REVERVICE

Applaud Revolutionary Restaurant Service Ideas

They don’t give a ding-dang if water is by request only, as long as nobody is wasting the valuable time they could be spending on bitching about how little they’re making to anyone who’ll listen.  These are the very same knuckleheads that will be the first to complain about how the guests are getting so cheap about tipping next month.  The boss is betting that the savings will translate into about $21.57 in additional bonus for himself too.

Stupid Management

Who do they think they are – members of congress?

Those that aren’t so short-sighted, the better restaurant owners,  servers and managers, will recognize that they’ve lost opportunities to convince the guest that there indeed is restaurant service at all, and another chance to show an “exceed the guest’s expectations” mentality resides in their place of business. The guest is smarter than you think (I know, hard to believe, isn’t it?).

Oh, by The Way, Nice Numbers Last Month.

1. -Review any policies that have been changed over the past year that resulted in a reduction of service and reverse them.  What have the guests complained about that they miss?  Re-instituting them will make you a HERO!
2. -Go on offense!  Barring any unaffordable added expenses, field suggestions to improve or upgrade the perceived service in your establishment.  Make as big of a deal as you can.  Drawing attention to say, for example, “ Umbrella escorts to your car on rainy days!”, when everyone else is sending the extra cashier/seater/greeter home early will cement your business as one that really cares about their guests, even AFTER you’ve taken their money.
3. -If you’ve ever considered adding Valet Service or a Coat Check, NOW is the time to do it!
4. -On slower days, have the crew polish the silver or glassware, even if it’s not common for your style of restaurant to do so.
5. -Place an increased effort on cleanliness, especially in the restrooms.  This is where you will stand out against the competition.  Their labor savings will show up there first.  Inspect the work that you have done in there, and DEMAND perfection.  Initially, it will take them more labor dollars to get it done right, but believe me – they won’t want to spend any more time in there than they have to, and will find a way to git ‘r done in the same amount of time as before.
6. -Don’t skimp on birthday or anniversary cakes or singing.  This would KILL you special occasion business.
7. -If you have linen napkins, research and implement a more intricate fold.  Impressive!
8. -Water service – if you automatically serve it, continue to do so.  If it is by request only, have your servers do the requesting for the guest by graciously offering it.  “May I bring water for everyone?” increases the perceived amount of service by drawing attention to the effort! Don’t make them ask for it – it’s a HUGE difference.
9. -Do not cut back on the tablewares that you set your tables with.  What would not setting that extra fork, spoon or wine glass really save you?  Bringing it only when it is needed is cheesy, and takes away from the WOW factor of your tabletop.  A wine glass on your table actually increases sales – try it.

The First Company to Do this Wins

With all of the brains and money sitting around at the top of the corporate

Restaurant Management

restaurant world, you’d think that they would have, as the biggest segment of
America’s restaurant industry, figured this out.
Ask any Top 50 company Vice President- “What is the single most important
position in your organization?”, and you will get one of three wrong answers:

The dashing, maverick company leader who dares to go against conventional
wisdom, braves uncharted waters with their crystal vision while sticking to their old
fashioned values.  (You’re talking to a suck up that still thinks he has a future with
his/her company.)

-The front line, hard working hourly employees, who are the first and last contact
with the almighty customer.  They turn ordinary food staples into grandiose works
of food art, provide five star service in a casual dining atmosphere, and water the
lobby plants with their over-committed, backbreaking sweat.  (You’re talking to
someone who fears for their very own employment, and hopes his employees that
can read will see this and save his sorry ass.)

-The loyal, value-conscious customer, who, despite ever escalating strong
competition, still believes in our concept, our product and our friendly service.
“They’re the ones signing our paychecks!”  (You’re talking to someone who’s
already talking to a recruiter.)

These people have reworded the same old drivel for decades, and repeat it so much
to each other that they’ve actually come to believe this crap.

The Answer

The managers.  The real operators, the ones really running the show.
You’d think they’d have guessed better – the managers are the only ones left in the
chain of command (unless some idiot said the home office staff – I guarantee he’s
sleeping with one of them).

Why would they not give this credit where it’s due?  Could be they’d have a nasty
rash of pay raise requests, but that’s not the real reason.  They would have to break
down and listen to them.  This would be the most distasteful, repulsive object of
horror that they could ever imagine.  It would throw the whole system out of whack!
How can you micro-manage them if you’ve admitted they know more about things
like :

-the products
-the menus
-the recipes
-the employees
-the local market
-what guests like/dislike
-the guests themselves
-what prices work
-what policies work
-what actually is possible

In fact, their perspective of the entire company is probably most accurate, and
uniquely positioned to view the organization from the most central view, from the
middle of the “Platinum Triangle”.  You know, that cramped place, evenly in
between the Guest, the Employee and the Company.  (More on that in another
writing – Wayyyyy too important for this rant.)

If the managers were “important”, then they would undoubtedly question the
established “authority”.  You know, those people between the unit manager and the
President, that need to constantly justify their jobs by “making a difference”.  They
don’t have many ways to do that unless they can truly motivate others to do their
bidding.  This cannot be done if those you command have been recognized as
knowing more than you do.  Why, you’d have to actually break down and spend
time in the field, getting dirty and having to deal with problems like belligerent
guests, employee absenteeism, “motivating teenagers 101”, facial jewelry,
landscaping, equipment repair for the technically disabled, health inspectors with an
attitude, payroll issues, influenza outbreaks, road construction out front, 500 item
inventories, charitable donations, interviewing, computer glitches, vomit in the
restroom, hair in the mashed potatoes, out of date milk, training outlines, next
week’s schedule, plumbing leaks, empty toner cartridges, Sarbanes/Oxley
record keeping, vacations, produce orders, personal problems, light bulb checks,
carpet cleaners, glassware inventories, employee theft, numerous “awareness tools”,
a hostess with cramps and a Fire Marshall with a bug up his ass.

Did I mention that there’s a mess in the restroom?  OK, sorry.

Who wouldn’t want to have that much fun?   All of them.   The sheer thought of
exposing themselves to this “torture” for more than a few hours at a time is the seed
of their nightmares.

Imagine a company where unit operations managers were – gasp! – revered and
respected?  Actually brought into the decision making process, represented at menu
meetings, consulted on marketing plans and gave their input on policy decisions?
What if they were publicly exalted and respected by EVERY member of the
hierarchy in restaurant organizations?  What if Vice Presidents, Directors of
Operations and Area Supervisors called them “Sir, or Madam”, or Mr. or Ms.?
What if, with necessary consultation of the legal department, managers decisions on
employee matters were the final word?  Imagine that the industry’s very best
prospects were all of a sudden opting to be Unit General Managers at this company

Imagine

Example

Restaurant Management

suggest that you begin mandatory half hour breaks for all
employees working more than four hours to cut labor costs.
Employees lose wages and tips, and are forced to pick up their workload to cover
breaks for co-workers during peak shifts. Morale dips.
Guests are waiting longer for orders and experiencing breaks in the service due to
missing employees.  Service “isn’t what it used to be!”

Scenario

Guest party of eight wants to bring in a two bottles of Grandpa’s favorite wine for
his 80th birthday dinner, just this one time, in your establishment.
Company loses drink revenue, and may be at risk for violating state liquor laws.
Employee Susan the server loses tip revenue, and has other guests why they can’t
bring a six of Samuel Adams next time because it would cost less.

In each case, the other two sides are negatively affected by the desire/need of
another side.  I must mention that the answer isn’t always “no” to requests – it may
be a positive response if there are benefits to all (with an extra side of common
sense, of course).  It may be a situation for diplomacy and compromise as well.
One must be aware of the negotiating skills of the presenter, and always play devil’s
advocate.  The manager has to be the defender of those either not in attendance or
without a voice.

Backwards Triangle