Embrace The Suck Blog

We’re all looking for the things we should be doing but what about the things you need to stop doing that are truly hurting your business?

Sabotage is subversive. It’s under the radar. It can come from your unconscious mind.

Restaurant, nightclub and bar success and failure comes down to the habits we have...both good and bad. The trick is being aware of the bad habits that aren’t serving you and taking radical action to change them.

That’s bullshit—it’s who you choose to be. Now, if these bad habits are working for you then by all means, lace up those shoes and wear ‘em.

However, if you seem to be stuck, if you don’t seem to be reaching your goals, if you seem to drive people away more than you attract them, then take note and make a commitment to make some changes.

1. Talking Smack about Others

You might say that...

Congratulations—Your bar or restaurant is doing so well that opportunities to expand the business are coming at you fast.

But before you get too far ahead of yourself and sign that new lease, there are several things to take into consideration.

Running one bar or restaurant can be a challenge. When you move to two locations, you start to juggle your time, focus and tasks between the two “siblings.” Moving on to more than two can be tricky.

You need to have a few key elements in place before signing the lease on location three, four and five. Let’s take a look.

The Bench

Firstly, you’re going to need a great recruiting plan in place to fill your bench of talent. Having a successful company culture will help you attract talent, and a great training program will help your team continue to grow and engage (funny how they all work in synergy).

When businesses expand without a strong bench of talent to expand with them, they quickly realize their mistake....

If you were dropped off in the middle of the woods without a map and compass, your chance of making it back to civilization are pretty slim (especially if you have never been out in the wilderness). Having an accurate map and a way to know if you are going the right direction (the compass) are critical. The same goes for your restaurant. Having standards (your map) and a way to know if you are off course (feedback) are required if you want to stay in business year after year.

The best place to start you path to long term success is to have a solid Cycle of Service Plan. Here’s the thing each step is just as important as the next so don’t skip ahead to just the things you like to focus on. Remember that there are no shortcuts to success, however there is a fast track to failure.

Energy is Everything

When asked what does your restaurant sell? The majority would answer food and beverage. Not really. If it was just about food and drink people would stay home enjoy those...

You look at your menu over and over until you feel like your stare could burn a hole in it. Hey, it looks good. Maybe even great. You decide it’s ready to be rolled out and you decide to launch. Sales jump and you get excited. Then....they seem to level off. What happened?

A fresh menu design is like buying a new car. At first, it’s the greatest thing in the world to you. After a few months, a lot of that newness has worn off. Your menu can be a similar roller coaster of emotions. Time to get your menu mojo back!

First Things First

You must know the cost of every item on your menu (that means both food and beverages—no shortcuts here). Not knowing your costs is really not knowing your business. I asked a recent audience (about 150 people) that I was speaking for what I thought was a straightforward question: “How many people in the room know the cost of the items on your menu?” I was shocked to see only 10 hands in the room rise. [Insert shaking head...

Do you want a better restaurant? Of course you do.

You wouldn't be reading a blog post like this if you didn't. You can have a better restaurant today.

Actually, right now.

It starts with one simple decision. Just three powerful words: raise your standards.

While it sounds simple on the surface, it’s actually a little more complicated than that. Saying you want a better restaurant and actually getting a better restaurant can be the challenge. There are a few things to get out in the open before you can make that jump to the next level.

They say that what lies between desire and results is action.

Many people think that the road to success is a fairly straight line. The reality is success is more like a winding road with peaks, valleys, a few roadblocks, detours, and an occasional sinkhole thrown in. Even Ray Kroc, the ‘founder’ of McDonald’s, was quoted as saying, “I was an overnight success all right, but 30 years is a long, long night.”

...

There are some things you just never forget. Your first kiss, your first car, an amazing movie and horrible service. Great service can sometimes be an elusive creature, much like Bigfoot. Incredible service not only is comprised of the mechanical aspects like serving from the left and clearing from the right, it also contains the human element. That's called hospitality. When you combine the mechanical and human together it creates that synergy that today's guests have come to expect.

Here's the real secret to amazing service… It has to be constantly managed and monitored. I'm a big believer that incredible service teams are orchestrated and guided like a well-choreographed ballet.

I eat out to restaurants around 260 times a year. I've seen the good, the bad and the ugly. When you dine out that much you tend to see patterns in behavior. At this point, I can read the team dynamics much like Neo can read the matrix.

Here's my short list of the 7 things your service team...

This was from an interview I did with Ben Goldstein at Credibly Small Business. 

When business is slow, many restaurants turn to discounts and coupons in order to get more people through the door. However, discounting is rarely an effective strategy for developing regular customers, and can even end up hurting your business. We spoke to Donald Burns (aka The Restaurant Coach™) to learn why loyalty programs are a much wiser path to success than giving away your product.

CREDIBLY: What’s the main problem with a restaurant using coupons to attract customers?

DONALD BURNS: I find that people who use coupons are loyal only to the coupon. They’re not loyal to the restaurant or the brand, they’re only loyal to the deal they can get. I use this example a lot: Have you ever gone to Apple and gotten a steal on iPhones? Never. Why is that? They think their product is so good that it’s worth every penny. Their price is tied to their reputation. When you...

When you listen to people talk about their restaurant, there are subtle (and sometimes not so subtle) verbal signals that causes you to have a reaction. A negative reaction. As a consultant, you hear these words spoken and in the back of your mind you hear a voice in your head say, “wait for it”.

Usually those voices are not wrong. It could be a few months or a year. Eventually, those that throw around boasting remarks tend to be sitting down and eating the very words they were saying.

What you say is a reflection on what is really going on in that three-pound piece of gray matter nestled on the top of your body. The funny thing about the words we say to ourselves, is that when we repeat them with energy, we actually believe them!

Here are three common phrases uttered by short sighted restaurants that originate from the three cardinal sins of leadership: ego, pride, and denial.

1. "We’re (or I am) The Best" — Ego

Resting on your laurels is like sending...

As a restaurant coach and consultant, I get paid to produce results. Nothing is more frustrating for me then to waste valuable resources. Trust me, when you are on a week long survival exercise in Iceland and you only have food for 4 days, you appreciate the resources you have......big time.

I did a consulting project recently and the so called "director of operations" was not schooled in resource allocation. For a few hours I went along with his time wasting requests and then I reminded myself what a consultant's job is: to protect the owner's investment. Sometimes we also need to protect people from themselves. In this case the owner had no background in the foodservice industry. Let's just say he had a more medical background.

Now, I'm a big believer in "support the team you play for or play for another team". Owners also need to subscribe to the belief that "if you don't trust the people you hired to do their job, hire people you do". So I had the what I call the "consultant's...