How to Create Restaurant Training & Systems That Scales

1 - > SPEAKER_03: People always ask us, they're like, what's the 2 - > difference between the successful restaurant we worked 3 - > with and an unsuccessful? 4 - > And I'm gonna tell you right now, every high performing 5 - > restaurant we've ever worked with had daily masterminds done. 6 - > It was literally the difference. 7 - > The one thing that's always consistent is they did not 8 - > commit to the daily masterminds.

9 - > Like, oh, our team's really stressed out. 10 - > Busy season, listen, I I get it. 11 - > But we want a stress test during the busy season. 12 - > That's the whole point.

13 - > And then when they see the benefit of it too, when they get 14 - > good at it, it becomes a skill set for them. 15 - > They know how to control the narrative, implement new 16 - > systems, follow up with people, work with their teams, get more 17 - > other people, they start growing with it too. 18 - > If you own a restaurant and you're wondering how do I get my 19 - > leadership team bought in, how do I get them holding people 20 - > accountable? 21 - > I'm gonna show you three simple steps.

22 - > And I'm gonna show you by actually working with restaurant 23 - > owners. 24 - > Now, we're gonna sit down and talk to the owners of P 25 - > Hospitality. 26 - > It's a husband and wife duo, and they've been owning and running, 27 - > operating restaurants for quite some time now, right? 28 - > It's that family heirloom of theirs.

29 - > Now, not only that, but they've now owned multiple locations 30 - > with multiple concepts, and obviously multiple GMs, multiple 31 - > managers, and are really wondering how do we wringle our 32 - > managers in or GMs in and get them really motivated and 33 - > understanding accountability at a high level. 34 - > They all have great staff, right? 35 - > They love their management team, they appreciate the leadership 36 - > team, but they're trying to tighten the screws because they 37 - > really want to grow the right way.

38 - > They're about to open a new restaurant and they have a 39 - > restaurant opening after that, and they know the more I open, 40 - > the more I want to get down to the brass tacks and learn how to 41 - > actually develop my people to operate the highest level 42 - > possible so they can focus on just growing the business, and 43 - > that's where we're here to break down. 44 - > So pay attention, take notes because there's a lot to take 45 - > in. 46 - > Well, you guys have had a lot of success, right?

47 - > Um, but I would love to hear that. 48 - > Yeah, 100%. 49 - > With success comes failure. 50 - > So uh what tell us about that journey a little bit.

51 - > SPEAKER_01: We got started off in the business. 52 - > Um, you know, I was working in restaurants in high school and 53 - > mom and pop places throughout high school. 54 - > And when I went away to college, tried the corporate route, you 55 - > know, Ruth's Chris Steakhouse, a couple of other places, um, 56 - > learned a lot, and Christina did the same thing, but we ended up 57 - > eventually um moving home from college and taking over what was 58 - > a family restaurant, um, what my dad indirectly opened as a 59 - > midlife crisis.

60 - > We took a small mom and pop Italian restaurant, just beer 61 - > and wine, like the checkered table cost the whole nine yards. 62 - > We took that to a fine dining Italian restaurant with full 63 - > bar, live entertainment, the whole nine yards, um in, you 64 - > know, grew it, grew the business by 5x in eight years. 65 - > Um and once we realized there was a little bit of a ceiling, 66 - > we said, you know what, it's time to sell the business and 67 - > kind of go off on our own and take that avenue.

68 - > Um so that's when P Hospitality kind of started. 69 - > We we first bought our first restaurant, was a was a failing 70 - > brand, and got in there, said, let's figure out a way to make 71 - > this our own and make it work. 72 - > It's you know right in the middle of Boca Ratone. 73 - > There's a ton of opportunity here, ton of business, ton of 74 - > money.

75 - > I know we can make this work. 76 - > Um that was January 1st, 2020. 77 - > SPEAKER_03: Perfect time. 78 - > SPEAKER_01: Yeah, so um stress test.

79 - > Yeah, so it was it was unreal, but at the end of the day, I 80 - > think the the COVID thing almost helped us. 81 - > Our glass was half full in the fact that we looked at it as a 82 - > reset opportunity for the restaurant because we accepted 83 - > the fact that it wasn't doing well and that there was a reason 84 - > it was for sale. 85 - > And we took that and we ran with it. 86 - > We said, you know what, with the closure of COVID, we're gonna 87 - > sunset all of the things that we feel were making this restaurant 88 - > not do well.

89 - > And we did that. 90 - > We we got rid of the bogos, the you know, all the things that 91 - > you think would drive or people think drive business would were 92 - > it was the opposite of what it was doing, was killing the 93 - > business. 94 - > So um we reset it, did a whole new menu, you know, retooled the 95 - > interior a little bit, didn't go crazy. 96 - > And when we were permitted to reopen after COVID, we kind of 97 - > launched with almost a new restaurant and and reinvigorated 98 - > the restaurant, and that kind of springboarded us into you know, 99 - > number two, and then taking over our first management contract of 100 - > another restaurant, and um began a little a little bit of a 101 - > snowball.

102 - > Um, and five years down the road, our original restaurant, 103 - > our family restaurant that we owned, ended up coming up as an 104 - > opportunity. 105 - > And that's we jumped on that and created Eddie and Vinny's, and 106 - > um that was in March of 2025, and had three openings that 107 - > year, and got another another couple openings this year, so 108 - > it's just one thing has kind of led to the next, and it's been a 109 - > it's been a ride for sure, and we're really happy to be doing 110 - > it.

111 - > SPEAKER_03: That's awesome. 112 - > Um, and so with that, um did you want to add anything? 113 - > SPEAKER_00: Um no, I think during COVID it was a great time 114 - > to reset, but also what helped us is that that's what allowed 115 - > what we're good at to shine, which is having a team that 116 - > cares and providing that genuine hospitality because it gave us a 117 - > chance to go down to bare bone staff. 118 - > It was me, my husband, our executive chef, and like three 119 - > managers.

120 - > So we were running around doing to go, but we got to meet the 121 - > whole community, we got to put our personal touch on 122 - > everything, and we may not have gotten that chance without it. 123 - > So um then when we were rebuilding, we were able to 124 - > really concentrate on that. 125 - > SPEAKER_03: Yeah, I love that because that's that's sometimes 126 - > what it takes, right? 127 - > You have to kind of get a reset and see what matters and who's 128 - > bought in and and having the right team in the right places, 129 - > and yeah, I love that.

130 - > SPEAKER_01: Everybody from that initial core COVID crew is still 131 - > with us today. 132 - > SPEAKER_03: Because you gave them I think it's a they give 133 - > them you they get you get buy-in because there's so much clarity 134 - > and there's unity too, because you're there as owners really 135 - > being able to put your hands on them and and have be 136 - > mission-driven together. 137 - > And you guys go through a bonding phase like that too, 138 - > where you know that's that's it's kind of like where were you 139 - > at at that time at the moment.

140 - > And you guys were together side by side, shoulder by shoulder, 141 - > you know, going through the trudges and and rebuilding, 142 - > right? 143 - > So they had a the their DNA is in it a little bit, so they have 144 - > more commitment, more buy-in. 145 - > That's why I would say, you know, there's two hires, right? 146 - > There's two ways you can get a manager.

147 - > One, you can move move them up from within, that's how you're 148 - > gonna get a soldier. 149 - > Uh, and then you have someone you can hire from outside, and 150 - > that's a higher gun for hire. 151 - > It doesn't mean it won't work, but it's much more difficult to 152 - > get that buy-in, right? 153 - > Because they don't have the blood, they haven't put the 154 - > blood in.

155 - > It's not their baby. 156 - > When you work for a company for you know four, eight, ten years, 157 - > and you help build things, develop things, it becomes, you 158 - > know, you have a little bit of ownership in there, even if it's 159 - > not monetary, right? 160 - > You still have ownership of it because you built it and you 161 - > committed to it. 162 - > And so when you move them up into a leadership role, it just 163 - > the buy-in's crazy.

164 - > What I love about you guys is that you're successful, right? 165 - > And uh you guys have a lot of money. 166 - > I'm joking. 167 - > I was I always mess around.

168 - > I had a I had a post the other day where I said um, I forgot 169 - > what it was, it was it was something about you know, tips, 170 - > and of course, it's just so funny to me every time tips come 171 - > up, you know, or or you know, whatever. 172 - > I I was trying to change your mentality about tips, and uh uh 173 - > uh inevitably someone will always mention in the comments 174 - > pay them a living wage, you know, pay them fair, blah blah 175 - > blah. 176 - > And then one person wrote, All these owners are making so much 177 - > money.

178 - > Oh yeah, and they're and they don't pay and they pay them the 179 - > minimum. 180 - > I'm like, I'm like, it's just my it boggles my mind because I'm 181 - > like, you know, I don't think people would understand what it 182 - > would be like if there wasn't a tip culture. 183 - > Like restaurants would one out of four restaurants would go to 184 - > business, right? 185 - > Or four or three out of four restaurants would go to 186 - > business.

187 - > SPEAKER_01: It's it's funny, there's a there's a Facebook 188 - > group down in South Florida that's got 250,000 members on 189 - > it, and anytime something about tips or living wage gets gets 190 - > like sprinkled in there, it's like throwing gas at the end. 191 - > Oh, for sure. 192 - > And everybody always has something to say about it. 193 - > And I just I bite my tongue because it's not it's not worth 194 - > trying to explain, you know, at the detriment to the detriment 195 - > of like my company.

196 - > Um but you know the fact of the matter is tip minimum wage has 197 - > gotten from 556 in 2020 to almost$11 an hour. 198 - > It's$1098 right now in 2026. 199 - > So in five years it's doubled on the restaurants, and if you you 200 - > factor that into like a monetary thing, it's you know, to go up 201 - > by 100%. 202 - > It's crazy.

203 - > SPEAKER_03: Yeah, and and and and there's just so many things 204 - > to it. 205 - > They say, oh, everyone should have a living wage. 206 - > It's like what A, what is a living wage? 207 - > What is a what like what does that mean?

208 - > Yeah, how is what is well who defines that? 209 - > And then secondly, you know, every job is not supposed to be 210 - > a living wage job. 211 - > That's not how it works. 212 - > Stepping stone to the next thing, and that's how you learn 213 - > and you develop and you grow.

214 - > Because I I my first job when I was a busser, I worked two jobs 215 - > and I slept on my friend's couch. 216 - > I think he charged me like$150 or$200 a month. 217 - > And I worked two jobs to do that. 218 - > I took the bus, I didn't have a car, and you know, like, but I 219 - > worked my way up.

220 - > But at no point was I like, this is so unfair. 221 - > They should be giving me money that I can I so I can have my 222 - > own apartment. 223 - > I can why? 224 - > Like I haven't earned the skill set or the right.

225 - > And I always tell people like you have because everyone's 226 - > like, you have the right to do this. 227 - > You have the right to earn that opportunity. 228 - > That's it. 229 - > That's all that's where your rights end, in my opinion.

230 - > Like in life, period, right? 231 - > Also, like when let's just say we just said, hey, we're gonna 232 - > pay all of our servers$30 an hour because we're gonna give 233 - > everyone a living wage. 234 - > Where do we put that? 235 - > You gotta you gotta charge more.

236 - > It's in the menu, right? 237 - > SPEAKER_01: And then so now chicken parm is$60. 238 - > Yeah, exactly. 239 - > SPEAKER_03: $70,$80, right?

240 - > $90. 241 - > And then so now it's just like now uh experiences, escapism is 242 - > just less accessible, right? 243 - > Who pays the most, right? 244 - > Middle class.

245 - > Yeah. 246 - > Middle class and people that are, you know, same with like 247 - > fast food with the whole, you know, in California, I don't 248 - > know if you know this, but it's so it was so ridiculous. 249 - > Like 35, if you have 35 locations or something like 250 - > that, and you're fast food, you have to pay your employees 20 251 - > bucks an hour minimum across the board. 252 - > So you're at McDonald's, you get hired at McDonald's first job 253 - > ever, 20 bucks an hour.

254 - > And so, but where does that price go? 255 - > Now McDonald's is freaking, it's like you know,$14 for McF for 256 - > Big Mac. 257 - > Who suffers the most, it's the the consumer. 258 - > And does it the person that we're trying to get in into a 259 - > living wage, now they have to spend more money buying food.

260 - > SPEAKER_01: So it's not just a perpetual cycle of like, you 261 - > know, just driving prices up. 262 - > SPEAKER_03: Right. 263 - > And and and it costs more money, you know, and and again, it's 264 - > like it's so anyway. 265 - > My point is that you know it's it's it's a tough industry, but 266 - > you guys have seen success, right?

267 - > You guys have seen growth. 268 - > Um, most, I think, you know, it's like I kind of look at the 269 - > number, but I think like eight percent of owners have more than 270 - > one location. 271 - > Um, most of them don't last past five years, right? 272 - > So you guys have had some serious success.

273 - > And so with that though, comes challenges, especially when 274 - > scaling, you know, going from one to three, three to five, 275 - > five to seven, seven to ten, those are like big changes on 276 - > your on your level, right? 277 - > Because now you're managing multiple concepts, multiple 278 - > people, multiple roles. 279 - > You know, you don't you're not managing one GM, you're not 280 - > managing three GMs, you're now managing seven. 281 - > And that's challenging, right?

282 - > Um, so I know that's where a lot of your challenges are coming 283 - > from, but right now, what do you see as your biggest hurdle, your 284 - > biggest bottleneck? 285 - > SPEAKER_00: I think for sure training. 286 - > Um because no matter how many systems are in place, all it 287 - > takes is one day to mess everything up. 288 - > Um and we're not in the stores really ensuring that new 289 - > employee experience like we used to be.

290 - > So it's hard with all the day-to-day going on for the 291 - > in-store management teams to hold an importance to that, um 292 - > like we do. 293 - > So we've tried to be in control of it, we've tried to let go of 294 - > control, so it's just finding the balance as we grow to 295 - > whatever works best. 296 - > SPEAKER_03: What do you see as the downfall to that, right? 297 - > Not getting this piece figured out.

298 - > SPEAKER_00: Everything. 299 - > Yeah. 300 - > Like every time, everything gets messed up if the first day is 301 - > not perfect, if the first week isn't perfect, if that employee 302 - > isn't truly built into our culture from the start, it's all 303 - > it's a big investment. 304 - > That's a waste of money.

305 - > Um, it affects all of the team that we have that are invested 306 - > in that culture, it makes them feel frustrated. 307 - > Um, it's really tough. 308 - > And it ends up affecting the guest experience at the end of 309 - > the day. 310 - > SPEAKER_03: So that's what suffers the most for sure.

311 - > SPEAKER_01: We we had a conversation about this 312 - > previously, but your your team sees everything that's going on, 313 - > and if you're not setting expectations for that team 314 - > member on their first day, whether they're a dishwasher or 315 - > rather whether they're the general manager, if there's not 316 - > like a specific buy-in from them, it's the rest of the team 317 - > is gonna witness that. 318 - > They're gonna see what you accept or what you hold firm to, 319 - > and that's where they're gonna rise or fall to.

320 - > And that's been our biggest challenge in scaling, is we 321 - > that's like an inherent thing for Christina and I. 322 - > If we're in a restaurant, working the day-to-day, only 323 - > focus on one thing. 324 - > Like, you know, we always try to make sure that happens. 325 - > Now, as we're scaling, kind of conveying that to our management 326 - > teams, and you know, until we're blue in the face of you know, 327 - > the importance of this, because people don't generally 328 - > understand the important importance until like that light 329 - > bulb goes off in their head.

330 - > So figuring out the best way to get that light bulb to go off in 331 - > each manager's head as to why this is so important is has been 332 - > like a pretty big challenge because everybody's different. 333 - > SPEAKER_06: Yeah, that's a good point. 334 - > SPEAKER_01: They come from different, you know, different 335 - > backgrounds, different other restaurants. 336 - > What this worked for me here, why isn't it working here?

337 - > It's like, no, this is the way that it needs to happen. 338 - > Um, this is the way we want to continue to grow our business. 339 - > SPEAKER_03: Epi hospitality, yeah. 340 - > Great point.

341 - > Um and there's a couple things there. 342 - > One is, you know, we talked about this today, you know, 343 - > because we were working we worked with your leadership 344 - > team. 345 - > And it's understanding the importance of it and getting 346 - > them to understand the importance of it. 347 - > I think that was great when your manager was like, oh, we can get 348 - > better.

349 - > It's like, no, like we have a huge problem and we need to fix 350 - > it now. 351 - > And that's why I always use that analogy about the the, you know, 352 - > if if your bar manager says we're missing$5,000 in 353 - > inventory, for sure, it's a fact. 354 - > You would we're solving this. 355 - > Yeah, like everybody stop everything you're doing.

356 - > Let's solve it right now, right? 357 - > You're gonna be texting, you're gonna be emailing, you're gonna 358 - > be going crazy, you're still you're losing sleep, right? 359 - > Until we find out where that inventory went, hold those 360 - > people accountable and make sure it never happens again, right? 361 - > It's gonna be our obsession.

362 - > It's gonna be like a focus of that year, right? 363 - > And but yet we're missing five, ten thousand dollars in guest 364 - > retention, unrealized income, we're like, well, let's just try 365 - > and let's let's let's we'll figure it out. 366 - > And when it slows down, we'll kind of just try. 367 - > It's like, but it should be something we're obsessed with 368 - > because it's costing us so much money that we don't see, and 369 - > sometimes it's money we'll never get back, right?

370 - > SPEAKER_01: Christina's thing always when we do an opening or 371 - > or do like a retraining if we have the opportunity to speak in 372 - > front of the team. 373 - > It's all every table you go to is a Super Bowl. 374 - > SPEAKER_03: 100%. 375 - > SPEAKER_01: And you need to knock it out of the park with 376 - > every table.

377 - > It doesn't matter how bad of a day those people are having at 378 - > the table behind you, this table's a new table. 379 - > And you can't let what's happening over there affect you 380 - > over here because each of those people over there might have had 381 - > a really bad day doing whatever. 382 - > Somebody died, somebody got fired, whatever it is, and 383 - > they're taking it out on you as a server. 384 - > But you need to take it all in and go to the next table and 385 - > know that this table is going to be different.

386 - > You can't carry that over to the next table. 387 - > SPEAKER_03: 100%. 388 - > And that's the whole mindset. 389 - > But we, you know, this is a lot of like us trying to convey a 390 - > message to them.

391 - > And you said it really well. 392 - > You're like, how do we convey that message to them? 393 - > How do we uh convey this message? 394 - > And I want you to start replacing the the idea of 395 - > messaging with just systems.

396 - > We're not trying to get a message to them, we're just 397 - > giving them a system to execute, and then now we can manage that 398 - > system, is it getting executed or not? 399 - > Then we can it's much easier for us to execute that or monitor 400 - > that way versus I'm gonna talk about it, are they getting it? 401 - > Do they get it? 402 - > Are we doing a good enough job?

403 - > Should we do this? 404 - > Should we do that? 405 - > It's like a system that we're gonna create to in order to 406 - > execute that. 407 - > Um, so for example, you talk about training, right?

408 - > And what I would love to start off with, you said, like, why do 409 - > you think you, when you were doing it as yourself, had a 410 - > bigger impact than let's say your your team doing it now? 411 - > SPEAKER_00: I think I I genuinely get really excited 412 - > about bringing in new team members and growing people. 413 - > Um I think it's really cool when you can look at your whole staff 414 - > and they're all good at different things. 415 - > And no one's gonna be perfect at everything, otherwise that 416 - > doesn't exist, you know.

417 - > Um so I think it's fun trying to take everyone that wants to be a 418 - > part of whatever we're doing and position them so that way 419 - > they're all doing what they shine at, and then they're 420 - > surrounded by people who can make up for whatever they're bad 421 - > at and it like works. 422 - > But that is hard to replicate and to it's not a system that 423 - > can go to every restaurant and you can just expect your 424 - > management team to spend all of their time doing that.

425 - > So I think trying to stop training, like we used to train 426 - > per person. 427 - > We'd have someone come in, we'd be like, okay, what do you what 428 - > do you know how to do? 429 - > What do you need to learn? 430 - > What are your strengths?

431 - > And then try to shape it like that, trying to find a system 432 - > that you can have your team do with every single person and 433 - > reach them because some people learn talking, some people learn 434 - > writing down, some people know everything in two days. 435 - > Um, some people come in as really refined servers and they 436 - > have a hard time memorizing the food ingredients. 437 - > Some people can memorize everything, but they don't know 438 - > how to provide the level of experience and hospitality that 439 - > we want.

440 - > So I think identifying what each person needs and trying to make 441 - > a program that covers it all without being like six months 442 - > long was our struggle. 443 - > And maybe when we were in there doing it like physically 444 - > ourselves, we were taking the time to really get to know each 445 - > person and um shaping it to what they specifically needed. 446 - > SPEAKER_03: Yeah, and that's obviously that's that's a great, 447 - > you know, obviously a great way to lead people.

448 - > It's gonna be um hard to systematize that for sure. 449 - > And I I would say what we want to do is because you have the 450 - > right idea, right? 451 - > It's really it's because what you're doing is you're 452 - > understanding the person, you're getting to know the person, 453 - > making them feel seen, heard, and and um cared for, and then 454 - > you're you're you're building them up. 455 - > I would say right now, because like right now, what is your 456 - > biggest with training not being where where it is, what are you 457 - > seeing happening where you're like, it's like I can see it, I 458 - > can feel it, I want to fix this.

459 - > SPEAKER_00: The accountability part and the follow-up, I guess, 460 - > from us on a corporate level to see where the store level 461 - > managers are at with their training and to make sure all 462 - > the systems in place are being used. 463 - > Um are they having those conversations at the end of the 464 - > night when a floor shift is complete? 465 - > You know, maybe they're checking all the boxes on their list, but 466 - > are they really making sure that that person understands what 467 - > they need them to understand and feel supported and feels like 468 - > they know what their goal tomorrow is?

469 - > Um, and going through training like that to where sometimes 470 - > we'll get to like a test out day where they're doing a mock 471 - > service and you know, then we'll realize that they didn't hit 472 - > those proper steps because you can see it in the service, but 473 - > then we wasted a week of time with this person who you know is 474 - > just shifting around the restaurant because no one in the 475 - > store is making sure that they hit their steps, and it's not 476 - > because a lack of like everyone wants to, but I think you know 477 - > the managers aren't there seven days a week, so it's the 478 - > communication with the team, so that way every day everyone 479 - > knows exactly where you're at, what you trained on yesterday, 480 - > what you're doing today, who's training you.

481 - > You know, we have a key manager here today, not the GM. 482 - > It's a lot of moving pieces like that. 483 - > SPEAKER_01: Yeah, and I think a lot of a lot of what you know 484 - > occurred when when we were in the stores in the day-to-day is 485 - > that typical mommy daddy. 486 - > You know, so we and and the personal relationships we've 487 - > built with a lot of the team that's still with us, you know, 488 - > that's a huge positive that we have people that have been with 489 - > us from when we were a very small mom and pop.

490 - > But now getting to the point where there's six, seven 491 - > restaurants, changing that mentality a little bit and and 492 - > trying to explain the why as to why there can't be a direct line 493 - > to me or to Christina to vent about this or that, and it needs 494 - > to go through the right channels, and and um that's been 495 - > a little bit, I think, of a challenge for us too, because we 496 - > have such deep ties, whether this person helped get us 497 - > through COVID or whether they had a a struggle that we 498 - > assisted them with, and and like you know, those little things, 499 - > because you you create personal relationships with with your 500 - > team when you're working side by side with them.

501 - > So now trying to kind of take that next step into a mid-sized 502 - > business or whatever whatever you want to call it has been a 503 - > challenge on our side and and I think on on the team side as 504 - > well, um, understanding kind of like what that next step really 505 - > looks like and how it's gonna positively impact them with this 506 - > new procedure because they're so used to it being this way. 507 - > SPEAKER_00: Well, you said it today when you're talking to our 508 - > team, it it all leads to an accountability problem at the 509 - > end of the day.

510 - > It's having those tough conversations with people where 511 - > they have these you called it um a type of experience where it 512 - > was like out of the ordinary, like um Oh, um extreme 513 - > circumstances. 514 - > Yeah, it's dealing with things when people have an extreme 515 - > circumstance, but being able to have that conversation where 516 - > you're like, I love you and I appreciate you, and I understand 517 - > this isn't normal, but we still have To hold you accountable for 518 - > this.

519 - > And that's something that we struggled with in the past 520 - > because all of our personal relationships, everything's in 521 - > extreme circumstance sometimes. 522 - > And it's really hard keeping that family bond and then also 523 - > holding people accountable. 524 - > You know, our management team loves and cares about their 525 - > staff so much, and it's hard holding them accountable when 526 - > you don't want to pile on when they're already having a bad day 527 - > about something.

528 - > But I loved how you said, you know, it's just about wording it 529 - > and approaching that hard conversation. 530 - > At the end of the day, if we don't, you know, hold them 531 - > accountable, it's not helping us or them. 532 - > And the same thing with the team, if the management team 533 - > doesn't know how to hold their team accountable because they 534 - > don't want to offend them or make a bad day worse, it's not 535 - > helping anyone. 536 - > SPEAKER_03: So a couple things there.

537 - > So first things first is like you guys are growing. 538 - > You said something really great. 539 - > I usually mention it, but I had to like tighten up my my 540 - > presentation so much. 541 - > So I knew the accountability piece is going to take a big 542 - > portion of it.

543 - > He told me that was the focus, and that's why this is here. 544 - > A big piece of uh what you what we talked about today and what 545 - > you said is like what got us here won't get us there. 546 - > That needs to be your mantra. 547 - > Whatever got us here today is not gonna get us to the next 548 - > spot.

549 - > We have to have that mentality, right? 550 - > And we have to always be evolving. 551 - > That's why I talk about innovation as being so 552 - > important, is we have to have that mindset. 553 - > What can we do differently?

554 - > How can we grow? 555 - > And and and seeing patterns before they kind of come up. 556 - > So that's really important. 557 - > And then another piece is you said like family, and that's a 558 - > big one, especially for like big companies, uh, you know, or 559 - > companies that care, right?

560 - > They talk about family, right? 561 - > Oh, you know, treat them like you're, you know, I want to, I 562 - > want to and we want to stuff stay away from that. 563 - > Someone put up, you know, made a really good point. 564 - > They're like, would you hire your family, right?

565 - > But would you hire your family, right? 566 - > Traditionally, people say don't hire your family, right? 567 - > Uh, my brother works for my company too. 568 - > So, but like, you know, traditionally don't hire your 569 - > family because it causes, you know, it could cause turmoil, it 570 - > could cause its own challenges sometimes.

571 - > So we always say that we're we're not family, we're a team, 572 - > right? 573 - > We're a team and we're a championship team. 574 - > We want to be a championship team, and I'm gonna take care of 575 - > you like my team, but you're not my family, right? 576 - > That we got to take that out of the equation, that mindset, 577 - > because what happens with family, yes, then it becomes 578 - > about I thought we were cool, right?

579 - > You know how much I've done for you? 580 - > Yeah, how much have I I was here since day one. 581 - > I was here for COVID, right? 582 - > And like, so you're trying to hold me accountable for being 583 - > late when I have this issue coming.

584 - > So that's where it gets messy really fast. 585 - > So it's like starting to talk about that. 586 - > It's like we are a team, right? 587 - > We're championship team.

588 - > We're gonna, we're gonna, we're gonna win some championships 589 - > here, but we can't say that we're family, so that's big. 590 - > What you said about accountability is huge. 591 - > Now, I again I talked about today. 592 - > I'm like, a lot of people try and solve the symptom, not the 593 - > problem.

594 - > They want to solve the symptom, which training is a great 595 - > example. 596 - > I'm not saying, I'm just giving you some perspective where it's 597 - > like we got to fix our training. 598 - > How do we get them to get it? 599 - > How do we get them to understand, right?

600 - > And the training is a big piece, but we got to fix the set the 601 - > problem first before we can fix the symptom. 602 - > Sometimes the symptom will fix itself, but either way, we've 603 - > got to fix the problem first. 604 - > And right now, the problem is we have to have a ladder and a 605 - > system uh procedure. 606 - > So you have to have a ladder and a chain of command, right?

607 - > You guys come up with the system, it gets funneled down 608 - > through your director of operations and then through your 609 - > GMs and ultimately through the staff, right? 610 - > But it has a pattern and then you have a system that where you 611 - > implement it and it works, right? 612 - > So you give it to your director of operations. 613 - > Now, if you give your if you hand off your system, your new 614 - > system to your director of operations, after you properly 615 - > train him, what if if something goes wrong, if you find out a 616 - > GM's not doing their job, whatever, who's who do you hold 617 - > accountable?

618 - > The director. 619 - > Director. 620 - > That's it. 621 - > Stop, that's it.

622 - > My job is to hold you accountable at this point. 623 - > Why are my GMs not doing this? 624 - > Why why did that not happen, right? 625 - > And they get held accountable, and then and then obviously your 626 - > director of operations, when something goes wrong, your GM 627 - > holds gets held accountable, and then your GM holds you know 628 - > their managers accountable.

629 - > So it's a chain of command. 630 - > That's how you get true ownership, right? 631 - > And buy-in. 632 - > So if you have a system, you just hand it off to your 633 - > director of operations, but you have to create that system 634 - > first.

635 - > Okay, you can't just be like, hey, you're the director of 636 - > operations, figure it out. 637 - > Just do it, right? 638 - > You've done it before, right? 639 - > Do like because it's like we have we want there's always this 640 - > teeter-totter I've noticed with companies that we worked with 641 - > where they don't want people bringing outside things in, 642 - > right?

643 - > Yeah, hey, I get it that that worked at Ruth Chris. 644 - > It's not gonna work here. 645 - > Please stop trying to, you know, like bring in stuff from your 646 - > old company into here, it's not gonna work, right? 647 - > You don't want them doing that.

648 - > You're like, this is how we do things here, please keep that 649 - > stuff outside of this business, no longer like applies. 650 - > But then it's like when we need them to execute, it's like, 651 - > didn't you do this before? 652 - > Yeah, like do how'd you do it before, right? 653 - > It's like we got to introduce our way of doing it, right?

654 - > We can have a conversation and say, what did you do before that 655 - > work? 656 - > And we gotta figure it out, but we have to have that clarity. 657 - > Like I talked about clarity. 658 - > So director of operations, let's sit down, let's talk about it.

659 - > I want to be able to give you a system, you implement it with 660 - > the lead GMs, and then the GMs implement it. 661 - > I want timelines, right? 662 - > How long is it gonna take to implement something? 663 - > Is it 30 days, is it 60 days, is it 90 days?

664 - > What's realistic? 665 - > Because that's another thing too. 666 - > We want to let these things breathe. 667 - > People want results fast, and that's normal, that's a human 668 - > thing.

669 - > Exactly. 670 - > So, what we really want ultimately is permanent results. 671 - > Okay, and I talk about that all the time. 672 - > Like our our our server training is is can be up to six months, 673 - > right?

674 - > And that's not on the floor, yeah. 675 - > It's with what daily masterminds, right? 676 - > But we have a process, it's six months. 677 - > Parents go, six six months, right?

678 - > It's like, yeah, but tell me all your servers that are past six 679 - > months right now, how good are they? 680 - > How fully trained are they? 681 - > Like what is the what is the alternative? 682 - > You know, so we want results, permanent results.

683 - > And so sometimes, like with the daily masterminds, like I said, 684 - > it's a seven-day process, you know, to implement something, 685 - > but sometimes that turns into 30 days that we're just talking 686 - > about over and over and over again before it starts to set in 687 - > or before we start seeing results. 688 - > So setting up those systems is so important with your director 689 - > of operations, fixing that problem first, because you said, 690 - > like, I want them to understand the training piece.

691 - > I want them to understand it, I want them to get it, but it's 692 - > not really about them understanding, it's about you 693 - > just giving them a system and they execute it and you manage 694 - > it. 695 - > Are you doing the system? 696 - > Yes or no. 697 - > It's a yes or no question.

698 - > Is it happening? 699 - > Yes or no, why or why not? 700 - > Again, we have to be able to hold our director of operations, 701 - > our GMs accountable, and then they have to be able to hold 702 - > their staff accountable. 703 - > And we have to have that in our whole entire organization.

704 - > So if you hand your GM something and they don't do it, they're 705 - > gonna give you an excuse. 706 - > Yeah. 707 - > They're not gonna be like, I, you know what, I don't I don't 708 - > really like that. 709 - > So that's a pass for me.

710 - > They're gonna say, it's too busy, it's this, it's that 711 - > they're gonna have, and we have to eliminate that mentality 712 - > altogether. 713 - > Again, what got us here won't get us there. 714 - > So what are we doing to say unacceptable, right? 715 - > Not not gonna like it's it's a yes or no, pass fail, like this 716 - > is what we're doing, and we need you to be a part of it.

717 - > And there's a uh phrase I'm gonna butcher it, but it's like 718 - > disagree uh and engage. 719 - > Have you heard of that before? 720 - > Basically, and I could be butchering it, it might be I'm 721 - > saying it's really wrong, but basically the whole concept is 722 - > you we're I'm I'm your leader or we're equals, whatever it is. 723 - > You can disagree with me, but you still have to engage.

724 - > Right? 725 - > It could be like, hey, I don't really think that's the best 726 - > way, but if Preston, as my boss, if that's the way you want to 727 - > go, I'm fully supportive and I will do it 100%. 728 - > I will, I will, I will fully support it back. 729 - > And I'm not gonna do the whole, yeah, we'll do it.

730 - > All right, Eddie wants to do this new thing again, so let's 731 - > just like, you know, make, you know, it's like, no, I fully 732 - > support it. 733 - > I don't think it's the best course of action, but I'm here 734 - > and I fully support it, and I got your back, and I'll make 735 - > sure it's as much success as humanly possible on my end. 736 - > So those are that that's the mentality we want. 737 - > You don't have to agree with everything we say.

738 - > Your job, your job as owner sometimes isn't for them to 739 - > agree with everything you say, right? 740 - > You can try your best to give them the why, to give them the 741 - > what, to get their support, but ultimately you have what, seven 742 - > GMs? 743 - > SPEAKER_06: Yeah. 744 - > SPEAKER_03: You have seven GMs that can go to ten GMs at any 745 - > time.

746 - > There's no way you're gonna get seven people to think that every 747 - > direction you go is the best direction. 748 - > It's gonna be impossible. 749 - > So what we have to do is just uh disagree but engage, have that 750 - > mentality. 751 - > And then when we have a system, it's are you doing it yes or no?

752 - > There's an excuse, it's not gonna be acceptable, right? 753 - > And and and then they have to have that same, and what we call 754 - > this sterile accountability, meaning that it's just very uh 755 - > um cut and dry, like I talked about, right? 756 - > We're coming in, we're holding you accountable just because 757 - > this thing didn't get done, and we just gotta make sure it gets 758 - > done, and that's across the board. 759 - > Every single person gets held accountable every single time, 760 - > but and it's very light.

761 - > And again, we're just asking you, we create a system, right? 762 - > Like, say, for example, when you greet a guest, you're gonna ask 763 - > them when's the last time you dine with us. 764 - > Is that like crazy to ask of you? 765 - > No, yes, no?

766 - > Okay, cool. 767 - > So that's reasonable. 768 - > Okay, so if we get super busy, I still need you to do it. 769 - > And if you if you get back, if you have someone complain about 770 - > a wait time, I'll handle it.

771 - > I got your back, right? 772 - > We're fully supportive. 773 - > But number one focus is that we make that greet uh priority and 774 - > we do it every time. 775 - > Otherwise, you get held accountable.

776 - > That's the priority here. 777 - > Any confusion there? 778 - > You got okay, cool. 779 - > So you know if we don't, we hold you accountable.

780 - > So you just have that conversation. 781 - > So when they don't do something, it's not this heavy thing, 782 - > right? 783 - > And they, oh my gosh, my my grandma and then my cat and then 784 - > my dog all at the same time. 785 - > I get it.

786 - > I'm sorry. 787 - > If you need time off, by the way, I got you. 788 - > Tell me. 789 - > We'll give you some time off to process and all that stuff.

790 - > I need money. 791 - > Okay, I get it. 792 - > I still have to hold you accountable, right? 793 - > I I will let you be here, even though you need money.

794 - > You you're saying you're you you can handle it, you need the 795 - > money. 796 - > I just we gotta we still have to operate the business, right? 797 - > Other than that, I got your back. 798 - > You need money or to help with something, I can we could be see 799 - > if we could sponsor something, donate something, whatever it 800 - > is.

801 - > But outside of this, you gotta show up. 802 - > If you're gonna show up, you gotta show up, right? 803 - > Is that fair? 804 - > Because once you start the ripple effect of people 805 - > realizing in the whole entire organization that they can't 806 - > excuse their way out of things, everything changes.

807 - > Yeah, their whole mentality changes. 808 - > That's it. 809 - > Bottom line, period. 810 - > And you've both worked at jobs too, where you've seen the 811 - > someone you give them an excuse and they're like, oh, they 812 - > bought that?

813 - > Okay, cool. 814 - > Then I'm just gonna freak in. 815 - > I can throw an excuse out there, like, no problem. 816 - > They're not gonna either they're not gonna say anything or 817 - > they're gonna be like, okay.

818 - > But when you have that manager who doesn't take any BS, or like 819 - > if in school, you have the teacher who's like, no homework, 820 - > F. 821 - > SPEAKER_05: Yeah, that's it. 822 - > SPEAKER_03: Oh, can I do it tomorrow? 823 - > Nope, F.

824 - > You're like, guess what? 825 - > I know I can do it. 826 - > I'm gonna do my homework at the right time, right? 827 - > Okay, got it, done.

828 - > And guess what? 829 - > You probably learned the most, you probably got the best 830 - > grades, and it probably ends up being one of your most uh 831 - > impactful favorite teachers. 832 - > SPEAKER_00: It ends up making you better. 833 - > SPEAKER_03: Makes you better, right?

834 - > And you're like, man, right? 835 - > I that that yeah, and it's like it sucked going through it, it 836 - > was difficult, but at the end, I felt so much better. 837 - > Like I I look at him go, thank you. 838 - > And so that's what we want to do.

839 - > So, what are your thoughts on that so far? 840 - > SPEAKER_01: So it's it that just like sparked something in my 841 - > head. 842 - > And every now and again I get like a warming in my heart. 843 - > We um most recently, like two months ago, I got a DM from 844 - > somebody that worked for us that said they just this is years 845 - > ago, they they just started a new job recently and made them 846 - > think of their first job as a cocktail server with us and how 847 - > we held such a high standard for them, and they've carried that 848 - > through and everything that they're doing now, and and this 849 - > newest job that she started made her think of like how we were 850 - > when she first started serving at the restaurant, and like just 851 - > a big thank you, and like stuff like that, like brought it 852 - > brought a tear to my eye, and I showed Christina and she did the 853 - > same thing, and it's like you know, you don't realize those 854 - > little things carry with people for for so long, and I think 855 - > that's like that's the why, you know, why we do what we're what 856 - > we're doing for those moments where like you know, screw the 857 - > money, you know, screw like everything else.

858 - > Like the fact that we made that much of an impact on somebody's 859 - > life for them to randomly out of the blue just DM me and be like, 860 - > you've done this, that's that's worth the world to us. 861 - > So, yeah. 862 - > SPEAKER_00: And that's when you were able, you know, to enforce 863 - > that accountability piece the most, if you think about it. 864 - > SPEAKER_03: Yeah, and that's and that's that's the impact you'll 865 - > have on people, and that is what it is, right?

866 - > At the end of the day, you know, money's money, right? 867 - > Like it makes life easier, of course, but at the end of the 868 - > day, it's like you know, what is it? 869 - > It only does so much for you, but when you have impact on 870 - > people's lives, that is huge, right? 871 - > Like it's it's it's what it's all about.

872 - > We have a responsibility as owners to have that impact on 873 - > people's lives, to, you know, um make people better. 874 - > And there's like we work with restaurants all the time where 875 - > they're like my freaking Sush, my executive chef or my GM or 876 - > whoever went on and they opened their own restaurant, right? 877 - > And they have like a whole tree of like, you know, people, Danny 878 - > Meyer, Wil Gadera, right? 879 - > Will Godera's gonna have people that will open up restaurants 880 - > underneath him and they're just gonna have these like successful 881 - > uh businesses because they worked under uh Wil Gadera's 882 - > crazy, you know, super hyper, you know, accountable, high 883 - > stress, you know, situations, but they get better, right?

884 - > They get better, and so that's why it's um it's important. 885 - > So I would say yeah, first things first is like how do we 886 - > create that system? 887 - > Okay, because like right now it's like training is a symptom 888 - > and I and it is everything. 889 - > Um but but first it's like how do we create that that that 890 - > system where we give it to our director of operations and then 891 - > he owns it, right?

892 - > And he threw distills it down to the GMs first things first, and 893 - > we want to stress test it by giving them like one system, 894 - > right? 895 - > Again, it could be a way you greet the table, but just one 896 - > system. 897 - > What do you guys think? 898 - > Or not the system, sorry, what do you think the uh sorry, what 899 - > do you think the like what would you be what would be your 900 - > strategy right now to talk to your director of operations and 901 - > say this is our first step?

902 - > SPEAKER_01: Um it's actually funny. 903 - > We there was one thing that that he brought up to us that we felt 904 - > was a great thing to launch a couple weeks ago, which was a 905 - > each manager at the restaurant every week needs to have a 906 - > meaningful interaction with five guests. 907 - > And from that, I want that manager to follow up with that 908 - > guest the next day with an email, with a phone call, 909 - > whatever, however you can, and once again thank them for their 910 - > visit, whether it whether it was a recovery or whether it was 911 - > just a table touch, or you've met them at the host standard, 912 - > they're at the bar, whatever it is, create that meaningful 913 - > contact with that guest and and follow up with it the next day 914 - > because that's what shows that you truly care about building 915 - > that business.

916 - > And that's one of the things that we started, we immediately 917 - > started implementing because I thought it was a great idea. 918 - > Yeah, it is. 919 - > You've literally built your best regulars, and she's built her 920 - > best regulars from fixing a problem. 921 - > Like she's got diehards that will run through walls for her 922 - > because she recovered a table that was that would have been 923 - > absolutely like it was a dumpster fire, and and somehow 924 - > has managed to recover these people.

925 - > So, like those little things go such a long way, and and that's 926 - > what we're holding our managers accountable for currently. 927 - > That's not a huge thing, it's really part of your job if 928 - > you're going, if you're touching tables throughout the night, 929 - > just that little bit extra following up with that table. 930 - > Okay, let me go to open table, check this person's reservation. 931 - > Write it down in my notebook, okay.

932 - > This is Mr. 933 - > Smith, I'm gonna give him a call tomorrow. 934 - > Um, he loved the Caesar salad, he wasn't a fan of the New York 935 - > strip, whatever it was. 936 - > And next morning, send him an email, give him a call, and just 937 - > like solidify that relationship.

938 - > And and that's been like the first thing we wanted to really 939 - > start pushing down on everybody is making those meaningful 940 - > relationships. 941 - > SPEAKER_03: Yeah, I love that. 942 - > And that's a great point you bring up because I tell people 943 - > that all the time. 944 - > There's gonna be, you know, no one stops going to a restaurant 945 - > or writes a bad review because they got an overcooked steak, 946 - > because their food took a long time, because they're, you know, 947 - > they waited when they had a reservation.

948 - > They write a bad review or they stop going because of the way we 949 - > respond. 950 - > That's what pisses people off, right? 951 - > We just lack a care. 952 - > We don't care.

953 - > Oh, I'm so sorry about that, right? 954 - > The apology tour or the just comp it off or yeah, we'll just 955 - > take care of it. 956 - > We'll just take care of it we'll take care of one of your 957 - > appetizers. 958 - > We took care of your dessert.

959 - > Like, that's like the like almost one of the worst ways to 960 - > handle it when you get the check and they go, by the way, um, 961 - > because the steak was overcooked, we took it off your 962 - > pill. 963 - > Wow, thank you. 964 - > I moved, right? 965 - > Um, versus a manager coming out and you know and having a whole 966 - > system and process behind that.

967 - > And yes, I tell people that all the time, you can't, we can't, 968 - > there's so much we can't control in a restaurant, we can't 969 - > control food costs, we can't control labor, we can't control 970 - > COVID, things like that. 971 - > What we can't control though is how we react, right? 972 - > And and having those guest experiences because uh 973 - > statistically it takes someone having three great experiences 974 - > in your restaurant for them to become a regular, loyal three 975 - > times, right?

976 - > That's where they start trusting the brand. 977 - > You can get instant loyalty if you handle a guest recovery 978 - > correctly. 979 - > And I tell people all you have to do, it's not about money, 980 - > right? 981 - > That's gonna be part of it, of course.

982 - > It's about care. 983 - > Do they believe that you care, right? 984 - > And if they do, they're gonna be loyal. 985 - > They're gonna be like crazy loyalty.

986 - > SPEAKER_00: And those recoveries sometimes help us improve 987 - > because a lot of the times the guess is correct, and it's our 988 - > fault in the situation, or it's something that is easy for us to 989 - > change, but we just haven't thought of it yet. 990 - > And then we're able to make that change, and then they come back 991 - > in the next visit and see that that change has been made, and 992 - > they're so happy and so proud. 993 - > Um we always say like a complaint is a compliment and it 994 - > sounds corny, but it's like they care enough to take time out of 995 - > their day, out of their meal or their experience to give us 996 - > feedback that will help us get better.

997 - > And the alternative is that they leave and then they never come 998 - > back, and we don't know why, and we don't have the opportunity to 999 - > fix it, and they assume that we don't care. 1000 - > Right. 1001 - > So some people can look at complaints as, oh, that guess is 1002 - > being annoying or unreasonable, but it's really just them giving 1003 - > us the opportunity to make it right. 1004 - > SPEAKER_03: And that's why I hate when I when I hear that 1005 - > from owners, especially, but I hear it from staff a lot.

1006 - > But mostly it's always scary when you hear from a GM or an 1007 - > owner or manager when they're saying, like, oh, there's you 1008 - > know, you can't people just like to complain, that's what they 1009 - > do. 1010 - > They like to over-exaggerate, they like to do that. 1011 - > It's like, but we still have to listen. 1012 - > Yeah.

1013 - > And I and I'll tell you this much. 1014 - > If I go to a restaurant and it has 3,000 reviews at a 4.8, I've 1015 - > never been to one like that that had bad food, that had a bad 1016 - > experience, right? 1017 - > It was a good restaurant.

1018 - > Because yes, there's gonna be bad reviews, there's gonna be 1019 - > false reviews, but but no matter what, when you go to a Google 1020 - > review, it usually is a good the the true sentiment, right? 1021 - > Of what that business is and how it operates in some capacity. 1022 - > Yelp, on the other hand, Yelp is, yeah, I don't, I don't every 1023 - > I don't people still use Yelp? 1024 - > Oh, we're the ones that want to complain.

1025 - > SPEAKER_00: Well that's the critical part about the three 1026 - > experiences that they need to become a loyal regular is 1027 - > because if they are able to have three good experiences, if 1028 - > something goes wrong and they're fourth, they're gonna know 1029 - > that's not normal, and I should say something, because it's not 1030 - > how it is. 1031 - > As opposed to if something goes wrong on someone's first visit 1032 - > and it's not acknowledged that it's wrong, they're just gonna 1033 - > assume oh that's just how they do things here.

1034 - > SPEAKER_03: Right, exactly. 1035 - > And so that's why, first of all, statistics, right? 1036 - > 91% of people won't complain. 1037 - > They'll just never come back, or they'll just tell their friends 1038 - > and family.

1039 - > But they're just like they're dad. 1040 - > They're gonna say, yeah, yeah, but they're gonna say, hey, this 1041 - > is a bad experience, and I I I don't trust you guys to fix it. 1042 - > I don't want to I don't want to go through the the hassle. 1043 - > So yes, you're right.

1044 - > If someone raises their hand and says I have a problem, uh we're 1045 - > freaking lucky, and how can we fix it for you, right? 1046 - > Thank you for saying something. 1047 - > Thank you for letting us give giving us the opportunity to 1048 - > make it right. 1049 - > How can we fix it for you?

1050 - > And we will fix it for you, right? 1051 - > Um by showing you that we care. 1052 - > So that's such an opportunity. 1053 - > I agree with that 100%.

1054 - > We can't sit there and say, oh, they complain, but they I and 1055 - > then a lot of times people try and play detective, they're 1056 - > trying to get something for free, they're over exaggerating. 1057 - > So what? 1058 - > Give it to them, yeah, right? 1059 - > That's what we want to do.

1060 - > We want to play, we want to play it safe. 1061 - > SPEAKER_01: Well, because what's the alternative? 1062 - > You you piss them off more, right? 1063 - > And they go and tell more people.

1064 - > Exactly. 1065 - > Because like you're just now you're just gonna fuel the fire. 1066 - > SPEAKER_03: 100%. 1067 - > SPEAKER_01: I don't that doesn't not that that creates a comp 1068 - > culture, but I mean I think that's you know, a lot of in the 1069 - > corporate world, I think people do sometimes try to push it, you 1070 - > know, and the big corporations have said, you know what, let it 1071 - > happen because they know the ramifications of pushing back 1072 - > against somebody because of that.

1073 - > SPEAKER_03: Well, also it's like you're you you become you're 1074 - > leaving it up to subjective being subjective, right? 1075 - > How do you tell if someone's taking advantage of faking it, 1076 - > whatever? 1077 - > It's and then that then there's becoming reliant on managers, 1078 - > your experiences. 1079 - > I have seven locations.

1080 - > How am I possibly going to be able to train managers on to 1081 - > sniff out the perfect, yeah, they're taking advantage, or no, 1082 - > this is just a guest with a legitimate problem. 1083 - > I'm just I'm what I'm gonna do is I'm gonna end up burning good 1084 - > guests instead of just creating the mentality of you, we just 1085 - > give it to them. 1086 - > Okay, if they're taking advantage, they're taking 1087 - > advantage. 1088 - > That's fine, let them take advantage, give it to them.

1089 - > This person comes in three times, same problem, three 1090 - > times, that's a different conversation. 1091 - > But we have someone coming in, our job is not to play 1092 - > detective. 1093 - > How can I fix it? 1094 - > I'm gonna fix this right now for you.

1095 - > Give me five minutes. 1096 - > Can you give me till the end of the meal? 1097 - > I'll make sure you leave happy. 1098 - > Can you can you give me that opportunity?

1099 - > Fantastic. 1100 - > But instead of saying, wait, is this person, hmm, let me try and 1101 - > figure it out. 1102 - > I had a manager we were working with the other day, and she 1103 - > goes, Well, this person had a problem, but then this person 1104 - > was the one complaining. 1105 - > They wouldn't speak up, but this person was complaining and kept 1106 - > chiming in and kept making it worse.

1107 - > All right, solve the problem. 1108 - > Pretend they're the guests. 1109 - > It doesn't matter. 1110 - > Like, but then they're trying to like say, well, why is this 1111 - > person speaking up?

1112 - > And it's their problem, and they shouldn't have been speaking up, 1113 - > and they're just trying to matter. 1114 - > It doesn't matter. 1115 - > Yeah, solve the problem. 1116 - > What do you think, you know, like what do you think we should 1117 - > do here?

1118 - > Okay, awesome. 1119 - > I got you. 1120 - > Give me five minutes, right? 1121 - > I'm gonna fix this for you.

1122 - > Versus trying to, hey, don't let them speak, right? 1123 - > It was it was it it that's where ego comes in, and that's where 1124 - > we're gonna uh try and strip that away from leadership. 1125 - > Is like, don't let your ego get involved. 1126 - > That's you know, that's and that's hard to do.

1127 - > You guys are owners, we've been there, it's hard to do because 1128 - > sometimes you're like, it's personal. 1129 - > Oh, it feels personal, right? 1130 - > SPEAKER_00: Well, that's when you can use your team. 1131 - > Sometimes you can be like, I know that we just need to do 1132 - > this to make it right, and this is really hard for me now.

1133 - > I need backup. 1134 - > Can you come in and be the good guy? 1135 - > Can you come in? 1136 - > SPEAKER_01: Sometimes that like person coming in on the tail end 1137 - > is I mean, most of the time that person's the hero.

1138 - > So like if you can, you know, if her and I are working together 1139 - > and I'm just taking the grenade, and you know, I'm the one that's 1140 - > just getting shot at, and I'm like, okay, here's here's the 1141 - > deal. 1142 - > Right. 1143 - > I need you to go drive this home because I know this is best for 1144 - > the guest. 1145 - > SPEAKER_00: I know this is what is best for the restaurant.

1146 - > I need you to go take it through the finished line because you're 1147 - > a fresh face and they just want to throw it all at me. 1148 - > SPEAKER_01: Or they want to throw it all at her, and then I 1149 - > come in and I'm like, hey, I'm Christina's husband, or you 1150 - > know, I'm like whatever, whatever it is. 1151 - > It's like you're able to navigate that and it's like how 1152 - > to win friends and influence people almost. 1153 - > SPEAKER_00: It's like just come in and take ownership.

1154 - > Hey, Eddie told me what uh ball drop we had, and we've been 1155 - > running around trying to figure out the best way to fix this for 1156 - > you, and this is what we've came up with, and we're gonna own 1157 - > this and it's never gonna happen again, and we're so sorry. 1158 - > But you know, this is what we can do now. 1159 - > And is that happy does that make you happy and try to come to an 1160 - > agreement? 1161 - > SPEAKER_03: Right, right, huge.

1162 - > And that that, like you said, the fresh face helps. 1163 - > SPEAKER_00: Yeah. 1164 - > SPEAKER_03: So I think with this, okay, we talked about, I 1165 - > think this is a good you know topic that you talked about, you 1166 - > know, touching tables, right? 1167 - > Because it's a good example, right?

1168 - > We have this opportunity where it's like the goal is to touch 1169 - > the table, right? 1170 - > Um, five table touch meaningful table touches a week, so that's 1171 - > a number. 1172 - > Um, but this is still a lot of there's a lack of clarity. 1173 - > There's a big lack of clarity.

1174 - > And obviously, you haven't told me everything that he said, 1175 - > you're you're you're giving me a summary, but like right now it's 1176 - > there's a big lack of clarity. 1177 - > Okay, touching five tables, right? 1178 - > How are we gonna monitor that? 1179 - > What does touching five tables mean?

1180 - > Okay, it could be a guest recovery, it could be a table 1181 - > touch, it could be someone's first time, you know, dining 1182 - > with us, whatever it is, but five tables, what how are we 1183 - > monitoring it? 1184 - > How are we managing it? 1185 - > What are we saying? 1186 - > Um you said a meaningful touch.

1187 - > What does that mean? 1188 - > What is a meaningful touch, right? 1189 - > Because that's gonna mean something different to you, 1190 - > something different to you, something different to me. 1191 - > Ironing out that clarity of instead of saying meaningful 1192 - > touch, let's just give them directly what it is.

1193 - > We want you to make a personal connection with them, and here's 1194 - > three things, one of three things you need to do, right? 1195 - > Find out X, Y, or Z. 1196 - > Okay. 1197 - > And then the next piece is we're gonna follow up with them the 1198 - > next day.

1199 - > Okay, and so and then when we follow up with them the next 1200 - > day, it can't be a generic generic email, it has to be 1201 - > personal, um, and then it has to have like a throughput, right? 1202 - > How was everything? 1203 - > I just want to double check to make sure everything was they 1204 - > ate something spicy, and they're like, Oh my god, it was so I 1205 - > just want to make sure you're feeling good today, everything's 1206 - > good. 1207 - > Uh double check on everything again.

1208 - > Thank you for being so understanding. 1209 - > Thank you. 1210 - > And and and also I just want to invite you back for a glass of 1211 - > wine. 1212 - > If you come in, the text me, I want to buy you a glass of wine, 1213 - > bring bring a friend, like oh, right, buy you guys a glass of 1214 - > wine, whatever it is, something like that, but having that 1215 - > throughput, and so we we now have the uh uh objective, right?

1216 - > Five touches, five follow-ups a week minimum. 1217 - > I kind of the number worries me a little bit because then it 1218 - > becomes about the number, right? 1219 - > So it's like okay, five, it becomes transactional, but at 1220 - > least at least it's a good place to start. 1221 - > We have to have an exit strategy from that, like you talked 1222 - > about, right?

1223 - > You say we sometimes we have an issue, that issue makes us 1224 - > realize we need a system, and then that system makes us 1225 - > realize that we have to have a system for that system, right? 1226 - > It's this whole thing, right? 1227 - > So think about that way too. 1228 - > We have an exit strategy out of that five touches, because that 1229 - > five touches can really easily become about five, the number 1230 - > five.

1231 - > And now we're just we're setting the wrong tone, the wrong 1232 - > temperament, the wrong idea. 1233 - > SPEAKER_01: Yeah, it's like okay, I got my four done. 1234 - > I need to I need to do one more tonight, right? 1235 - > SPEAKER_03: Yeah, exactly.

1236 - > Yeah, so it's like okay, and then I'm gonna uh hi, how was 1237 - > that? 1238 - > Okay, cool, awesome. 1239 - > Uh yeah, and then they're like they're emailing them, hey, I 1240 - > just wanted to check in. 1241 - > I know it was your first time, hope you had a great experience.

1242 - > SPEAKER_01: And then the person's like, Yeah, okay. 1243 - > We that's yeah, yeah, that's a little weird. 1244 - > SPEAKER_03: So we gotta be just be cognizant of that, right? 1245 - > And then when we're training, we're talking about that.

1246 - > We don't want you checking boxes, right? 1247 - > We want you to have 15. 1248 - > You're just giving us five, right? 1249 - > We're just having five.

1250 - > But we want these to be meaningful, so there's three 1251 - > different options guest recovery, first-time guest, or 1252 - > just straight table touching, right? 1253 - > Walking by and table touching a table. 1254 - > And so that's where we gotta be careful of that. 1255 - > But we have the objective, right?

1256 - > Whatever that objective is, five table to five meaningful table 1257 - > touches. 1258 - > The things we have to have around it, because this is where 1259 - > most businesses fail, is before and after. 1260 - > How do we implement that properly? 1261 - > Again, the clarity is lacking.

1262 - > Meaningful table touch, right? 1263 - > How are we implementing it properly? 1264 - > How is Rob implementing it properly, and then how are we 1265 - > following up? 1266 - > That's a big piece.

1267 - > How is he follow up? 1268 - > How does he know? 1269 - > How does you how do you guys follow up? 1270 - > Yeah.

1271 - > SPEAKER_01: The the expectation is a BCC to him. 1272 - > Okay. 1273 - > So he's he's got visibility immediately when that email is 1274 - > sent um to the guests, thanking them for their experience. 1275 - > So um it's part of his kind of weekly to do to just monitor all 1276 - > that comes in and that GMs or every manager?

1277 - > SPEAKER_00: GMs, just the GMs, yeah. 1278 - > And then I think how we oversee it and what we started doing 1279 - > with all of our GMs um to help us follow up with them is every 1280 - > week on Teams, because that's what we use to communicate, they 1281 - > fill out a Wednesday to Wednesday update where it's kind 1282 - > of a stop point for them to kind of catch up on all the admin 1283 - > stuff and everything that is repetitive on a weekly basis 1284 - > where they go through and they fill out this update on their 1285 - > computer or on their phone that goes to me, Eddie, Rob, our 1286 - > controller, Gabby.

1287 - > Um, and in that we added it in there, um, you know, complete 1288 - > your five follow-up emails if you haven't done so already. 1289 - > So we're we were trying to give them um catch up point for the 1290 - > week or a reminder because when so much variable stuff is going 1291 - > on throughout the week and that's like the one guarantee 1292 - > every week is you gotta do that Wednesday to Wednesday 1293 - > follow-up. 1294 - > SPEAKER_01: Like go through it's a little, it's just a form 1295 - > that's pretty much like like what she said, just kind of 1296 - > gives you oh, I need to I need to do that.

1297 - > Let me go get that done. 1298 - > Or you know, just um try to keep, I guess, a little 1299 - > consistency in in such a highly unconsistent day-to-day. 1300 - > SPEAKER_03: You know, the before and after, and and really again 1301 - > being cognizant of like we're not making it about the five. 1302 - > Like that's what I'd really stress to you, is like make sure 1303 - > you're just kind of trying to stay away from that as much as 1304 - > possible.

1305 - > And then I think one one thing that you're gonna be missing, 1306 - > because it's like how do we follow up, right? 1307 - > And so their BBC, I like that idea. 1308 - > I mean, that's definitely a way to track it. 1309 - > It's but again, it's gonna be a lot of like busy work for your 1310 - > director of operations because he's gonna be like having to 1311 - > track down five emails, and then it's like, how do we make sure 1312 - > to prevent it's not like um transactional?

1313 - > Like saying copy paste, you know, there's some there's some 1314 - > love behind it and stuff like that. 1315 - > So I would say what's really important, I think the biggest 1316 - > piece here that you can get like the biggest value add out of 1317 - > this is that we're getting them to um focus on these things, 1318 - > right? 1319 - > Focus on touching tables, focus on talking to guests, meaningful 1320 - > interactions, but then once a week we have a meeting with the 1321 - > the seven of the GMs or whatever, and we talk about 1322 - > these interactions.

1323 - > What did you notice when you talk to the guests? 1324 - > When you guest recovered, you talk to them, what have you 1325 - > noticed as replies from that? 1326 - > Have you seen guests come back? 1327 - > Have you, you know, like when you're table touching, you know, 1328 - > what does that look like?

1329 - > Is it is it, you know, are you what's your verbiage you're 1330 - > using? 1331 - > What do you what are you starting the conversation off 1332 - > with? 1333 - > How are you making sure it's not like a generic, you know, 1334 - > run-to-the-mills? 1335 - > SPEAKER_01: It's like putting them in a group setting and and 1336 - > really like their peers hold them accountable at that point.

1337 - > Almost like at a pre-shift, you start asking somebody, hey, 1338 - > what's in what's in this salad or what's in this? 1339 - > Nobody wants to be that person that can't answer it. 1340 - > So if you're putting everybody in the same room and you're 1341 - > like, oh, tell me how your um tell me how your interactions 1342 - > went with with your follow-ups with your guests this week and 1343 - > um you know what worked out, what didn't work out, like you 1344 - > know.

1345 - > SPEAKER_00: Well, I guess that could be similar to like our 1346 - > calls with you guys. 1347 - > He can hold that time slot in the future and maybe use that 1348 - > time slot as a weekly development for the general 1349 - > managers where they pick we we did talk about that. 1350 - > Yeah, where they pick a topic each week and then they really 1351 - > go hone in on it that week and then they discuss, you know, how 1352 - > it worked. 1353 - > SPEAKER_03: And table touches are gonna be the key to that, 1354 - > like for now, or whatever the the manager engagement, like 1355 - > that's just the only focus.

1356 - > That's why we're getting on this call is to talk about this and 1357 - > and it should hold an hour because and then also you can 1358 - > say what's working for you when you table touch to make it not a 1359 - > basic table touch, right? 1360 - > And someone might say something really good, and someone like 1361 - > most might be listening, and they're like, Oh wow, right? 1362 - > And and I'm gonna call on you guys to be prepared, right? 1363 - > Um, and and and just making it less about the number, more 1364 - > about the actual execution and action, because eventually what 1365 - > we're gonna want to do is secret shops.

1366 - > Has Steve talked to you about that yet, or Kenneth? 1367 - > Um, not with you guys, but if you got if that's something you 1368 - > guys we don't do it personally, but we have a company, but we 1369 - > just the thing is like secret shops. 1370 - > Like my recommendation is is doing it twice a month in each 1371 - > location because it's gonna give you real data. 1372 - > We just base everything off of that, right?

1373 - > It's like, listen, this is tier GMs and your director of 1374 - > operations. 1375 - > This is gonna tell us what the story is, right? 1376 - > Whatever's happening here, we can just times that by 10 or 20, 1377 - > right? 1378 - > It'll give us a real read of what's happening, and it's a 1379 - > third-party unbiased, and we need to be hitting these marks.

1380 - > One of the marks can be guest table touching, right? 1381 - > Making sure the manager's touching all the tables, 1382 - > whatever it is, right? 1383 - > But we just I I just want to start like again having an exit 1384 - > plan for this five, because I'm gonna tell you right now, it's 1385 - > just gonna slowly become about that. 1386 - > They're gonna begrudgingly do it versus like how do we get them 1387 - > bought into it, understanding how important it is.

1388 - > That's a whole nother piece. 1389 - > So, but having those conversations is gonna be a big 1390 - > piece of it, right? 1391 - > Getting them excited, talking about it, um, and then giving 1392 - > them milestones. 1393 - > Hey, I you know, what is your what is your biggest weakness 1394 - > right now as a GM when it comes to table touches?

1395 - > Is it just table touching a table randomly out of nowhere? 1396 - > Because that could be awkward. 1397 - > I hate that, right? 1398 - > When you once a manager comes up, hi my name's Preston.

1399 - > How is everything over here? 1400 - > All right, well, I'm the manager. 1401 - > If you need anything, let me know. 1402 - > Like Yeah.

1403 - > Got it. 1404 - > Thank you. 1405 - > Like added zero value, right? 1406 - > It's very transactional.

1407 - > And then there's managers that are really good at table 1408 - > touching, right? 1409 - > We walk up and you talk to the server first. 1410 - > Is their first time, birthday? 1411 - > Is there anything I can know?

1412 - > You know, what do they order, right? 1413 - > You know, so you can go by hi, my name's Preston. 1414 - > I heard that you're you've been here a couple times. 1415 - > Okay, I'm sorry, I've never met you.

1416 - > I I would love what was your name? 1417 - > Right? 1418 - > And then I saw you ordered the salmon. 1419 - > Have you had that before?

1420 - > Oh my god, it's so freaking good. 1421 - > By the way, don't order dessert. 1422 - > I'm gonna bring out dessert for you. 1423 - > You guys have been here before.

1424 - > I appreciate that. 1425 - > I want to show you just a little thank you and love. 1426 - > I'm gonna bring out dessert and uh yeah, I'm really I'm gonna 1427 - > stop bugging you, but enjoy your meal. 1428 - > I just want to come by and say hi since you've been here so 1429 - > many times.

1430 - > So it feels like it has a purpose and a reason. 1431 - > Oh, that was nice, right? 1432 - > Versus like, how is everything over here? 1433 - > All right, well, my name's Preston.

1434 - > Enjoy it. 1435 - > Yeah, and you're like, cool, that's you just made me go 1436 - > through an awkward interaction for no value whatsoever. 1437 - > So um, and you know, having those pieces and those 1438 - > milestones, so it's like we get on a weekly call, whether the 1439 - > GMs, how are you feeling about everything? 1440 - > How are the table touches?

1441 - > There's no such, don't give me the the, you know, when you ask 1442 - > your kids how's school, right? 1443 - > Good. 1444 - > But you know, I want an answer, right? 1445 - > So we gotta ask questions that that warrant an answer, right?

1446 - > SPEAKER_01: So the everyday pickup, at school pickup with 1447 - > with our little ones. 1448 - > SPEAKER_03: Yeah, you're like good. 1449 - > What'd you learn? 1450 - > Nothing.

1451 - > You're like awesome, all right. 1452 - > SPEAKER_01: Well, we're gonna get a toy, yeah. 1453 - > SPEAKER_03: Yeah, exactly. 1454 - > Like when I see my nephew, I'm always like, what do you what do 1455 - > you like most about school right now?

1456 - > What do you what do you not like most about school? 1457 - > And then, you know, so but we talked about that. 1458 - > What's what is what what is working for you? 1459 - > What's giving me a reaction you got you weren't expecting from a 1460 - > guest that you table touch, right?

1461 - > We start asking them questions, getting them involved, and uh, 1462 - > and and just by watching, by truly caring, and by getting an 1463 - > answer and showing them that it's not about the five, right? 1464 - > It's about what inner relationships are we building 1465 - > and what does that look like and having conversations about it? 1466 - > It's gonna mean more to them. 1467 - > They're gonna understand, start understanding the mission, and 1468 - > then when they're doing it, they're gonna be mission-driven 1469 - > when they're doing it.

1470 - > Now you're giving, you're framing it to them of why 1471 - > they're doing it, what they're doing it. 1472 - > So they're when they're going to the tables, they're thinking 1473 - > about that meeting, right? 1474 - > What am I gonna say to bring back the meeting? 1475 - > And then I remember Brian said this, and I'm gonna try that 1476 - > now.

1477 - > And then that's a conversation we can have too with the 1478 - > director of operations. 1479 - > Did you have, did you try something that you heard 1480 - > yesterday from somebody else this week? 1481 - > How did it work out for you, right? 1482 - > And sometimes you're gonna get people like, oh no, but you 1483 - > every now and then you're getting something like I did, 1484 - > and here's what happened.

1485 - > And then we just encourage that learning environment, that group 1486 - > learning environment, and the cohesiveness. 1487 - > Um, and and then we can find out ways to kind of build out from 1488 - > there. 1489 - > But again, just think about that every time you're implementing 1490 - > something. 1491 - > It's like, what's the before piece, the implementation piece, 1492 - > and what's the after piece, the follow-up piece?

1493 - > And is it effective? 1494 - > Because you guys talked about something um Shiffly, right? 1495 - > Where it's like Shiffly, Opus, great examples of like they are 1496 - > they're they're they're tools. 1497 - > But it's it's it's like saying, you know, I'm gonna build a 1498 - > house, and like I think like the nails are so important, right?

1499 - > I got these new nails that are just so good. 1500 - > They're good, they're these nails are amazing. 1501 - > And cutting edges, it's a certain type of metal, awesome. 1502 - > You're gonna need a lot more pieces though, and a lot more 1503 - > people, and there's a lot going on.

1504 - > The nails are important, of course, but like you're focusing 1505 - > on what like it's one piece to a very big picture, and so that's 1506 - > that's why this piece is so important, is like what we want 1507 - > we don't want it to be just about implementation, about 1508 - > numbers, about checking boxes, right? 1509 - > That side work, sure. 1510 - > Yeah, absolutely, right? 1511 - > We can make that about checking boxes.

1512 - > Are you doing all these things? 1513 - > Yes or no? 1514 - > It's fairly simple. 1515 - > We're developing people, which is this is what we're doing, 1516 - > right?

1517 - > We're trying to develop your leaders into doing these things. 1518 - > We can't make it about checking boxes because we make about 1519 - > checking boxes, that's what they're gonna do, is check 1520 - > boxes, and they're gonna have no passion behind it, nothing 1521 - > whatsoever. 1522 - > And then it becomes another checkbox thing. 1523 - > Your director of operation gets over really fast, they get over 1524 - > really fast, the meetings become really stale and awkward.

1525 - > You're hearing the same things over and over again. 1526 - > People are demotivated, he's demotivated, you're demotivated 1527 - > because you're like, what is this? 1528 - > You know, you get on a call, you're like, Oh my gosh, you 1529 - > talk. 1530 - > How are the five?

1531 - > Oh, yeah, the five are going good. 1532 - > I got three down, I'm working on the other two. 1533 - > It's like so that's what we want to focus on. 1534 - > Does that make sense?

1535 - > Yeah, yeah. 1536 - > Okay, do you feel feel like that's doable for you guys? 1537 - > SPEAKER_01: Yeah, easily. 1538 - > SPEAKER_03: Yeah, got it.

1539 - > SPEAKER_01: What what are your feelings on Hillstones 1540 - > restaurants? 1541 - > Hillstones restaurants, uh feelings how? 1542 - > Um on their in or unwillingness to accommodate uh well I want an 1543 - > espresso martini, no. 1544 - > SPEAKER_03: Right.

1545 - > So they they can do it because they're Hillstone, right? 1546 - > So they've built such a good brand value and and they they 1547 - > that they can do it, right? 1548 - > They they're allowed, they're able to do it. 1549 - > Trying to copy Hillstone's model is is not gonna work.

1550 - > SPEAKER_01: It's a losing proposition. 1551 - > I see that from like anybody's standpoint, but it it's 1552 - > mind-boggling how it almost goes against a lot of what we preach 1553 - > on day-to-day. 1554 - > SPEAKER_03: Because because they're they're they're selling 1555 - > something different, okay? 1556 - > So they're we're selling an experience.

1557 - > We don't have what Hillstone has. 1558 - > We haven't put the blood, sweat, and tears that Hillstone has put 1559 - > in, the length in business, they've been around for so long, 1560 - > they've battle tested themselves and they've gone through trials 1561 - > and tribulations to get to where they're at, right? 1562 - > We're we're and so we're offering an experience of like 1563 - > hospitality, personalized touch. 1564 - > What they're selling is consistency.

1565 - > That's it. 1566 - > They're selling you consistency. 1567 - > You know exactly what you'll get every time you walk into a 1568 - > Hillstone. 1569 - > You'll get a professional server who knows their menu inside and 1570 - > out, who will conduct themselves professionally, who will look 1571 - > clean and presentable.

1572 - > You'll get your food looking in the same exact way, tasting the 1573 - > same exact way every single time, no matter what. 1574 - > You'll know how long you're gonna wait for your food, you'll 1575 - > know how long you wait for your reservation, you'll know how 1576 - > long you'll be in the restaurants. 1577 - > Like you talked about stress, right? 1578 - > You take that stress out.

1579 - > 45 minutes guaranteed. 1580 - > If I make a reservation at Hillstone, I'll be in and out at 1581 - > this time guaranteed. 1582 - > Um, I won't have to deal with any drunk people or crazy 1583 - > people, right? 1584 - > I I know a host will treat me professionally.

1585 - > It won't be personalized. 1586 - > They're not gonna make me feel special or individual, but they 1587 - > will have that consistency, and that's why Hillstone's 1588 - > successful, because people are saying that's how that's how 1589 - > in-demand consistency is. 1590 - > Okay, but until you can offer that, and even if that's 1591 - > something you want to offer, we can't say no to people, right? 1592 - > We uh within reason, you know, within reason.

1593 - > We have to be like reasonable about it. 1594 - > So it's a business model that works for them, and people try 1595 - > and copy it and it doesn't work, right? 1596 - > Even if they don't copy that part, people try and copy their 1597 - > their training or their systems. 1598 - > Like we, you know, there's a there's someone out there I 1599 - > know, like online, who's like, oh, I was a you know, I I used 1600 - > to open Hillstones or something like that.

1601 - > I'm gonna train you the way the way I train Hillstone servers, 1602 - > that's like saying, I'm gonna put like a Ferrari muffler on 1603 - > your Honda and it's gonna be fast. 1604 - > Like it's you're you're you're taking a cis, you're taking a 1605 - > training system and putting it into a restaurant that that is 1606 - > like a 0.00001% of a restaurant operation with all these 1607 - > systems, all this leadership development, all this stuff set 1608 - > in place, and you're like, oh, I'm gonna go.

1609 - > SPEAKER_01: 40 years of goodwill or you know, whatever. 1610 - > SPEAKER_03: Yeah, exactly. 1611 - > And I'm gonna give you their systems. 1612 - > It's like, what are you gonna do with that?

1613 - > It makes no sense. 1614 - > I'm like, I can't do anything, it doesn't fit. 1615 - > I'm putting a square uh peg in a circle hole, so it's not gonna 1616 - > fit. 1617 - > So, you know, but yeah, I mean it's it's it's it's a almost 1618 - > like a very like borderline once-in-a-lifetime thing, the 1619 - > way they've built it and the way they've they've established it, 1620 - > because they can guarantee you they can guarantee you this, so 1621 - > they're able to say no, but they can fully guarantee you that you 1622 - > will get this in the end, which is what 99% of restaurants can't 1623 - > do.

1624 - > And so because of that, they're able to do that that they're 1625 - > they're able to say no. 1626 - > All right. 1627 - > I don't like that business model personally, and I think that you 1628 - > know it doesn't, it's it's not what hospitality is about, you 1629 - > know, but it does serve a purpose, and it's obviously very 1630 - > popular, but you know, it's it's something that's that's very 1631 - > rare. 1632 - > SPEAKER_01: Yeah, yeah, just it's a it's an interesting case 1633 - > study for anybody because it goes against everything that 1634 - > that we say.

1635 - > Like, of course you can make an espresso martini, but look, 1636 - > you're literally saying no, we don't do that. 1637 - > SPEAKER_03: Right. 1638 - > Yeah, or we don't, you know, a party of five, like no. 1639 - > No, go somewhere else.

1640 - > SPEAKER_01: All of our tables are drilled in. 1641 - > SPEAKER_03: Yeah, exactly. 1642 - > We're not gonna do it, right? 1643 - > Yeah, absolutely not.

1644 - > So yeah, that's it's uh it's definitely uh uh an interesting 1645 - > concept. 1646 - > So yeah, I mean I think like I think we're getting you know to 1647 - > the to the nitty-gritty of things, but again, I just want 1648 - > you guys to focus, just always keep that in mind. 1649 - > And I don't and I I think simplification is gonna be good 1650 - > for you. 1651 - > SPEAKER_00: Yeah.

1652 - > SPEAKER_03: Like, do you ever feel you get overwhelmed? 1653 - > SPEAKER_00: Everything that happens, we're always trying to 1654 - > do, yeah, be proactive, and then also think of a way that we can 1655 - > take this one problem, fix it, figure out how to prevent it 1656 - > next time, and then alert everyone of that and try to help 1657 - > everyone be more proactive as a company, and then keep those 1658 - > processes organized somewhere when we bring in a new hire, we 1659 - > can give them everything they need to succeed and try to give 1660 - > them all the information without them having to.

1661 - > I get like stuck on trying to prevent the fail. 1662 - > And sometimes we have to let people fail to learn, but it 1663 - > then it affects the guest experience. 1664 - > So it's that mix of trying to make everything as perfect as 1665 - > you can for the guest at all times while letting a manager 1666 - > coming up experience those fails so that way you can teach them 1667 - > the right way to handle things. 1668 - > SPEAKER_03: I mean, I think you're right and wrong.

1669 - > I think you guys need to go through those failures um once 1670 - > or twice or whatever, 10 times, 20, whatever it is, right? 1671 - > But you guys go through the failures so people coming up 1672 - > don't have to, right? 1673 - > I don't think they necessarily have to experience the failure. 1674 - > SPEAKER_00: Um but it's like so hard to take a new manager and 1675 - > teach them how to handle every single variable situation the 1676 - > way that our company wants it in like a three-week training 1677 - > process.

1678 - > So it's like trying to keep the systems organized where you know 1679 - > they're on the floor, they're running around at the 1680 - > restaurant, something comes up. 1681 - > Is there a spot where they can like pull it up quick and 1682 - > reference it to where they don't have to go look in their manual 1683 - > that's at home because you know, like we gave them all this stuff 1684 - > when they first got hired? 1685 - > Um so that's the hardest part for us. 1686 - > I think like in a world where everything is so accessible and 1687 - > at your fingertips, it's like how can we have everything 1688 - > accessible and at the manager's fingertips when they need them?

1689 - > SPEAKER_03: And so, I have a solution for you, but first 1690 - > things first, um because you're saying like I want them to be 1691 - > able to kind of uh uh under like have every solution figured out, 1692 - > right? 1693 - > Yeah, perfect scenario, and there's something to that, okay? 1694 - > Because I were I worked with someone before, I saw his team 1695 - > and I went to one of his events, it was a small event, like a 1696 - > hundred people, and his team went up there, and I went to see 1697 - > him, right?

1698 - > But his team came up and they're all like young and they're all 1699 - > so good, they're so knowledgeable, so well spoken, 1700 - > and they presented so well. 1701 - > I was so I was like my mind blown. 1702 - > I'm like, everybody that went up there, younger, freaking 1703 - > confident, knowledgeable, it was crazy. 1704 - > And so afterwards I go, dude, where where where do you find 1705 - > your people?

1706 - > Like, where do you get your people? 1707 - > And he was like, I don't get my people pressed, and I developed 1708 - > them. 1709 - > Yeah, he was like, you know how many times they have to present 1710 - > in front of me before they actually go up on stage? 1711 - > 50.

1712 - > 5'0. 1713 - > You know how much time that takes for me? 1714 - > You know what time, you know, so I was like, wow, that that kind 1715 - > of opened it up. 1716 - > But what I want to also say to you is like, well again, focus, 1717 - > right?

1718 - > We don't want to teach them the ins and outs of everything, 1719 - > because I can tell you right now, 80 to 90 percent of their 1720 - > problems that they need to solve on the floor, that they need to 1721 - > be ready for on the floor, uh uh there's gonna be 80 or 90 1722 - > percent of of the same things. 1723 - > Then you'll have 10% of like random stuff that is like so 1724 - > rare that it happens. 1725 - > And I would say we don't need to prepare them for that.

1726 - > 80 to 90 percent, and then I would also say what was that 1727 - > 80-20 rule? 1728 - > That was the yeah, 80 well, 80, 80. 1729 - > Resourceful resourceful and 20% is resources, right? 1730 - > And that's the truth too.

1731 - > But so 80% of your problems that are on the floor that managers 1732 - > need to learn are gonna be what we want to teach them. 1733 - > After that, it could be a you know, we can start teaching them 1734 - > along the way. 1735 - > There could be like a, you know, course that we can create for 1736 - > them that they can take and maybe get a bonus if they take 1737 - > it, right? 1738 - > Or if they're interested in getting a raise after one year 1739 - > one, they have to learn this courses that we we give them, 1740 - > you know, where it elevates them.

1741 - > But 80% of the problems are gonna be on the floor. 1742 - > Tell me if you think I'm wrong on this, okay? 1743 - > I want your honest opinion. 1744 - > You can break it up into four things, really simply guess 1745 - > recovery.

1746 - > Can they guess recover the like you can? 1747 - > Yes or no, right? 1748 - > SPEAKER_05: Yeah. 1749 - > SPEAKER_03: Every manager, that's important.

1750 - > We want to teach that ins and outs, right? 1751 - > And it's all the same stuff, right? 1752 - > It's just kind of what how angry are they, right? 1753 - > It doesn't matter though, if it's a guy, the the hardest 1754 - > guest recovery I ever had in my entire restaurant.

1755 - > I pri I tell you right now, anybody I guess recovers, leave 1756 - > me happy, right? 1757 - > We're gonna be best friends. 1758 - > The hardest guest recovery I ever had, and I spilt or one of 1759 - > my servers spilled a red glass of wine on a YSL bag. 1760 - > SPEAKER_05: Oof.

1761 - > SPEAKER_03: White one, brand new one that they didn't make 1762 - > anymore. 1763 - > SPEAKER_05: Of course. 1764 - > SPEAKER_03: Yeah, the hardest. 1765 - > Guest recovery ever had was this guy who got an overcooked 1766 - > burger.

1767 - > He was older and he was with his family and he was just besides 1768 - > himself. 1769 - > And he wasn't even like, it wasn't like one of those things 1770 - > where you're like, dude, you're being really like unreasonable. 1771 - > It was just, he was just so disappointed, and he couldn't, 1772 - > and he just he just couldn't get shake it, right? 1773 - > So guest recovery, what I'm saying, and my point is that 1774 - > it's guest recovery, it's guest recovery.

1775 - > We don't need to be like, so here's what happens when they 1776 - > say this, and here's what happens when they say that. 1777 - > It's like, are they upset? 1778 - > Figure out the problem, find the solution, right? 1779 - > And we have a whole framework we gave to you guys, right?

1780 - > So guess recovery, let's master that. 1781 - > Let's go through scenarios. 1782 - > Director of operations comes in, let's go over it, talk to me. 1783 - > I'm gonna throw a guest recovery at you.

1784 - > I want you to tell me what you would do in this situation. 1785 - > Nope, I'm not happy with that. 1786 - > What are you gonna do now? 1787 - > Right?

1788 - > So guess recovery is gonna be big. 1789 - > Um, accountability is huge. 1790 - > Can they hold people accountable? 1791 - > This is probably the biggest, these are probably the biggest 1792 - > two weaknesses, but the accountability is the biggest 1793 - > weakness.

1794 - > But that's why I gave you guys this. 1795 - > And so when you actually look and study it, like it has a 1796 - > daily mastermind, um, it has a couple pieces, but if you start 1797 - > going into there, there's there's emotional intelligence. 1798 - > I'm telling you right now, this is the secret to holding people 1799 - > accountable, right? 1800 - > So if you look at uh some of the big things like emotional 1801 - > intelligence, reading the team member, the pause before the 1802 - > reaction, learning that skill set, right?

1803 - > You're pausing, you're listening, you're figuring out 1804 - > before the reaction, holding your own state. 1805 - > I'm staying calm, cool, and collected the whole time. 1806 - > I'm not gonna let their emotions dictate my emotions. 1807 - > We've all been there.

1808 - > We start puffing up our chest with them, right? 1809 - > Uh the room is always watching, really important. 1810 - > If I'm talking to an employee, someone else might be able to 1811 - > hear me, and I don't want to be perceived as anything but 1812 - > professional. 1813 - > Reading through the excuses, and now we go through this part, 1814 - > right?

1815 - > The flat tire. 1816 - > Okay, so it says when to hold them where to hold them 1817 - > accountable, who to have with you, uh, what to have in front 1818 - > of you, and what they know. 1819 - > Okay. 1820 - > So that and then it's like uh which ring.

1821 - > So it's a is it first offense, is it verbal, is it is it 1822 - > actionary, right? 1823 - > So first offense is they're late but they showed up. 1824 - > Verbal, uh, that's a verbal, right? 1825 - > Next is it's a first offense with a severe impact on the team 1826 - > or guest, right?

1827 - > I showed up two hours late to shift. 1828 - > That's gonna be a different conversation than showing up 1829 - > five minutes late. 1830 - > And then there's a script, right? 1831 - > So it's a script.

1832 - > We we name what happened, we name the standard, and then we 1833 - > deliver the verbal. 1834 - > And it tells you what not to do, right? 1835 - > Don't ask them why they were late before you deliver the 1836 - > verbal, right? 1837 - > Why why were you late, by the way?

1838 - > It's like, what do you think they're gonna say? 1839 - > Yeah, there's an extreme circumstance that I couldn't 1840 - > control. 1841 - > Uh don't compare them to other employees. 1842 - > Uh don't apologize for holding them accountable.

1843 - > I'm sorry, but I have to hold you. 1844 - > It's like why I'm not sorry. 1845 - > Yeah, because this is part of the job. 1846 - > I'm not, you know, uh, and and and uh and don't add more words.

1847 - > If they say yes, right, what should we do at that point? 1848 - > If they say yes, yeah, if they're like, I get it, thank 1849 - > you for holding me accountable. 1850 - > What do we do? 1851 - > Yeah, thank you.

1852 - > Yep, that's it. 1853 - > All right, have a good day. 1854 - > I don't need a and by the way, I just want to say, no, no, just 1855 - > like stop the conversation right there. 1856 - > Now, this is big.

1857 - > Objections. 1858 - > This is huge, okay? 1859 - > So um, objections, right? 1860 - > Because they're gonna come up with the objections, and we have 1861 - > it all had a flat tire, other people are late all the time.

1862 - > Why are you holding me accountable? 1863 - > And then if they keep pushing back, right? 1864 - > Listen, I hear you, nothing about the standard has changed. 1865 - > This is just a verbal.

1866 - > I'm gonna log it, we'll sign it, we're done. 1867 - > And then if they if they still won't commit, then they just 1868 - > have, you know, what I'm gonna do is I'm gonna have you talk to 1869 - > the GM, okay? 1870 - > Um, I I get it, I hear you, I hear what you're saying. 1871 - > I'm gonna have you talk to the GM and then and then he might 1872 - > have a different uh outlook on it, but it's up to him 1873 - > ultimately.

1874 - > I'm just I'm just a messenger. 1875 - > If I'm a GM, I'm gonna have I'm gonna set up a call with Eddie. 1876 - > Is that okay? 1877 - > You guys can talk real quick, and then you know, again, I'm 1878 - > just a messenger if he has a different opinion.

1879 - > We'll because there has to be a point where we just say if 1880 - > they're pushing back too much. 1881 - > So this will give them every scenario, and then there's 1882 - > there's just different like things that are happening, 1883 - > right? 1884 - > Um, the ghost, right? 1885 - > If they do a no-call, no show, right?

1886 - > Objections, the scripts, like it has everything here. 1887 - > The pocket drift, what if they have their well if they pull 1888 - > their phone out on the floor in front of a guest, right? 1889 - > All this stuff, the guest snap, what if they give a guest an 1890 - > attitude, right? 1891 - > They they start.

1892 - > So there's just all these scenarios of how they can hold 1893 - > them accountable. 1894 - > So even if your leadership team just reached through this, yeah, 1895 - > that's this will be just gives them just knowledge. 1896 - > It's knowledge, right? 1897 - > SPEAKER_00: Yeah, that's like a playbook for them to feel 1898 - > confident.

1899 - > And that's like part of the hard part, is just them feeling 1900 - > confident in those situations. 1901 - > They don't want to disappoint the company, the raps are on us, 1902 - > they want to be able to do the right thing, and we want them to 1903 - > feel empowered and that they know you know enough to be able 1904 - > to handle those situations. 1905 - > SPEAKER_03: Yeah, exactly. 1906 - > And they want to do it.

1907 - > Yeah, and so just have them read through this. 1908 - > You guys can you know make your own. 1909 - > You might say the script. 1910 - > And the script is I always tell them, I go, those scripts are 1911 - > just ideas, right?

1912 - > Just showing you what someone might say in the situation. 1913 - > You say your your piece, right? 1914 - > As long as you're sticking to the bullet points and we're 1915 - > really making it sterile and making it because of, you know, 1916 - > for legal reasons too, right? 1917 - > We want to make it really just cut and dry, just super simple, 1918 - > cut and dry.

1919 - > So we can't say it's a personal thing, we can't say it's the 1920 - > this or that thing. 1921 - > It's just strictly about our standards, right? 1922 - > Or about our rules, about our systems. 1923 - > We need to hold people accountable across the board.

1924 - > So there's accountability piece, and then there's inspiration, 1925 - > which is like I'm being inspirational on the floor, 1926 - > which means I'm I am the example. 1927 - > I'm gonna be on the floor with you, you're gonna see me 1928 - > touching tables, you're gonna see me giving hospitality, 1929 - > you're gonna see me running uh drinks, you're gonna see me 1930 - > running food, you're gonna see me help you clear your tables, 1931 - > you know, you're gonna see me in action, and you're gonna see me 1932 - > living and breathing everything I talk about, right?

1933 - > Um, and a good example of this is is the mindset and the 1934 - > mentality, okay? 1935 - > Because I had a GM that really helped me out big time, one of 1936 - > my most influential GMs, and I was working at a restaurant, I 1937 - > was a bartender, and I was Mr. 1938 - > Hospitality, right? 1939 - > Mr.

1940 - > Hospitality, when really it was about me, not the guest, but I 1941 - > thought it was about the guest because I was so good at 1942 - > hospitality and I was so good at my job. 1943 - > And so I had um a GM there that I really respected. 1944 - > And so this girl server comes up, she goes, Hey, can I get a 1945 - > um a uh a half glass of wine? 1946 - > A guest wants a half of a glass of a wine, and I'm like, I mean, 1947 - > yeah, if they want to pay for a full glass and want us to pour 1948 - > half a glass, like we could do that.

1949 - > And she goes, Well, no, I like they want to pay for like half a 1950 - > glass of wine and get half a glass. 1951 - > And I was like, We're not like what are we doing, right? 1952 - > Like, this is a like, no, we can't do that. 1953 - > And then she was like, Well, Billy, the GM, did it.

1954 - > And I was like, So I walk in and I go, Billy, what are we doing 1955 - > here, man? 1956 - > Like, are you serious? 1957 - > Like, we're pouring half glass of wine, we're charging half a 1958 - > glass, and um, the restaurant we were in hasn't been profitable 1959 - > at that point, right? 1960 - > And so he goes, Preston, until we profit a dollar, until we 1961 - > accomplish what we want to accomplish, we're never gonna 1962 - > tell a guest no.

1963 - > So, yes, we're pouring half glass of wine. 1964 - > And I was like, right? 1965 - > And so that's part of leadership too. 1966 - > Is like it really wasn't like, yeah, we are.

1967 - > Yes, we do that for guests. 1968 - > I'm I'm saying yes. 1969 - > Like, don't it was like, understand this, Preston. 1970 - > Like, here's why.

1971 - > And it's why it was so clear. 1972 - > It was so freaking clear and so apparent. 1973 - > I'm like, oh my gosh, right? 1974 - > He just summed it up so well.

1975 - > So that the the inspiration part is really, really big. 1976 - > So these are the three that I would really focus on, and 1977 - > really the the top two. 1978 - > It's like, and because you you can get really bogged down with 1979 - > I want to give them everything as an owner, right? 1980 - > We want to give them everything, right?

1981 - > But then it becomes where do we start? 1982 - > And now it becomes this encyclopedia of knowledge, and 1983 - > then it becomes like what's important to them, and then how 1984 - > do we track it and how do we monitor it? 1985 - > SPEAKER_00: And then and all of a sudden the restaurants are 1986 - > operating and the meetings are high operating. 1987 - > Yes, and all of a sudden, seven days a week, yeah.

1988 - > SPEAKER_03: Yeah, exactly. 1989 - > And then all of a sudden, a year goes by. 1990 - > No movement, right? 1991 - > Because we're so focused on these one things.

1992 - > Let's just, I'm telling you right now, make this your 1993 - > obsession: guess recovery, accountability. 1994 - > Guess recovery, accountability. 1995 - > Are we holding people accountable? 1996 - > Are we able to guess recover at a high level?

1997 - > If we can do those two things, you're gonna see a lot of 1998 - > movement in the business. 1999 - > You're gonna see a lot of improvement in sales, you're 2000 - > gonna see a lot of improvement in employee retention, employee 2001 - > uh productivity, all that good stuff. 2002 - > You'll see the numbers and and on just these two things. 2003 - > Once we get this down, we have a master, and we feel like, man, I 2004 - > could bring any freaking manager in here within six months, 2005 - > they're gonna be nailing these things, which makes it awesome 2006 - > because now we can also open up our pool.

2007 - > We can bring people up right from within. 2008 - > You don't have any experience, that's okay. 2009 - > We're gonna take you through this process, or we're gonna 2010 - > make you badass. 2011 - > Because also the statistic was I think 70%.

2012 - > I gotta I gotta look up the number again, around 70% of the 2013 - > reason why managers uh have high anxiety and high stress in their 2014 - > jobs, their job is undesirable, is because they don't know how 2015 - > to deal with people. 2016 - > SPEAKER_00: Oh, that's interesting. 2017 - > SPEAKER_03: Yeah, and you can and you can look it up. 2018 - > It's it's it's the number, it might be higher, but it's 2019 - > because I I don't I I want to be dealing with these for example, 2020 - > if I move someone up, we were out drinking the night before.

2021 - > Now I'm your boss, right? 2022 - > How do I handle that? 2023 - > unknown: Right? 2024 - > SPEAKER_01: How do we always try to like move them?

2025 - > Yeah, put them in a different store. 2026 - > Yeah, this is like we're fortunate that we're that we can 2027 - > do that, but it's really difficult for for somebody to to 2028 - > bridge that gap because they're out drinking one night and all 2029 - > of a sudden now they're your manager and like they want to 2030 - > assert their dominance. 2031 - > Right. 2032 - > And this person is like, What do you why why are you telling me 2033 - > what to do?

2034 - > Like we're literally ripping shots at Yeager last year. 2035 - > Yeah, exactly. 2036 - > SPEAKER_03: I'm a better server than you. 2037 - > I know more about this place.

2038 - > I think you're longer, right? 2039 - > All these so if you move them, awesome, but they still have the 2040 - > problem of like they don't know how to correct. 2041 - > They don't know how to like you know interact with people. 2042 - > That's when emotional intelligence comes in, and 2043 - > that's where accountability comes in.

2044 - > That's where like that consistent accountability comes 2045 - > in, where it's just cut and dry. 2046 - > Someone come in, came in late, hey, can I talk to you real 2047 - > quick? 2048 - > Gotta hold you accountable, right? 2049 - > Super simple, you know.

2050 - > Oh my gosh, I get it. 2051 - > Okay, cool. 2052 - > I'll I'll send it up to the GM. 2053 - > I got you.

2054 - > Like, we're good. 2055 - > Like, I just I'm just I'm just a messenger, right? 2056 - > We gotta make it really painless when they interact with guests 2057 - > and then also with with the uh with the employees. 2058 - > We do that, all of a sudden your leaders are freaking looking 2059 - > like rock stars because you guys have been in the industry long 2060 - > enough, you guys have been training these people long 2061 - > enough.

2062 - > You've been in the industry. 2063 - > SPEAKER_00: You were you did you work in the um I started at 2064 - > Marble Slab actually in high school. 2065 - > Right and then I started in real restaurants in college. 2066 - > SPEAKER_03: Nice.

2067 - > So you so we both know, right? 2068 - > This is so it's so rare. 2069 - > I've worked at really nice restaurants where the managers 2070 - > didn't know how to guess recover for life of them. 2071 - > They just did the freaking basics.

2072 - > SPEAKER_00: My first hostess shift ever, I'll never forget. 2073 - > I've never worked in a full service restaurant before, and I 2074 - > applied, I got the job, they told me to come in for training 2075 - > this day at this time. 2076 - > I walk in and they're like, here, I'll clock you in. 2077 - > And like they put I was like, oh like never answered a phone, 2078 - > never sat in a rotation, never nothing.

2079 - > And it was just I was working all of a sudden, and throughout 2080 - > the shift, the phone's ringing, and I'm like, I don't know how 2081 - > to answer, I don't know how to put it on hold. 2082 - > Someone wants to take a word, I don't even know the menu. 2083 - > Um, and then I quickly learned what it was like to sit people 2084 - > because I was just sitting them. 2085 - > I didn't know, and then I'm getting yelled at by servers, 2086 - > and it's all in my first day, and I was like, okay, I didn't 2087 - > realize that this was a thing.

2088 - > Um again, a lot of we're really critical in ourselves because we 2089 - > want to give everyone the best experience. 2090 - > SPEAKER_01: But yeah, we we often we oftentimes look at the 2091 - > shoe on the other foot probably too much. 2092 - > Right. 2093 - > Like because we did that, that, and that.

2094 - > And then like, you know, when that excuse comes up, it's like, 2095 - > oh, I've been in that position where like that excuse is almost 2096 - > valid, and you know, you start, you start like that's where the 2097 - > accountability piece like really needs to be. 2098 - > SPEAKER_03: Yeah, and that's cool. 2099 - > We we're developing this piece too, so we gotta listen, right? 2100 - > So if someone says, No one ever told me that, and you're like, 2101 - > So you never heard that in a pre-shift, and then because 2102 - > that's why it's important when I do pre-shifts and we give you 2103 - > the the form.

2104 - > It's like there should be a signature piece of the box, 2105 - > yeah, with everyone's name every single time. 2106 - > Can you just sign that you understood everything? 2107 - > You're 100% clear, right? 2108 - > New initiative.

2109 - > What happens if you don't promise me? 2110 - > Because if I hold you accountable, I don't want you to 2111 - > be like, I didn't know. 2112 - > Is that fair? 2113 - > Yeah, okay, cool.

2114 - > They sign off, awesome. 2115 - > We got everyone's signature here, so that way, you know, 2116 - > there's little things like, hey, I didn't know. 2117 - > It's like, come on. 2118 - > All right, let's just I get it.

2119 - > You might have forgot. 2120 - > Slip through the cracks, you're human, that's fine, but we still 2121 - > have to hold you accountable. 2122 - > Just do me a favor, like get my back here. 2123 - > Uh, but then also listen, right?

2124 - > Because someone might say, I didn't know that, and then you 2125 - > find out, oh, they were they were off for the week or 2126 - > whatever, or something like that, or no one did tell them, 2127 - > or someone might have told them, we're not doing that anymore. 2128 - > And you're like, wait, so we want to listen to those things, 2129 - > but we want to be very cognizant, right? 2130 - > Of just like, outside of that, dog ate your homework. 2131 - > I'm sorry, but we got to hold you accountable, right?

2132 - > And this is again gonna change everything. 2133 - > So, again, let's make this our main focus. 2134 - > And with everything that you guys do, remember the 2135 - > implementation piece, right? 2136 - > It's always piece by piece, one foot in front of the other.

2137 - > If we try to implement two things at once, we're gonna 2138 - > fail. 2139 - > Hey, here's two new initiatives that we're gonna do in one week, 2140 - > we're gonna fail. 2141 - > We have to do one thing at a time. 2142 - > That's gonna be hard enough, right?

2143 - > So we gotta do that. 2144 - > It'll take time, but the payoff will be immense. 2145 - > Again, we don't want to end up 30, 365 days from now and no 2146 - > movement whatsoever. 2147 - > A lot of ideas, a lot of information, a lot of docs, 2148 - > freaking Opus is locked and loaded.

2149 - > We haven't moved an inch though, because we're not being 2150 - > strategic here. 2151 - > One thing at a time. 2152 - > Just one thing at a time. 2153 - > Let's hyper focus on that and get it done.

2154 - > And then just make this your obsession. 2155 - > Guess recovery accountability. 2156 - > How do I just how do I get this instilled? 2157 - > How do we get that installed?

2158 - > And so, first things first, accountability and the daily 2159 - > masterminds. 2160 - > I'm telling you right now, this is your next move, right? 2161 - > We are doing daily masterminds every single day with every 2162 - > single employee at every single location, and then we're gonna 2163 - > follow up to make sure those are getting done, and then we're 2164 - > gonna hold people accountable after we start doing that. 2165 - > We're not gonna sit there and go, we're now holding everyone 2166 - > accountable for everything.

2167 - > Buckle up. 2168 - > We're gonna introduce this new thing, and then we're gonna hold 2169 - > you accountable on it, and we're gonna continue holding you 2170 - > accountable on it until the end of time. 2171 - > We're gonna introduce now being on time. 2172 - > This whole week we're gonna talk about being on time.

2173 - > Hey guys, I've been really lax, my fault, our fault, but from 2174 - > now on, new rule, you gotta be on time. 2175 - > If you're on time late, whatever, but boom, now we start 2176 - > implementing that, right? 2177 - > You see how that like starts trickling? 2178 - > Yeah, becomes a snowball effect.

2179 - > Do you see that being a problem? 2180 - > SPEAKER_06: No okay. 2181 - > SPEAKER_03: Do you think it's doable? 2182 - > Okay.

2183 - > Okay. 2184 - > And again, your managers, right? 2185 - > They're gonna do what at first? 2186 - > Push, test the waters.

2187 - > Right. 2188 - > They're gonna push back a little bit. 2189 - > Oh, understaffed, busy, this and that. 2190 - > I get it.

2191 - > We gotta we gotta make this a priority. 2192 - > Number one, first and foremost. 2193 - > Like, understand, like, even if the ship's burning, going down, 2194 - > we still have to have these daily masterminds. 2195 - > Because the reason why I always stress that piece is because 2196 - > when we say, when they go it's too busy, understaffed, that's 2197 - > gonna be 50% of the time.

2198 - > SPEAKER_05: Yeah. 2199 - > SPEAKER_03: They're gonna be able to say, it was too busy, 2200 - > understaffed, it's too busy. 2201 - > And you just go, okay, well, instead of saying there is no 2202 - > negotiating here, this is what it is. 2203 - > You know, and I'm gonna tell you right now, every high-performing 2204 - > restaurant we've ever worked with had daily masterminds done.

2205 - > It was literally the difference. 2206 - > You look at it, you're like, the the restaurants, because people 2207 - > always ask us, they're like, what's the difference between a 2208 - > successful restaurant we worked with and an unsuccessful? 2209 - > It's if they listen, and the one thing that's always consistent 2210 - > is they did not commit to the daily masterminds. 2211 - > Like, oh, our team's really stressed out, busy season.

2212 - > This I get it. 2213 - > But we want a stress test during the busy season. 2214 - > That's the whole point. 2215 - > What what what we well why would we have something we're 2216 - > implementing our business that can't be done in the busy 2217 - > season?

2218 - > It kind of makes it pointless, right? 2219 - > Yeah, we have to make sure that these are going to be done 2220 - > during the busy season. 2221 - > There are no no's, there are no like uh uh you know, there's 2222 - > just no negotiating with this, with this piece. 2223 - > And then when they see the benefit of it too, when they get 2224 - > good at it, it becomes a skill set for them, right?

2225 - > They have a superpower now. 2226 - > They know how to go control the narrative, implement new 2227 - > systems, follow up with people, work with their teams, get more 2228 - > other people, they start growing with it too. 2229 - > So it's forced growth, if you will. 2230 - > Did you guys have any questions about that?

2231 - > SPEAKER_00: No. 2232 - > SPEAKER_03: All right. 2233 - > SPEAKER_01: We've generally done, we do pre-shifts at each 2234 - > of the restaurants, but uh they they're more so like we were 2235 - > talking about there, they're I think they lean a little bit 2236 - > more informative than than engaging. 2237 - > Um a five-minute, three to five minute quick little one-on-one 2238 - > is much more impactful than a you know, 15-minute group 2239 - > setting before the shift with everybody in there at the same 2240 - > time.

2241 - > SPEAKER_03: Yeah, and I and and and you know, two things. 2242 - > We're trying to solve for problems that aren't broken 2243 - > sometimes. 2244 - > So it's like the 86 item, for example. 2245 - > It's like, is that a huge issue, right?

2246 - > Are people like not able to figure out what's 86, so we have 2247 - > to be in front of them saying it to their faces in order for them 2248 - > to accomplish it? 2249 - > Or can we just say, right next to this expo line is 86, your 2250 - > job is to walk in and make that list. 2251 - > Now, if you sell an 86 item, we'll hold you accountable. 2252 - > We're gonna hold you accountable, right?

2253 - > Your job is really simple, walk in, write the 86 item, commit it 2254 - > to memory, and have that information. 2255 - > So, but yeah, spending that precious time with them is is so 2256 - > important. 2257 - > Go to a pre-shift, right? 2258 - > Go to one of your pre-shifts and watch it and be like, is this 2259 - > doing anything?

2260 - > Would I be paying attention to this pre-shift if I was if I was 2261 - > here? 2262 - > Because that's another problem too. 2263 - > If they go to a pre-shift over and over again, it's just so the 2264 - > same thing, but they're just they're just tuning it out. 2265 - > It's like another thing they have to do, right?

2266 - > And you're like, okay, you got it, right? 2267 - > So, but when they get that energy boost and they get that 2268 - > information and they get that realignment, they get a little 2269 - > bit of excitement, it's it it has a different impact. 2270 - > Number four is um is time commitment. 2271 - > So maybe yeah, committing your time to your team, like and and 2272 - > that's a big thing too.

2273 - > I want to talk about it more today, but we ran out of time. 2274 - > But I say the first commitment you want to make is spending 30 2275 - > minutes with your team as a GM, as a manager, whatever, whether 2276 - > it's obviously it can be daily masterminds, you know, five 2277 - > minutes here, five minutes there, and then five minutes 2278 - > just on the floor talking to them, right? 2279 - > How you know, like, and and and spending a little bit of time 2280 - > with them is huge.

2281 - > People want that's what employees want. 2282 - > I want attention from my leadership team. 2283 - > I want them to care, I want them to talk to me, make me better, 2284 - > and and have that one more time. 2285 - > SPEAKER_01: Last week, like we were able to get out to a few of 2286 - > the restaurants in one of the nights, and it's rare that like 2287 - > we're able to put the boys with somebody and her and I actually 2288 - > be able to make multiple stops together, yeah.

2289 - > And it's like, you know, when we when we get to somewhere we 2290 - > maybe we we hadn't been together in a couple weeks, or I I 2291 - > stopped in during the day, or whatever it is, like you can 2292 - > tell the team, you know, they light up and they like crave 2293 - > that like engagement. 2294 - > And you know, we go, we go, we try to have as much conversation 2295 - > as we can with everybody. 2296 - > How's the kids? 2297 - > How's this?

2298 - > How you doing? 2299 - > What's this? 2300 - > But like, and like that stuff means so much to them. 2301 - > It does, yeah.

2302 - > SPEAKER_03: It's like it really does. 2303 - > Because they like attention from leadership, right? 2304 - > You know, and and showing them that attention and that love and 2305 - > that care, spending some time with them is huge. 2306 - > And so, yeah, and so that's right, and and with the teams 2307 - > too, just spending time with them is a big deal.

2308 - > So uh uh just focus on that, and I again, I mean, I would say 2309 - > come up with a game plan. 2310 - > I think the accountability piece is daily masterminds, right? 2311 - > And let's just start implementing that like tomorrow, 2312 - > be really you know diligent about it, bring it up on the 2313 - > calls, right? 2314 - > You can talk about with our team there too.

2315 - > What issues are you having? 2316 - > How's the feedback? 2317 - > What's your weakness? 2318 - > SPEAKER_05: Right?

2319 - > SPEAKER_03: Because it's it's it's focus, clarity, uh, uh 2320 - > energy and engagement. 2321 - > What's your what's your weakness right now? 2322 - > And then a lot, I think nine times out of ten it's always 2323 - > energy because people are like, well, it's not me, I don't know 2324 - > how I feel uncomfortable, I feel a little bit vulnerable. 2325 - > It's like you gotta get out there, we gotta just do it, 2326 - > right?

2327 - > And then give them give them some tips and some advice and 2328 - > walk them through that process. 2329 - > Alright, awesome. 2330 - > I think we have enough to move forward. 2331 - > There's a lot of information.

2332 - > Yeah, you're welcome. 2333 - > But uh yeah, I know I appreciate you guys taking the time.