You might have chosen to have an “ask permission first” culture where no one makes a move without asking a manager how to proceed for situations the rules do not already cover.   Once the “ask permission first” culture is the plan, those who must ask permission avoid doing so until it becomes absolutely necessary.  The first reaction to a request is “no” vs. “I will ask the supervisor”.

Once the staff begins to think in terms of “no” or “ask permission first”, their approach to the tasks at hand becomes more routine and mindless.  Once the body is in motion but the mind is absent, chances are the spirit sits dormant and the leadership is left wondering about why morale is low.

The priority of hiring only soldiers who can listen, learn and follow directions can get the job done.  If you believe that getting the job done will be all that is necessary for competing in the marketplace then there are no worries.  After all, the “ask permission first” culture can maintain status quo as long as the supervisors have high awareness of operations and three is an abundant number of applicants interested in working.

If you instead took the “Yes” attitude and found a way to say yes when asked, more smiles and appreciation on the guests become an automatic response.  The guest knows they are asking for something unusual and most of the time willing to “pay” for the special request.

If the staff understands it is up to them to create a win-win for each guest, they are able to be a part of the solution which empowers them to be more than an obedient soldier.  Over time each problem/solution gives them an opportunity to learn and there is no need to remind any leader than learning is one of the four essential needs everyone has (according the 7 Habits of Highly Effective People by Stephen Covey; Live, Love, Learn, Leave a Legacy)

With more “yes” in the room, there is a lift in morale and while empowering staff to make decisions is a risk , the risk is short term as the team learns how to excel.

Functions and tasks can be measured with a checklist, service times with a stopwatch.  The heart and mind of the guest is reflected in a mystery shopper report  but when you try to improve functions and tasks to impact guest satisfaction, it could be the rules or the systems that are a part of the problem.

Systems and rules are necessary but the winners always have those on staff who are willing and able to go the extra mile.  Limiting the options with “ask permission first” does not empower.  Creating a YES culture where guests and staff have more choices is how positive reputations can be shaped.

About the Author:  Michael Hartzell – Certified Guerrilla Marketing Trainer & Coach, Inbound Marketing Certified Professional.  Read more at www.michaelhartzell.com/restaurant-marketing

Once a year at the very least, ask the question and get the team involved.   A contest is an option though you will find that most staff will enjoy suggesting how to get the job done faster, easier and simpler.  There are no rules, no bad suggestions; only ideas and more ideas.

Routine produces efficiencies, consistency brings productivity but “sameness” gives a team lack of awareness.  Are the tasks performed really necessary?  Are there alternatives?  Food preparation, cleaning and training are but a few areas to watch.  Think about every interaction with the guest and how the team communicates.  In the age of wireless, blue tooth ear pieces might provide communication around the restaurant; the iPad can offer a portable POS which then extends the dining room to events, the meeting room next door and the food fairs.  Old fashioned 3×5 index cards remain a priceless tool and we will never stop using post it notes.  Integrating new technology might be a benefit or might cause a training nightmare for each new staff member.  Feedback is important for every scenario.

Instead of assuming all is “OK”, setting up a 30 day review with a focus on “faster, simpler, easier” is a reminder to the team that the restaurant leadership is interested in new solutions which can make the job easier (and more fun).   This gives a boost for morale and offers those who like to gossip something more positive to chat about than silly talk.

Be sure to include marketing , mystery shopper services, better management processes, paperwork, how guest complaints are handled.  Making a list of topics in advance gives everyone a starting point.

To improve business, you need the cooperation of the team.  To improve production and efficiencies, you need to have new ideas.  Call it group think, call it a month of brain storming….   Take 30 days to inspire and lead the team to avoid the boring sameness of the past.

• Restaurant review sites
• Restaurant directories
• Restaurant online order services
• Non-Restaurant Directories
• SEO experts
• Web designers
• Social media managers
• Website packages of every size and shape imaginable.

This is only the proverbial tip of the iceberg.  It used to be tough enough to “fight off” the sales folks who sold advertising via print, newspaper and phonebooks.  The Internet has created a monster for the restaurant owner and with the accelerated advancement in technology, the restaurant owner is falling behind daily (Even while working very hard.)  This leaves the restaurateur at the mercy of sales folks who know how to make their product look good. (Because it is shiny, your competition is doing it or it is “better” than you can do on your own.)
The first choice is to say NO to everything.  Don’t trust ANYONE.  If there is a belief that only 10% of those selling marketing products and services are truly helpful, that leaves the restaurant owner actually making the right choice.

By saying NO to EVERYONE, that makes them 90% correct.

However, if there is a belief that even though the sales person wastes time and offers aggressive pitches, there is 50/50 chance that the product or service may in fact help with sales and profits, saying NO to EVERYONE has you turning away opportunity.
The typical restaurateur is dependent on DIY (Do It Yourself) and already knows their checkbook will not support hiring a website designer for thousands of dollars.

Nor is a restaurateur interested in complicated software which pulls them away from business (or family).

What is the answer?  Is there even a chance for the restaurant owner?

You can turn to restaurant consultants who guarantee satisfaction, who have a free consult available and have decades of experience.   Such a restaurant consultant will help you create a plan which integrates your online presence with your community while maintaining a listening ear to the voice of the guest with services such a world class mystery shoppers program.
That being said, here are a few tips for how to move forward to improve the online presence and get a bit of SEO juice along the way.
These are mostly free or low cost and guerrilla marketing in every sense of the word.

• Restaurant review sites
• Claim your restaurant on each one and link back to your website.
• Use only the free option.  (You may get a call from a sales person with a pitch)
• Restaurant directories
• Claim your restaurant on each directory and link back to your website
• Use only the free option.  (You may get a call from a sales person with a pitch)
• Restaurant online order services
• This one is tougher because it must integrate with your current POS system.
• Refer to your POS vendor for which systems work best with their software.
• Non-Restaurant Directories
• Claim your business in online yellow pages directories and include a link to your website.
• Examples include:  YP.com and Dexknows.com
• Maps
• Claim your business on Google, Yahoo and Bing maps.
• Places Page
• Google offers businesses a free page which connects to Google Maps.  Claim your business and include a link to your website.
• SEO experts
• The more knowledgeable SEO experts for local restaurant know there is not a high enough ticket to have your business get the ROI which pays for their services.
• Your SEO plan will be in the directories above, Facebook and social media. (including Youtube)
• Web designers
• How about a free website built for you?  www.freewebdesignpro.com builds a free website (WordPress) for you.
• You pay for hosting at a rate of about $10 a month and the first 30 days is a free trial.
• Social media managers
• Many social media managers use automated tools which has them working on your business about 15 minutes a day.
• These tools:
• www.ifttt.com
• www.socialoomph.com
• www.bufferapp.com

are but a few examples for how you too can use free tools to automate (if that is what you choose)  Or you can choose to extend the conversation beyond the four walls of your restaurant … two minutes at a time.  The tools make it easy to reach out to guests.

• Website packages of every size and shape imaginable.
• Commonly there are “communities” created by a software geek or sales opportunist who will tell you that you will have a page on their “restaurant resource” which is in essence a directory.  They can then charge a nominal fee low enough to keep a restaurant from feeling uncomfortable.\
• Since they are just a different twist of a directory, participate at the free level unless traffic is proven.

The list of choices above can help a restaurant with an online presence.  It is also “work” which can be as tedious as washing dishes.  Scheduling 2 hours a week to work on the list above will help your online presence and not interrupt the flow of business.
There are exceptions to every tip and saying NO to EVERY sales person is probably not a good plan.  Fortunately there are restaurant consultants who understand what it takes to change reality from being stuck to positive growth.

About the Author:  Michael Hartzell – Certified Guerrilla Marketing Trainer & Coach, Inbound Marketing Certified Professional.  Read more at www.michaelhartzell.com/restaurant-marketing

Schedule based on the quarter hour

The purpose is not to nickel and dime every minute, it is to create smooth and productive transitions for team members as they arrive and depart.  Scheduling the bulk of the restaurant team to arrive and depart at the same time creates a cluster of “hellos” for 30 minutes.  Productivity is impossible and efficiencies dwindle.  Execution excellence drops to minimum as the shift change occurs.  Early morning becomes “coffee hello” and the later nights become a time for keeping company instead of meeting deadlines.  By scheduling based on quarter hour increments; productivity increases, efficiency improves, supervisors have more opportunity to connect with individual team members and there is an improved focused on what is most important:  The Guest.

Budget for 10% less

Question:  Do you believe that if sales increased your team would rise to the occasion and take care of business?  Do you believe they have the skill to continue to take care of guests and exceed expectations unexpected sales bump occurred? Would a 10% sales increase?  Instead of 100 guests, there would be 110 which is easily accommodated for.

If you believe that your team can handle the 10% unexpected sales increase and continue to excel, schedule for 10% less sales the next week.  If sales drop slightly because of unexpected events, there is much less concern for “cut labor”.  Should sales maintain at their “normal average”, the team that you believe in will make the necessary adjustments.

New habits and routines will be needed but in a short time, the new adjustments will become the natural order of things.

 Labor Productivity vs. Labor %

Scheduling based on labor productivity (Sales / labor hours) is an excellent method to do on the fly calculations and for those who rely on fingers and toes for math, labor productivity shines.  Labor productivity relies on # of hours and there is no extrapolation necessary when on the phone talking to the supervisors or via an email which talks about “labor”.

Since the automated tools have calculated and estimated labor cost percentages, there are fewer people who can grab the calculator and extrapolate how many hours it takes to keep the labor at a specific percentage.

For teaching new supervisors about labor control, labor productivity remains a common language since the only two variables are Net Sales and Labor Hours used.

By having a simpler method to track and communicate expectations, more awareness and an understanding for how to schedule and control labor occurs (even when there is no computer handy).

The primary leader must have the ability to control the average wage and set up a schedule based on productivity.  Since computers now do most of the work, average wage can be monitored easily.

Hire a Vet and receive tax credits  (Hire Heroes Act of 2011 was signed into law)

The Work Opportunity Tax Credit (WOTC) is a Federal tax credit incentive that the Congress provides to private-sector businesses for hiring individuals from nine target groups who have consistently faced significant barriers to employment.

The main objective of this program is to enable the targeted employees to gradually move from economic dependency into self-sufficiency as they earn a steady income and become contributing taxpayers, while the participating employers are compensated by being able to reduce their federal income tax liability.

WOTC joins other workforce programs that help incentivize workplace diversity and facilitate access to good jobs for American workers.

On November 21, 2011, President Obama signed into law the Vow to Hire Heroes Act of 2011, which amends and expands the definition of WOTC’s Veteran target groups

You will want to review ETA’s WOTC publications provide a plain-English overview of the program:

• WOTC Fact Sheet
• WOTC Program Brochure
• WOTC Veterans Brochure

Here are the 3^rd Edition of ETA Handbook No. 408 for the WOTC Program, published on November 2002 and its August 2009 Addendum, provide additional information on this program:

• ETA Handbook 408, 3rd., Ed., November 2002
• ETA Handbook 408, 3rd., Ed., August 2009 Addendum

Details of Tax Incentives for Hiring Veterans

The Act encourages employers to hire qualifying veterans by expanding and extending the existing Work Opportunity Tax Credit (WOTC), which was set to expire after December 31, 2011.  The Act:

• Extends the expiration date of the WOTC for qualified veterans, so it now applies to employers hiring qualified veterans who start work on or before December 31, 2012.
• Increases the existing WOTC available to employers hiring veterans with service-connected disabilities who have been unemployed for at least six months, from 40 percent of the first $12,000 of wages (up to $4,800 per worker) to 40 percent of the first $24,000 of wages (up to $9,600 per worker).  The WOTC for employers hiring veterans with a service-related disability within one year of discharge from service remains at 40 percent of the first $12,000 of wages (up to $4,800 per worker).
• Expands the availability of employer tax credits by creating the Returning Heroes Tax Credit that provides a credit to employers hiring qualified veterans who have not suffered a service-related disability.  The new credit is 40 percent of the first $6,000 of wages (up to $2,400 per worker) for qualified veterans who have been unemployed for at least four weeks, and 40 percent of the first $14,000 of wages (up to $5,600 per worker) for qualified veterans who have been unemployed for at least six months.
• Streamlines the process for certifying that a veteran meets the definition of a qualified veteran.
• Allows tax-exempt organizations hiring qualified veterans to receive a credit against payroll taxes calculated in the same way that the WOTC is determined, but using 26 percent of the qualified veteran’s wages instead of 40 percent of wages.  Only wages for services in furtherance of the tax-exempt organization’s exempt purpose can be used to determine the credit.  Prior to the Act, no credit was available to tax-exempt organizations.
• Continues to provide that no credit is available if the worker performs less than 120 hours of service for the employer, and that if the worker performs less than 400 hours the percentage of wages used to compute the credit is reduced from 40 percent to 25 percent (or from 26 percent to 16.5 percent in the case of a tax-exempt organizations).

Tens of thousands of dollars have been saved with these special programs in my  many years in the restaurant business. Thousands of dollars can be saved while putting veterans back to work.

Extreme focus and conversation each day about labor costs will drive the team to think of nothing else.  Since labor is the one line on the P&L which can be impacted immediately, cutting labor may be used to solve other problems on the Profit & Loss Statement vs. getting to the real issues.

The most important element to beating your labor budget in the restaurant is:  Increase Sales.  If there is only conversation about cost control; at the end of the month success with lower costs is not going to sustain the business long term.

Consider scheduling on the quarter hour, have faith in the team by scheduling based lower sales, use “labor productivity” as the means to track and communicate labor and most of all; consider hiring a hero.

About the Author:  Michael Hartzell – Certified Guerrilla Marketing Trainer & Coach, Inbound Marketing Certified Professional.  Read more at www.michaelhartzell.com/restaurant-marketing

When I was an older boy 24 years old was the first experience of taking on the world by using time and effort.  Being the “smartest person on the planet”, I had the burden of trying to fix anything in my path.

This led me to become a Dead Man Walking.  70 hours a week is not so tough.  10+ hours a day, 7 days a week can be done.  An extended period of doing this over many months results with bags under the eyes and a non-connection to people.  Reality becomes blurred where there is no sense of best or worst.  Real emotions fade away and words such as “love”, “hate”, “appreciate” or “inspiration” are left behind a wall.  Survival is the most important priority since there is a never ending movement.

For a Dead Man Walking, “I don’t care” is used as easily as “That doesn’t matter to me”.  A Dead Man Walking feels little pain, little joy and is focused on accomplishing the mission:  More sales, more profits, and a better business.  Stand in the way of a Dead Man Walking and prepare to lose a little blood for he has nothing to lose since he is already in survival mode.  Decisions by a Dead Man Walking begin to blur and right or wrong is misunderstood.  “Whatever it takes” is most important.  Risk?  What risk?  If there is a chance, that is enough for a Dead Man Walking.

There was a reward during the first time this occurred:  Accelerated learning and experience.  What can be learned in a year in this scenario would take others five years to learn.  Even so, I vowed to be more cautious with extreme commitment in the future.  Dale Carnegie reminded me:

 “Flaming enthusiasm, backed up by horse sense and persistence, is the quality that most frequently makes for success”. – Dale Carnegie

Armed with the quote above, a few years later, an opportunity was given to me to “temporarily” move to California with a promotion.  I said yes because “this is different, this isn’t the same as before” and I had flaming enthusiasm (I was missing the horse sense).  Sure enough with three locations and no management team, the Dead Man Walking returned.  Committing to the 70+ much more hours per week was supposed to be “temporary” after all.

Yes, there was an award, reward and trophy at the end.  “Most profitable location in the company”.  Even with the award, I afterward reminded myself:  “Caution.  No more.  It is not necessary to over commit to get the job done.”  Then the words of Henry Ward Beecher come to mind:

“In this world it is not what we take up, but what we give up, that makes us rich.”  – Henry Ward Beecher

Not heeding the two previous warnings to myself, two additional opportunities became ones which I “had to pursue”.  In both scenarios, there was a demand which took me into a 70+ hour work week for an extended period of time.  I found myself again reaching beyond my limits to accomplish what I knew had to be done.  One was as a restaurant owner and the other was as a coach for nine locations spread over three states.

Yes, again there were awards and rewards at the end.  “Best in the USA”, winning big prizes, cash and checks along with trophies.  The recognition did not balance the equation for the other losses in regards to health, relationships and deeper understanding of the real issues.  Then Michael Jordan would be profound and I would keep going:

“I’ve failed over and over and over again in my life and that is why I succeed.“ – Michael Jordan

In all cases, I had purposefully accepted roles in scenarios where a company had not paid attention to the leadership in place.  The reasons were different in every case.  For some there was a complacency, a disregard and/or distractions and in some cases “fate” which caused the operations to shrivel and begin to die.  For all, there was “no leadership team” which caused everything else to crumble.

There are many others in the restaurant businesses today who are following a similar path.

To overcome the higher minimum wages, the increase in government taxes and regulations and the new economy; you will see “Dead Men and Women Walking” as many try to achieve success from sheer “will power”.  Maybe you feel there is something here that might even relate to you?

With all the technology, books, consultants, software, video cameras, social media and automated systems such as a point of sale: A leadership team is still required for success.

There is a direct correlation between the ability to avoid becoming a Dead Man/Woman Walking and developing a skilled leadership team.  The sooner that is done, the more quickly success is achieved and the less likely to become numb and dumb to reality.

If you are a leader, can you recognize those who are already “Dead Men/Women Walking”?  Be careful before you answer.  One of their abilities is to appear sane, balanced, caring and logical even when they are not.  What management processes do you have in place to measure their development?  Does it matter?

If you are in the trenches as a restaurant owner and/or operator, do you need a place to turn in order to avoid the calamities?  Reach out to IHWorx and have an easy conversation about the future of your restaurant business.

One book which had an impact was “Man’s Search for Meaning” by Viktor Frankl.   It is not about restaurants, hospitality or business.  It is a book about survival.  This book helped me to recognize there are prisons beyond those with bars and cement walls, even in a restaurant business.  I highly recommend it.

When it is all said and done, is Sophocles correct when he says:

“Success is dependent on effort.” -  Sophocles

If that is so, then I recommend you focus more effort on developing a highly skilled leadership team vs. cooking, analyzing reports, dishes, cooking and worrying and trying to save the day on your own.

About the Author:  Michael Hartzell – Certified Guerrilla Marketing Trainer & Coach, Inbound Marketing Certified Professional.  Read more at www.michaelhartzell.com/restaurant-marketing

This is the time of year when big decisions are being made for the following year. Your Mystery Shopping solution provider choice for the new year should be based on industry industry experience, understanding and knowledge. We invite you to contact us for a free Mystery Shopping Trial shop today.

“Overs” – I wish I had not hired that person.

-          If only the money I gave that salesperson was still in the bank.

-          What if I hadn’t told that employee angry words?

-          What if I had not skipped over the profit & loss reports?

-          Why did I not listen to those guests who said “bad food”?

-          When did the morale begin to slip so badly?  Can we go back?

-          Let’s go back in time and do the maintenance on the equipment (Now that it’s broke down.)

-          Yes, working 65 hours a week is a lot, but I did it for us honey. Please don’t divorce me.

-          Doctor, you don’t understand.  There is no one else who can do what I do.  I have to work more!

-          Sure, it seems obvious now that when competition opens next door that it would be tougher.

-          The franchisor said “Do it”, so I did.  Now I wish I hadn’t.

-          If only I had not let my personal feeling get in the way of firing that employee.

-          That guest blog I wrote six months ago was lame.  I wish I could un-write it.

-          How much time did I waste on what everyone else said was important? Now I wish I hadn’t.

-          If only I had taken a more long term strategic approach with marketing my business online.

-          If we had used Inside Hospitality’s mystery shopping services all year, we could have had better result.  “Overs”.

Do you have any memories of “the wish for doing something over”?  Have you pushed them out of your mind and wish the problems to disappear on their own?

Not that any of those on the list above were mistakes.

At this stage in life, I never make a mistake.

Though there are things that I will do only once and never again.

It is interesting that we almost instinctively know the right things to do when it comes decision time.

The little voice in our heads says; “You are the exception”, “You can do it better”, “Play the odds”, “It is do or die”, “Your competition is doing it”.  As a restaurant owner or leader, there are few who are fully aware of your every activity and decisions so why not “go for it”?

Then you forget for just a moment that success is the result of commitment, sacrifice, win-win relationships, firm-fair-consistent leadership, testing before jumping, trusting but verifying.

The restaurant business is not one of routine and can’t be fixed with a switch.  The business is highly dependent on the skill and will of people.  People can be undependable through no fault of their own so have a back up in place.

Avoid the need of “Do-Overs”.

Ø      The planning calendar posted on the wall of the operations is one of my favorites (even in the age of new technology)

Ø      The PersonalBrain allows anyone to think ahead, plan, brainstorm in a visual way.

Ø      Create that “Crystal Ball Calendar” where everyone on a team can share what will happen in the future can be either on the wall in the operation or online via a tool such as BaseCamp.  This is so very important so that everyone knows in advance what may be critical to business.  It benefits EVERYONE on the team and everyone on the team contributes.

Ø      Use a Time Management, Productivity, Project Tracking Software like RescueTime

With great leadership and implementing a few great push button tech tools, the coming year can rely less on “Fate” which should ultimately help you avoid crisis management.

Wishing you a very Merry Christmas and the coming year to have less “Do – Overs”.

Michael Hartzell – Certified Guerrilla Marketing Trainer & Coach, Inbound Marketing Certified Professional.  Read more at www.michaelhartzell.com/restaurant-marketing

Do a search yourself and see what we mean.

What is the difference? How do you know if you are partnering with the correct company to measure your guest experience?

We want to be that partner.

Why should your restaurant or hospitality operation partner with Inside Hospitality and GuestReady™?

Here are some reasons..

Reason #10 GuestReady™ is fully an customizable program tailored to your unique operation. A one size fits all mystery shopping program does not work.

Reason #9 GuestReady™ uses professionally trained demographically-matched evaluators.

Reason #8 GuestReady™ offers unparalleled Worldwide coverage in over 30+ Countries.

Reason #7 We’re only as good as the support we provide. We offer Incredible 24/7 Client Support and are always just a call or a click away.

Reason #6 How do you use the information? GuestReady™ provides result analysis, consulting and coaching that is included with our service. Your success is our success.

Reason #5 GuestReady™ requires no set up fee or long term contract. Simply put, if we’re not delivering the level of information your company demands- you shouldn’t be locked into using us.

Reason #4 GuestReady™ Integrates seamlessly with our other guest experience measurement solutions.

Reason #3 Immediate program set-up. Typically we can have a custom solution set up within 24-48 hours.

Reason #2 GuestReady™ provide simply the most detailed and accurate evaluations in the restaurant & hospitality industries with information that provides you with actionable information.

Reason #1 Our Guarantee. GuestReady™ offers our 100% Client Satisfaction Guarantee. We are confident you will find our services to be outstanding. If, for any reason, you are not satisfied with any visit or detailed Guest Experience Analysis, the visit will be free of charge or we will schedule another visit at no charge – your choice.

More on our mystery shopping solution GuestReady™ here.

Contact us today and see how Inside Hospitality and GuestReady™ can take your operation to the next level.

A hero is someone who has given his or her life to something bigger than oneself.

Joseph Campbell