were happening that is not dazzling the customer. That’s not telling the
coming in the door at 10:00 p.m., it’s like that culture of family – customer anything about what makes that restaurant unique and
everyone supported each other and that was like a cornerstone special, so it all starts with product and restaurant knowledge.
recognition moment.
We have to recognize that every day in our restaurants and bars,
And then those people would be recognized on a Make a Difference we are getting new customers walking in the door for a variety of
board where we would literally print what it was for all to see, who reasons. Either they drove by your place and it looked appealing
did it, and what they did to make a difference. And it wasn’t just and it just happened to be lunch or dinner time, or they saw an ad,
about the $20 dollars and the can of Red Bull, although that was or someone said, “Oh, go check that place out.” They’re walking in
kind of a little incentive kicker. It was really about that recognition for the first time and they don’t know the first thing about what’s
that made them feel proud of what they were doing, and it unique or special about that restaurant.
encouraged them to just do their best work and best practices. That
was one example. So we develop staff to have such incredible knowledge that most
of the time, nine times out of ten, any questions that get asked by a
Another thing I found out in the beginning was all of my suppliers customer are answered. It’s not an “I don’t know” or “Let me go ask
in the business, whether they be food service suppliers, liquor my manager,” which is a negative impression. It’s like they’re on top
companies, beverage distributors, credit card processors, all the of this stuff. So the easiest way of doing that is eliminating the order
people that we did business with in the marketplace, I asked them taker mentality, absolutely forbidding the yes or no questions, and
for valuable merchandise that they may have kicking around. And I instead giving choices. By giving choices and bringing those choices
quickly found out that a lot of these companies had warehouses full to life, you can suddenly double your odds of making the sale, and
of this stuff from past promotions that they didn’t use everything these choices are opportunities.
or whatever it was. And they started dropping this stuff off at our
door, and we got golf clubs and skis and snowboards and stereos I’ve always said that every table in a restaurant or every seat at a bar
and television sets and wearables, high tech outerwear and hoodies. represents a series of opportunities as long as that person is sitting
So I filled the closet with prizes every single season, because we in that seat. And opportunities exist across the board – appetizers,
were only open four months a year, and then whenever I noticed entrees, desserts, specialty cocktails. Whatever they are, the guest
somebody going above and beyond and making a huge difference, may have no idea that they’re really going to enjoy this stuff. So if
I’d have a little chat with them. I’d thank them personally for their we’re not educating, informing, and entertaining each and every
contribution and how much they meant to the team, and then I’d guest, every table, every time, we’re delivering ordinary experiences
say, “Hey, let’s take a walk to the closet. Go pick out something.” and leaving lots of sales on the table. So by giving choices and
And they’d walk out of there with a pair of skis or golf clubs or bringing them to life, that’s the way you can double a check average,
something with tremendous value – neon beer signs – whatever it and it works nine times out of ten.
PAGE
17 NEXT PAGE >>