If you make the paradigm shift that we are in 'the experience' rather than the 'food service' business, then you need to grapple with the dilemma of how to 'put on a show'. This is not the 'show' of phony, baloney pyrotechnics, (although an occasional magic trick can be useful), but the 'show' that depicts your story, your concept in a meaningful, memorable way. It can be as simple or as quiet as your concept dictates. It is rarely about noise, explosions of color, flavor or personality. Most often, it is about how your staff of actors interacts with the guest. This is the moment of truth that gives agita to so many.

I am suggesting that you re-examine your definition of training, and incorporate some of the truth of Miss Adler's wisdom. As I write this, I can hear some of my own 'practical experience' shouting back at me, "Are you nuts? Work from the circumstances, forget the words and focus on the place? Get real." That is precisely the point. This is a way for your staff to get real.

Let's break it into small pieces and work out each step. Answer these questions:

1. What is your story?

Every eating establishment has a story. It may be an actual history (real or not) that outlines how the concept was derived, or it may be a simple statement of values that power how and why you do things the way you do. The key here is to make sure you have one or the other and then, be sure you mean it. You could do no greater harm to your restaurant than to spout a bunch of nostrums on your menu or in other places that staff or guests could see. Promises may sound good, but if they are not acted upon, it is worse than fakery; it is fraud.

2. How does your physical plant reflect the story or values?

As Miss Adler said, "The words can tell you about the place, but it's the place that will tell you how to act". Look for opportunities to bring your concept or values alive with one or more of the 5 senses. If you are about 'fresh', where do you demonstrate that quality in pre-emptive, spectacular fashion? So many restaurateurs get pragmatic at this juncture. If you want to kill the 'fantasy', think food or labor cost now. I say this with all due respect for your P&L, but this is a crucial moment of truth. Find a way to make your concept or values 3-dimensional and perceptible by at least two of the 5 senses. Three is even better.

3. Does your training include a thorough trip through the experience, as the guest sees it?

The best staff is well versed in what makes the experience unique. It means they understand what 'great' looks, tastes, smells and feels like. They should try (or at least taste) everything on the menu. They should know what makes each item different, interesting or better than the other guys do. This transcends the practical 'blocking and tackling' of service. These are givens, albeit not easy. When your staff really understands your concept or values 'as an experience', they will be able to communicate it to the guest with conviction.

4. How do you manage your 'pre-shift'?

The casual and quick serve segments of our industry would benefit, if they took a page out of fine dining. Many fine dining restaurants have a custom where the staff meets over a 'communal' meal. It functions as both a 'pre-shift meeting' and shared dining experience. The staff is tested for concept knowledge and individuals are assigned relevant topics to teach the group. It increases their knowledge and instills a greater level of accountability. This is food or labor cost well spent.

5. Do you recognize and reward the 'right behavior' in a timely, personal way?

The communal gathering also gives management an opportunity to recognize and reward the right kind of behavior in a personal way. Let's make a 2003 resolution: No more recognition or congratulations via the bulletin board!

The ideas here constitute parts of a method that, when applied, change how your business is both conducted and experienced. "Method Marketing' is not just hyperbole. Let's be 'givers' of feelings, not just facts. Sales and profits will follow.

Have any questions about this issue? Please feel free to email me at rick@rickhendrie.com, or call me at 617-547-5123 or 617-335-1011. I'll do my best to help you out.

 

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