Carps The Voice

Empower Your Employees

2006-10-30T09:49:00.000-08:00

TheVoiceNewsletter.com

Common sense from a common man.

Issue 806b

Inform (Empower) Your Employees but Teach Your Employees Not to Empower Others

Part Two

In Part One we explored the Why’s of the importance of retaining information—once we release information we just empower others, rather than retaining the information that empowers us. Now comes Part Two and it is inherently important that you, being the manager of people, know that there are situations where you must impart information—in the form of knowledge—that will benefit not only your business but your employee’s attitudes.

The Why’s of When to Empower Your Employees

Every business has leaks in the dikes, the dam, the canal of cash flow that allows that business to survive. Plugging these leaks requires a system, a method, a joined principle of thought and a constant effort on management’s part. One way to do this is to:

1. Educate your employees on the cost of running your business and

2. Continue to emphasize the importance of teamwork, the continued focus on efficiency, and reinforce

3. The underlying responsibility of all employees to concentrate on keeping the doors of the business open; every employees’ income directly correlates to this reality. Ingraining this train of thought requires constant management pressure (teach, teach, teach the principles of teamwork, efficiency and professionalism).

Let’s discuss the importance of educating your employees on the cost of running your business:

One of the severe problems of managers today is getting their employees to relate to the needs of the manager. A good manager finds common ground so that her points can be easily conveyed and understood thoroughly.

Every employee, just like you, has cash flow problems: this is the main driver of bad attitudes and the proverbial “me, me, me” mantra that you find yourself fighting constantly in your employees’ train of thought.

Use this to your advantage.

Connect with your staff by comparing the costs of your business’ “life” with their own cost of living. Let’s say your business is a small restaurant. Start with bills that they also pay every month so that they can easily relate to your expenses:

· Do they know your water bill can approach (or go over) 4 digits in a single month?

· Let them know your gas and electric cost (power).

· Is your property leased? If not, what is your mortgage? Won’t your employees relate to the costs of rent?

· Let them compare your cost of trash removal with their own.

Would it benefit you to let your workers know how much money is spent on meat you purchase, monthly? Do they know what you spend in canned goods monthly? What about dry goods? How about your produce bill? Dairy? Do they know the cost of a single wrapped patty of butter they so easily throw into a bus tub? Your employees know the cost of groceries that it takes to feed their families every month, so wouldn’t they relate to the same costs in your business?

Floor your employees by telling them what it costs monthly just to stock your bathrooms with paper goods and soap.

Inform them of the total cost of payroll; weekly, then monthly and finally yearly (don’t forget to add in benefits you provide).

Do they know what it costs the business to contribute to the payroll income taxes?

Do your employees have a clue as to what janitorial costs are, total? They need to know.

What are your parking lot maintenance costs? The cost of maintaining your building? Landscape maintenance?

Most restaurants are required to install large grease traps that must be pumped out monthly. Would it be beneficial to share this cost with your employees? Do they even know you have a grease trap that needs to be maintained?

One of the large checks you write every month is for your liability insurance. Let your workers compare this “must-have” with their own required insurance costs (like auto insurance).

What about your “smaller” costs like guest cheques and all paper products needed in your business? Ink cartridges for your registers and register maintenance? To-go containers and that nice heavy sack to carry them in? How about your monthly cost in bar supplies?

Maybe your angle might be as simple as revealing your cost in the myriad of different light bulbs your establishment requires you to have on hand every month, and the restocking of. Could this help shine a light on the importance of conservation?

Would your dishwashers treat your equipment and serving-ware better if they knew the capital outlay of that equipment?

We could go on and on about your monthly expenditures and the possibilities of sharing each of them with your employees as your list is much longer, but I think you get the picture.

It is up to you to decide which costs you have that you would like to communicate to your employees in trying to empower them, but choose wisely: your main goal is to imprint on them the importance of keeping the doors to your business open.

In trying to stretch their own household budgets most of your employees conserve greatly at home; by explaining your costs you can easily convince them the need to conserve while working in your business.

May you prosper in your family, your friends, and your finances.

Steve T. Carper

Servant of the Food and Beverage Industry

Anti-Socialist/ Pro-Capitalist

TheVoiceNewsletter.com

Technorati Tags : business, management, restaurant, bar, employees, empower, knowledge

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One Act of Kindness

2006-09-05T07:26:00.000-07:00

TheVoiceNewsletter@carpscorner.com

Common sense from a common man.

Issue 608a

One Act of Kindness…

A True Story

So I’m sitting in my favorite watering hole one evening recently,

watching some sporting event, and a guy I remember from high

school (I was two grades ahead of him but was a year younger than

my own classmates) named Rob plops down beside me and we

started to talk.

In the last few years I would see him around from time to time, then

he would disappear, then he would show up again; it turns out that

he now runs heavy equipment in Alaska (a very good living) and

comes back to Boise every now and then for some R&R.

He started to tell me a story of when he was a kid in Little League

baseball. He was a little smaller than the other members of his

team (now a robust and buff 6-footer) but tried to make up for that

with hustle but it was his first year and he lacked the few years of

experience that the other players had.

He told me that because he lacked playing experience that first

year was very frustrating for him. He knew he had the ability but

his skills weren’t as sharp as other’s his age; a dropped ball here

and there, struggling at the plate learning the techniques of hitting a

moving ball. As he watched the better players on the team he

would feel alienated, an outsider, because their skills seemed to

come naturally and he could feel the other boys’ satisfaction at

making solid contact with the baseball as they swung their bats; he

desperately wanted to experience that feeling of success, of

satisfaction.

He told me he was envious of the better players, how everyone

seemed to look up to them, how naturally they took to the role of

team leaders, of how confident they seemed…and how this caused

him to feel even more alienated, more separated from his

teammates.

But the season wore on, and Rob fought through his frustrations

with small improvements here and there. The dropped balls

became fewer and confidence started to creep into his fielding; the

fear of that fly ball coming his way started to dissipate, as did the

fear and trepidation of his teammates when the ball flew in his

direction. The team would cheer loudly when he made a play, and,

flush with the feeling of accomplishment, his feet would feel like

they had wings when he ran off the field at innings end.

Rob continued with his story, telling me of the one moment that was

the turning point of his season. With about 3 games to go (in a 14

game season) he finally made solid contact at the plate—a low liner

down the third base line. A sure double, but the ball hit the bag and

popped straight up into the air, limiting him to a single. I imagined

the other players jumping and cheering at their teammate’s

surprising success, and the feeling of blessed adrenaline fueled by

accomplishment pumping through him as he stood safe on first

base…for the first time in his life.

For the remainder of the season he was a different animal at the

plate, attacking the ball, being aggressive with his swings…with

more and more success. But that was not the point of his story.

Rob’s eyes watered a little when he told me of a moment after that

memorable at-bat that he said changed his life. Standing with his

family after the game, getting ready to leave the field, he said one

of the better players (the leadoff hitter and shortstop) appeared at

his side, offered a cold Coke and said “Nice hit.”

Rob told me of how, on the way home, he gushed to his mother

about being given that Coke, of how he finally felt accepted by, felt

a part of, his team. His feeling of alienation was so large that it

dominated his every waking moment; the relief he felt in finally

feeling accepted by his team was like being let out of prison. He

told me of the confidence it gave him, that he believed how that

instant in time fueled his successes in sports and in life from that

moment on.

We talked about the championship basketball team he was the

point guard on and shared stories of the players we knew (oh, how

age can dust the memory banks).

He told me of one of the school letters he achieved by being the

running back on the football team and of the successes in his

career; the quiet confidence in his demeanor underlining the self-

esteem people have when they are satisfied with the direction in

their life, and their accomplishments in life.

Rob told me how he felt that particular moment in time, when he

was but a boy, was the single driving force in what changed his life,

his demeanor, his outlook. Once he finally felt accepted, a part of

his team, it gave him the confidence that he could accomplish

anything.

Rob paused in his story, looked me in the eye then said “The kid

who bought me that Coke was you. I will never forget that

moment.”

I was floored.

I leaned back in my chair as the memories came rushing back, on

how that scrawny little kid named Robbie Herzog tried and tried and

finally found limited success at the end of that season, and how

good I felt for him after watching him struggle so much…I regretted

not connecting that high school sports star as the little kid on my

baseball team years earlier.

I am not writing this piece to pat myself on the back but instead to

tell of how one good act can come full circle: little did Rob know that

by returning the gesture in turn, by telling me his story, his

experience…now was doing for me what he claimed I did for him.

As it happens with a lot of people I have accomplished some small

successes but I also have a lifelong list of setbacks, failures and

non-achievements. I have continued to endure living with the bad

consequences of poor decision after poor decision and rightly so.

But because I expect so much of myself I have set the bar higher

than I probably should and this may be one of the reasons why I fail

more than I succeed…and is the same reason why I dote on my

failures more than on my successes. Even though I try to let my

failures drive me to success I feel a stronger person would do a

much better job of it.

The dwelling on negative thoughts in anyone’s mind, including my

own, is cancerous and can quickly snowball into an avalanche of

depression and low self-esteem that could end up suffocating us

mentally and sucking the desire from our hearts; until we realize

there are a lot of little Robbie Herzogs out there, people whom

we’ve helped without realizing our effect on them…what a

wonderful mental anti-biotic that helps isolate my own “cancer”.

How little do we realize that the “small” things in life are truly what

matter, how they make the “big” differences? How else would Rob,

a man in his mid-forties, still remember so clearly one hot summer

evening over three decades ago? Or how I would remember a man

named B.R. Spencer who would devote so much of his time to

grade school kids through the Sunrise Optimist Club? Or when,

finally in the 11th grade I would be taught math by Mrs. Schaeffer,

the first math teacher I had who actually had the knack and the

ability to teach the dang subject? I could go on and on.

So thank you, Rob, for sharing about Robbie and inspiring me to

continue to strive for my successes, however small they might be.

Thank you for teaching me to share with others their effect on me;

maybe I can be a part of isolating any mental “cancers” that might

be draining their desires and goals, as you have with me. Thank

you for reminding me to remember my successes more than my

failures, and thank you for instilling in me the confidence to

continue to reach for the stars, to continue to swing away, to

squeeze that ball into my glove…

I am looking forward to standing on first base again.

May you prosper in your family, your friends, and your finances.

Steve T. Carper

Servant of the Food and Beverage Industry

Anti-Socialist/ Pro-Capitalist

TheVoiceNewsletter@carpscorner.com

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The Power of Information Part One

2006-08-11T07:40:00.000-07:00

Inform (Empower) Your Employees but Teach Your Employees Not to Empower Others

Part One

Confusing title? Sorry, let me untangle it for you.

Information is power. Look at any government intelligence agency: the KGB, CIA, FBI, and now China’s techniques at acquiring vital military secrets.

Industry secrets, too, get stolen and used for business purposes. Secret recipes, trade secrets, manufacturing techniques, formulae for chemicals and metallurgy, and the electronic and digital industries are swamped with lawsuits; the list goes on and on. The gaining of information is an industry in itself as corporate subterfuge, as unethical as it is, is quite rampant.

The lesson on information (if we use the KGB or CIA for examples) is that the power of information belongs to the person who holds it. The moment information is given out, that person has lost what power she had and has just empowered someone else.

This writing is about the power of information and when—and when not to—disperse it. First, the when not to.

The Why’s of when Not to Empower Others

Your front line employees are the people in direct contact with the customer. They are in position to overhear conversations not meant for them and they must be impressed with the fact that keeping this information to themselves is all important for several reasons:

· Retaining customer confidence in your establishment. Overheard conversations not meant for others usually comes back to bite the person doing the initial conversing. By keeping this information guarded, your customer will feel safe and will continue to give you repeat business.

· Avoids damage control by eliminating gossip. Bits and pieces of conversation will not give anyone a good grasp on all the facts, and third hand representations of conversations become hearsay. Hearsay is never reliable testimony and now just becomes gossip; gossip—however harmless it seems—eventually causes harm to somebody. Teaching your employees to curtail the spreading of information about others goes against the grain of human nature, but can be accomplished by insisting that they instill the principles of professionalism. Walking away from gossip is extremely hard to do, but retaining it without repeating it avoids potential harm to everyone involved.

· Underlines your desire for your employees to exude professionalism. One of the greatest gifts you can give to your employees is to instill in them the importance of professionalism. The building of integrity and character is on-going and never-ending and if they understand this it will benefit them wherever life’s path takes them and whatever industry they find themselves in. You will always be well thought of and referred to more and more with every employee you can instill the principles of professionalism into.

Here’s a common-place scenario:

John Q and Jane Q are a common-law couple with Jane in their usual watering hole but John has decided to stop at another establishment and calls Customer One via cell phone inviting him to tip a few. Customer One tells Customer Two his plan and departs. Shortly thereafter Customer Two is confronted by an angry Jane Q (who had recently chatted mildly with him) demanding the whereabouts of John Q and Customer One. Customer Two is not sure how to handle the situation as she doesn’t know exactly what’s going on in the couple’s relationship and chooses to deny any knowledge of John’s location which makes Jane even angrier and more vociferous. Customer Two now has no choice but to withdraw from the situation and leave the establishment.

Obviously this conflict was started, inadvertently, by the barmaid who overheard the conversation between the Customers. Whether wanting to win over a friend and confidant or disliking John Q or for who knows what reason, Barmaid chose to share information with another person and not weigh the consequences in doing so; Customer Two has been thrust into a situation she had no desire to be in and now distrusts and resents Barmaid very much (Customer Two is not stupid and suspects the cause of her situation) and won’t go into the establishment she enjoys because of an unenjoyable situation (and a resentment to Barmaid).

Regardless of who is right or wrong, the entire situation could have been avoided if Barmaid had been schooled to emulate wallpaper. One of the hardest concepts to teach people is how not to get involved in other peoples’ business. (Remember the principles of professionalism here).

The value of retaining information is crucial in the people business; the lesson here is that the giving of information releases all power one had in a situation. The giving of information can release a chain of events that one has no control over. Hence, the only way to stay in control of any situation is to retain information. Teach, teach, teach—train, train, train your employees.

Next issue: Why you should give your employees certain information.

May you prosper in your family, your friends and your finances…

Steve T. Carper

Servant of the Food and Beverage Industry

Anti-Socialist/ Pro-Capitalist

Technorati Tags : management, restaurant, bar, employee, information, techniques

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Opportunity Knocks

2006-08-02T09:39:00.000-07:00

Special Edition written for the ILBA Quarterly Newsletter

The November elections are just around the corner and will be upon us before we know it; your Association will be pounding the pavement and hitting the phones on your behalf but you must also do your part.

Taking but a few minutes a week to make two phone calls, every week, will not only do a mountain of good in changing the weak perception your legislators have of our industry but will also harvest you valuable information and insight about the candidates themselves. Candidates often are not aware of an issue concerning industry until they are first questioned about it: this initial encounter can invoke the candidate’s position on an issue and at the very least shed bright light on your concerns.

Here are some issues coming down the pike that will directly affect your industry:

· The value of your liquor license will be challenged. You may no longer have this asset. Do you trust your government to place a fair value on this asset?

· Your legislators may propose a state-mandated minimum wage increase. How will this affect your business?

· The FDA is under pressure to have all menu items list amounts of sodium, fat grams, calories, etc. and might regulate the portion size a restaurant is allowed to serve. Is “pre-emptive strike” state legislation needed here?

· The Smoking Ban Law will be revisited to be expanded. Some of our license holders have benefited and others have been hurt by this law. Should this industry continue to be responsible for individual decisions made by the general public? How do you feel?

Now more then ever we need representation in our Statehouse and our lobby needs funded. Why?

Seven seats in your legislature have retired incumbents and are up for grabs in the coming election. You are in a unique position to impress your views on the candidates for these seats and the opportunity to lobby these individuals will never be this advantageous to you and your industry.

Do your part personally and help your association financially. The benefits you will gain and achieve by empowering your lobby will be immense but will only happen with your financial help. Remember, this is a very rare opportunity and we need to take advantage of it.

finances.

You can contact Steve at: steve at dearcarl.com (please forgive the
long form description of the email address; Steve hates spam just
as much as you do, and he will protect your e-address with as much
passion as he protects his own.

Technorati Tags : bar, restaurant, management, energy, employee, training

Power in the Statehouse and how to get it

2006-08-02T08:14:00.000-07:00

In mid-November 2005 I was invited to an inaugural chapter meeting of the ILBA (Idaho Licensed Beverage Association) in Boise, ID at our local Coors plant.

In attendance were eight invitees specifically selected because we/they had distinct issues with the State for various reasons. We introduced ourselves around the table and the desires of our establishments were discussed, very passionately so.

I listened intently and spoke little, as I was invited not as a license owner (my dream of owning my own business gets further away from reality with every socialist regulation that passes) but as an individual who had been strongly active when the smoking ban was so abruptly introduced and won from left field by special interest groups against our industry’s wishes. This is what I heard from the attendees:

· Complaints about collusion amongst beer companies on pricing.

· Unfair and out of line impromptu investigations displaying abuses of power by law enforcement (Alcohol Beverage Control).

· Putting the onus of responsibility back on the shoulders of the consumer.

· Removal of harmless video games that created taxable revenue.

· Unfair smoking ban laws.

· Threatened closure because of over-pouring of non-driving customers.

· Extreme excess of liability insurance costs.

All of these complaints coincide with the goals listed on the sample association brochure that I was given:

· Affordable Insurance

· Realistic Smoking Laws

· Fair Taxes

· Honest Law Enforcement

· Community Respect and Support

· Fair Administration of Liquor Laws

I then devoted the next two weeks of my spare time writing a report on not only what I heard, but what I did not hear.

It was well done, but the report never got to the next scheduled meeting. I felt it would fall on deaf ears and I really could not take the time off to commit myself to more meetings (these are usually scheduled in the afternoon, when I am needed behind the plank at the Stagecoach). Frankly, I did not want to waste my time.

However, I feel the need to expound on what I had written so that others may see the logic and make their own demands on their Association.

The most important and viable points made at that particular meeting were what I did not hear: I did not hear a strategy, a plan, a blueprint as to how these goals that were spoken of so intensely were to be achieved. Nada. Nothing.

The desires of all in attendance were to raise, through membership drives, enough money to start funding the achievement of these goals (something that I failed miserably at two years ago). First of all, this is what I see:

Every desire of these individual establishments was put immediately on a “Needs List” (see the first bullet list above). Mistake number one.

This is not a needs list, but a wants list. It is imperative for everyone involved to understand that this is merely a wants list, not a needs list.

So how could these wants, each and every one of them, be achieved? Simply by boiling everything down and identifying exactly what is needed to achieve each and every single goal.

If we separated these desires and attacked them one-by-one we would have separate and distinct avenues and methods to which we could achieve each individual goal. This would also separate and diminish the resources that we have, as a group, attained to attack said goals and obstacles and, in turn, elongate the time-frame of any individual goal achievement. If we had all the time in the world, this would be fine, but we don’t have much time left; this state’s Food and Beverage Industry has already wasted that precious commodity in the past 30 years (when we last were a power in the Statehouse).

So how could we achieve the most desired goals in the most direct way?

To achieve the desires and goals of any association, the association must have respect in the Statehouse, and to achieve respect in the Statehouse an association must have a certain degree of power; to achieve any degree of power in the Statehouse an association must use the leverage of fear. Period.

So what exactly do our legislators fear most? To put it plainly and simply, the removal of their seat.

We all know that a rookie legislator means to do well, but even before they’ve had their freshman meetings they’ve experienced the ascent up the pedestal to “distinguished citizen” level and human nature insists that they coddle that vantage point. This, then, becomes their weakness as self estimated respect and power leads them, over time, to a level of giddiness that is so, so extremely addictive…the fear of losing this euphoria, this “stature”, is the one tool that an association like ours has at its expense against legislators.

Let me explain…

For those of us that believe the funneling of monies into campaign funds of incumbents will give us immediate power and respect are merely converting silver into fools’ gold and then taking that to the assayer.

These incumbents have already accepted financial support from not only past and present foes of the industry but have also accepted the same from powerful future opponents, as well. This industry’s monies won’t even neutralize (neuterize?) the vote of said legislators as their loyalties have been imbedded in concrete years ago. Special interest groups have already seen to that.

Lining the pockets that were already lined by others will achieve little.

Having said that, here is the plan I had outlined in my report back in November. We had little time then, and very precious little now, but this year is the year to do it. Why?

1. The next legislative elections (after this fall) are in 2008. Over two years away. With every race we are delayed, this industry’s opponents get increasingly stronger and more and more socialist bills will get passed into law. (Remember the hypocrisy of socialist regulations?)

2. On my last recollection (oh, it’s getting dimmer and dimmer up there), there are seven incumbents that are retiring. Seven seats are opening up for grabs and this industry has an opportunity to get a few of these seats in our pocket.

3. The frontal assault on the rights of the private property business owner was upheld resoundingly when the House tried to amend the smoking ban law and failed 33 to 37 (I was there). Three votes were all that were needed and this industry has an opportunity this year to get a swing of 6 votes if only 3 seats are won. (Had we had the 6 vote swing back then the House would have succeeded in amending that bill 36 to 34).

The plan is simple:

Win a primary.

One, two, three or four times. But win a primary.

Legislative district seats are won and lost in the primary election. Why?

Districts vote on party lines. It takes an act of God and mass exodus of voters moving elsewhere to change the complexion of a district’s political preference. (A prime example is the North End in Boise; once a fortress of older conservatives is now staunch liberal as young professionals have moved in and remodeled).

The secret to winning a House seat (yes, we should concentrate on the House side of the Legislature) is supporting a good (qualified) challenging candidate from the incumbent’s own political party during the primary election. Again, why?

An addition of $100,000 dollars couldn’t get a Republican elected a House seat in the North End of Boise during a general election but a mere $10,000 dollars influence will unseat an incumbent Democrat in the primary of those districts.

It doesn’t matter two hoots if the qualified challenger (in your targeted race) is of Democrat or Republican flavor (both parties are pretty much socialist in my opinion). What does matter is if the incumbent gets unseated and the challenger is in the pockets of this association. Again, this challenger had better be a very qualified candidate: well spoken, intelligent and savvy (there is a world of difference between being intelligent and being savvy).

It is extremely important that you realize support of liberal or conservative principles are a non-factor here; the only thing—I repeat—the only thing that matters is if this association controls a vote.

By unseating an incumbent, this association (or any special interest group, when they win a seat) achieves immediate respect in the other legislators’ minds. When our lobbyist knocks on doors and requests meetings, devoted ears will suddenly be tuned our way. Why? Because of the fear of being unseated. Period. Ahh, the power of controlling a vote.

Let’s compare the costs of donating to an incumbent’s campaign versus the costs of supporting a candidate in a primary: $10,000 dollars donated to the campaigns of four (or five, or ten) incumbents will not necessarily win us one single vote on any issue; whereas the same amount of money devoted to winning a seat in the primary not only guarantees the vote, it also lends favors to other industry lobbyists (by the power of our vote) that will reap us devoted allies (and their votes).

(Believe me, because of special interest groups other industries are DYING to team up with you to increase their presence and power in the Statehouse). Can you not see the ripple effect here?

What’s the best investment? Power and respect a thousand fold versus a “maybe” on a critical vote? Is there even a question?

Let me tell you the three things you should always ask anyone wanting your support whether it is an association asking for your money or someone seeking you to invest in an idea:

1. What is going to be done?

2. How is it going to be achieved?

3. When will it be accomplished?

These are direct questions you should always ask any association when they are recruiting money from you. If you receive satisfactory answers I guarantee you that your association will receive a check from you. And, if you receive satisfactory answers to these simple questions, hold them to it.

As The Voice grows hoarse, I am urging (because of the limited time) the Boise Chapter of the ILBA to raise money for its own campaign choice this September (the primary elections). If at all possible, maybe the other sections of the state could raise money and target their own individual seats they would like to take.

Once one area (like Boise) shows success in their (your) goals, the money coming in from around the state will remind you of a leaky water faucet. Guaranteed.

Whichever.

Get involved. Raise money. Make them use it wisely. And God bless.

I wish you the best of luck on all your projects and may you prosper in your family, your friends, and your finances.

Technorati Tags : bar, restaurant, management, energy, employee, training

Bolster both your employees and your business through employee evaluations.

2006-08-02T08:06:00.000-07:00

So we’ve gone through yet another employee. The monotonous, costly and time consuming process of adding another employee is at hand. Why do we do this with such regularity? Why do we find ourselves in this position so frequently?

One answer: employee complacency. Which can lead to poor attitudes which leads to poor performance which leads to poor customer relations which leads to reprimands which leads to further poor attitudes which leads to…well, another employee.

Let’s get back to the basics. Training, training, training and all segments of training should be emphasized (underlined) with our singular objective: Focusing everybody’s attention on keeping the front door of our business OPEN through TEAMWORK (keeping the theme of teamwork at the forefront is essential).

One step in our training process is to hold an initial (three month) evaluation on our new employees and call a meeting with the subject. This is a time frame where the employee has gotten comfortable (maybe too comfortable) in the daily routine of her shift but in reality after only 90 days the training process is still on-going. This comfortable feeling by the employee usually leads to being relaxed (too relaxed?) at their position and the employee might feel very at ease at “just getting by”. Their peers might not agree so we ask them to give an employee evaluation on our “newbie”.

Our evaluation sheet has three sections underneath the name of our selected employee—a “Strong Areas” section and a “Suggestions for Improvement” area and then a short “Comments” area at the bottom.

Keep in mind the only name on the sheet has that of our selected employee—employees writing the evaluation do not reveal their identity for obvious reasons: anonymity will reveal an evaluator’s true feelings—we don’t need evaluators holding any information back if they think their identity will be revealed.

Likewise, we don’t want the evaluations to appear too harsh as to inappropriately hurt our subject employee so we will rewrite all the evaluations (rephrasing those that need it to form a more positive statement) and compile them into their appropriate sections (“Strong Areas” and “Suggestions for Improvement” section).

Rewriting will benefit us for three reasons:

1. Compiling the different evaluations together saves time and organizes everything much better for our evaluation meeting with the employee,

2. Will eliminate identification of the evaluators if their handwriting is recognized and

3. It is important that the subject employee actually read the evaluations themselves as this can have a sobering and “real” effect on the subject employee (we are striving to have the most impact possible at this meeting).

Here is an example of a recent compilation—my remarks are in red:

Evaluation

(subject’s name was here)

(the date was here)

Compilation of Strong Areas:

Each of the different groupings was from a different evaluator.

Dresses nice.

Good personality, cute.

Try’s hard.

Nice!

Personable, good with customers.

Tries hard to improve.

Reliable.

Great positive attitude.

Always looks great.

Friendly and cute personality.

She is nice to everyone—

She dresses very well.

Getting better at drinks.

Getting better at prices.

Enjoy her bubbly personality.

Smiles a lot to everyone.

Works well and gets along with everyone, a nice addition to an

already strong bar staff.

Great personality, reliable.

Overall evaluation on strong points:

Great personality, friendly, is outgoing.

Reliable.

Tries hard.

Compilation of Suggestions for Improvement:

Could move a bit faster pace.

Could stay down at the far station to pour drinks more often.

The following section is an example about rewriting negative commentary, which

originally went like this:

“Don’t complain about how slow it is to customers.

Don’t complain about certain customers to fellow customers.

Don’t ask prices of drinks, look them up.

Apparently she has stopped working on a two-handed pour.”

I also eliminated a sentence which was obviously meant for management to handle a personal issue the evaluator had with the subject and reformed the sentences into a more constructive format.

Eliminate complaints about how slow it is to customers.

Eliminate complaints about certain customers to fellow customers.

Look up prices of drinks instead of asking, lock them into memory.

Keep working on two-handed pour.

Needs to pay more attention to tables and to excuse herself from customer conversations—work the room, always looking for tables to clean, etc.

Less socializing.

A little more attentive.

Sometimes chats a little too much.

Make sure to pay attention to waitress.

(Fun to work with, customers enjoy her, improving her speed.)

Pay a little more attention to waitress’s orders.

Don’t fill cocktail so full.

(I think she is trying hard, and is nice.)

Continuous focus on service—observation of customers/entire room.

Learn addition combinations in head.

Thicker skin would be a plus in this business.

Getting out of conversations quicker/easier.

Overall evaluation on Suggestions for Improvement:

Bottom line: learn the value of efficiency and the desire to exude professionalism. These two attributes will take her very far in any trade or profession (job). A desire to improve in these areas will only bolster her already very strong points and make her an invaluable employee in any arena (industry) but will also win her respect and admiration in every aspect of her life.

Notice that we replaced some negative words and phrases (don’t complain) with more positive commands (eliminate complaints). Softening the blow yet leaving the suggestion’s importance can be significant in nurturing a good attitude from your subject employee upon exiting the meeting.

Take particular notice of the overall evaluation underneath the “Suggestions For Improvement” area. This is a typical overall statement that we will tend to leave on all evaluations and is the focus of this article.

First and foremost we want to leave an upbeat tone with our employee to help with her morale and attitude upon exiting the meeting but at the same time we want to leave a distinct and clear message simultaneous with a subliminal one. Let’s dissect this paragraph on how we not only slap the subject on her back in a congratulatory “good job” manner but we also inform her of what’s expected of her.

· Bottom line, learn the value of efficiency and the desire to exude professionalism.

This is our main message to our subject (you’ll notice it is the number one sentence in the paragraph); most young employees shrug off the importance of efficiency as it requires attention to detail—this requires momentary extra work and effort (which are traits commonly absent amongst many of today’s young adults) but will eliminate extra work later. Professionalism, too, is generally ignored as the combination of lax training and complacent supervision (the same thing?) allows this all-important aspect to fall by the wayside with very little comprehension of its importance.

· These two attributes will take her very far in any trade or profession (job).

This simple statement concerning efficiency and professionalism is merely a simple fact of life which our young ones seem to have trouble grasping the concept of. (Just as frustrating to me as it is understandable; when we are ten feet tall, invisible and life will seemingly go on forever we tend to reject all concepts except that of having fun). Youthful minds—always have and always will—hardly ever take into account any consequences arising from any action; they don’t realize that good consequences arise along with bad ones—it’s our decision-making that dictates which side of the fence we fall on. Oh, the lessons in Life which go unheeded…

· A desire to improve in these areas will only bolster her already very strong points and make her an invaluable employee in any arena (industry)…

This statement is part congratulatory (back-slapping) and part educational (heads up, girl!). While trying to instill a want in the employee (an owner or manager’s need) a strong suggestion is being made here that we need her to make a significant effort to improve.

· …but will also win her respect and admiration in every aspect of her life.

This is an individual who has relied on her good looks and charisma to get by in life (she’s in her mid 20’s) and because of her good fortunes in these departments she has had a relatively easy go of it (compared to other “regular” people). Because of this focus on herself, the perceived respect and admiration from others has always been at the forefront of both her professional and personal needs. Confronting her at this meeting with the fact that with every day, month and year that passes by, the perceived value of what her good looks and personality gain her only diminishes; the true values of talent, skill, integrity and character become much more magnified with each year that passes and the sooner she learns this valuable lesson the better person she will become (not that she’s a bad person, but the sooner she realizes her potential and starts executing work on it, the better).

The main subliminal message in the overall evaluation is in the first sentence of the final paragraph in the evaluation: emphasizing teamwork to the individual at your meeting will enhance the employee’s focus more on your business and a little less on personal income. Your employees must identify with the fact that their personal income correlates directly to keeping the doors of the business open, and teamwork is the only sure formula in doing so.

(I constantly preach teamwork individually and at group meetings. I cannot emphasize this concept enough. It is one way I battle the “Me-Me-Me Syndrome” of today’s employees.)

This young woman’s work-place dilemma is not isolated to just her nor is it isolated to just young females. Many a young man who was a little more athletically advanced than others in his age group have gotten “preferential” treatment from boyhood on, culminating in athletic scholarships to universities where most continue to just get by with barely passing grades or fail outright to complete the degree that was handed to them on a silver platter.

The unfortunate consequence of young people having life a little easier than others in their age groups is that many times they have not learned how to think nor have they been taught a work ethic. Using one’s brain requires effort, and when one can glide through life in effortless manner thinking is not a requirement, so why put out the effort?

The end result is that when finally entering into the workplace these young ones have trouble grasping concepts and techniques that are vital to workplace performance and success—while other workers, whose brains have had continuous exercise, seem to have the ability to absorb concepts and techniques “on the run”.

So now our “advantaged” people have become definitely disadvantaged as they are quickly labeled “dumb” or “stupid” by coworkers (and customers) and management now has to weigh the value of extra supervision because of continuous training: is this employee worth keeping, is this employee worth the extra effort?

My answer to that is simple: as long as the employee shows continued effort to improve, I will keep investing my time into him/her. When the employee shows lack of interest and care, I “shut the door” on him/her as my time is much too important to waste on an individual who obviously doesn’t give a hoot…it is only a matter of time before this person goes their own way, whether voluntarily or involuntarily and, quite honestly, the sooner the better for both parties involved.

It should be plain to see that bolstering your employees through employee evaluations can only have a positive effect on your business. Even though it requires extra effort on your part, identifying what you need and expect from your employees is essential in helping keep the doors of your business open.

May you prosper in your family, your friends, and your finances.

Technorati Tags : bar, restaurant, management, energy, employee, training

About Tiger, About Family: or, Why I Cry So Damn Easily

2006-08-02T07:24:00.000-07:00

I knew this would happen, I knew, I knew, I knew.

I thought it would happen at the ’06 Masters, but did not; Tiger was too distracted.

I had hoped it would happen at the ’06 U.S. Open, but again, Tiger was not focused, again distracted but also unprepared.

Now enter the British Open, where it finally did happen…let me take you back to a conversation I had with an individual after Tiger’s father, Earl, passed away. This conversation happened about the end of May.

I stressed the fact that when Tiger comes back he will be more focused then ever. The presence of his father looking down upon him will only add to the engine already driving this phenom. When that would happen, I said that he will be unbeatable. This morning I witnessed a golf clinic (on as tough a links setup as any, it only lacked wind as its main defense) that was as good as or better than I have ever seen. The man’s mental prowess I stand in awe of, along with his ball striking ability.

This is not to say that Tiger is immune to the brick wall that each and every golfer hits on a yearly basis. He will not win every tournament he enters, much less every major. But he will consistently show, over time, that he is not only the dominant individual in his field presently, but also will emerge as the greatest golfer in this world’s history. Sorry, Jack.

I, along with many others, have wondered when Tiger would put his driver aside (which he finally did), his only weakness. Of course, links golf across the pond is not even close to American golf on the PGA tour. Let’s hope he realizes that a 3 wood into fairways consistently gives him the advantage from the short grass that no other player can (consistently) come close to, at this time.

I diverse.

In my conversation in May, I told of my prediction that when Tiger came through, the tears would be shed (duh!). They came, and many a man and woman world-wide shared tears at that moment, mine included (I could not stop, as much as I tried) as we watched the broad shoulders of Tiger heave as emotion short-circuited his mental switch.

Chris DiMarco, too, showed his mental mettle under similar duress (after losing his mother on this nation’s birthday, July 4^th) and my tears fell for him, also. (His 16 under par would win any other British Open, what a performance. My respect for him has grown considerably, along with many others who watched and shared.)

Here-in lies the bond that everyone shares, those at the top of the world, and everyone beneath them (you and I): family ties, and the effect of.

I will not go into the unfortunate instances that befall those that experience bad family situations…I do not have the experiences those people have. I have been one of the fortunate. God has blessed me with wonderful parents and the parenting of me (two separate entities), and this brings me to the point of this article.

As Tiger and Chris are, I am a leader in my local industry, just as you are in yours. You and I don’t make an inkling of the money they do, nor achieve the fame that they can. We go about our business trying to keep the business running; that is what we do, and that—believe it or not—is exactly what they do, but on a grander scale. (I don’t have a fat head here; although my meager title is Beverage Manager, I call myself the Head Busboy at "the Joint"—just like you, I am not immune to plunging toilets or mopping bathroom floors; the show must go on). We just try to leave a good example, and that is how people attain leadership.

This article, in fact, is about family; this is the only lasting effect that we have when we depart this earth. I am not talking about Presidential cannonades when we leave this planet, nor am I talking about the great philanthropists and the wonderful work they do or the people in that position (like Tiger and Chris)…I am talking about whom we “regular” Jane and John Doe’s leave; do we leave a lasting impression on those that linger on? Do we prepare them to move ahead? Do we impress upon them the tools they must have to achieve their goals? In fact, do we teach them the purpose in setting said goals? Do we instill in them the desire to reach still higher? Do we leave good examples in the friendships we acquire?

Maybe we should examine what we actually are leaving to those that are left behind, and I am not talking about material things; estates and trust funds be damned—these things have a habit of making useless people even more useless unless we have instilled in them the values that will actually make them valuable people.

What I am talking about is do we instill in others a strong work ethic; the true rewards of being responsible to family, friends and work associates; the importance of truth and honesty and the relation of to strong ethics, integrity and character? This, my friends, is what we truly leave behind—long after we’ve turned into dust, the imprint we leave on this earth will live on only in other people and we only have one go-round to do it in. Let’s not waste our time, there is precious little left.

In my efforts to pass on what I was taught (like standing in front of a mirror before I grew fingers to point blame), I realize that the true teachings of my parents were to be responsible for my own decisions and to not impose my decisions on others…but to also make others learn to be responsible for the decisions that they themselves make.

Some people cannot withstand the weight of accountability…at times I find it unbearable, myself.

So as the tears rolled out of my eyes so uncontrollably while I watched this morning’s human drama unfold I was reminded about the affects of our parents…and that my mother had the ability to cry at a moments notice. I once asked this about her.

She told me that it was a gift from God, that God gave her the ability to cry when her heart was touched. She, in turn, has given the gift to me (when I was young I thought it was a curse). This is why I avoid going to tear-jerker movies; I have enough drama in my own life.

I now have the great examples of what Tiger’s father left him and my parents left me and every good person has left others; their lives are a waste if we do not pass on their teachings and values.

In two years my mother will be gone a decade; my father, a mere six years ago. Why it has taken me into my 5^th decade on this earth to even half grasp the scope and reality of their teachings and their effect on me is beyond me. Gratefully, I can now set about teaching others what my parents strove to teach me…it may take, in a few people, but mainly I hope it takes in my adopted daughter Jessica (just turned 11), who is my only namesake, my only family.

If I do my job, pass on to her what I am supposed to, instill in her the importance of high values, of setting goals, to push the bar of integrity even higher, to become an even more valuable person, then I know I will also have given her the gift my mother gave me: the ability to shed tears when our hearts are touched.

My life will be complete if one day after my passing my Jessica’s shoulders heave, just like Tiger’s, when she achieves an objective dear to her and thoughts of me pass through her head ...

May you prosper in your family, your friends, and your finances.

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Who am I?

2006-08-02T07:21:00.000-07:00

Steve has just entered (in 2006) into his 31st year of service in
the Food and Beverage Industry via hotel (1) and restaurants (3).
Steve was hired in 1984 by Willie Schrier of Willie's Stagecoach
Inn and continues to be employed by Willie's twin daughters,
Marian and Mary, as Beverage Manager (head busboy).

Willie Schrier is arguably the best restaurateur that the great
state of Idaho has ever produced and is the source of Steve's
education on the value of tradition in the creation of a strong
foundation while building a wide customer base.

Because of Willie's talents and the twins' devotion to continue
the traditions their father started, the Stagecoach Inn is
well-known from Bangor to San Diego as business travelers from
each and every state make a point to drop in whenever they are
in town.

Steve's passions include (well, duh, golf)-- and not necessarily in
this order--fine Canadian whiskey alongside a good steak, the
care of his 10 year old adopted daughter (she lives 4hunnerd miles
away dammit), frattin' with his good friends, and fighting the
ongoing constrictions on the rights of choice that our political
leaders seem to have deemed to be "OK" with (boy, is he passionate
about that!)

Opposing viewpoints are encouraged there, as Steve often-times
needs further education (or a butt-whuppin, as his Dad used to call it,
"Just to get his attention").

Technorati Tags : bar, restaurant, management, energy, employee, training

Is your establishment leaking energy? Part one of three

2006-08-01T17:50:00.000-07:00

Ahh…the power of Energy in business. We can’t touch it, see it or taste it nor can we smell it; but boy can we feel it. It is largely indescribable and known but only vaguely even to Food and Beverage insiders. Asked to describe it, some business owners can only wave their arms and look about, searching for the right words to correctly portray such an integral part of their business. (My own description is at the end of Part Three.)

Put yourself in the following scenarios:

It’s Friday night and we’ve been invited by friends to an older, smaller restaurant. It’s crowded and noisy in the dim lighting with a dark wood background as both casual drinkers and couples waiting on the dinner list mingle elbow to elbow in the bar area. The two bartenders are doing their best to imitate the “Tasmanian Devil”, becoming whirling dervishes themselves as they sling booze fast and furious. The waitresses stop just short of shouting as they call their orders in and 30 seconds later they struggle through the crowd to reach their assigned tables with cocktail trays loaded. We ourselves get acknowledged soon after entering and have placed our order as we stake out a place at a standing table near the bar, waiting for a booth to open up.

Now it’s Saturday night and we venture to a newer, larger establishment, openly curious and with peaking anticipation to yet another great experience. It only takes but a couple of minutes to be approached by a smiling cutie in the bright, open atmosphere and the joint is also remarkably busy but doesn’t seem near as noisy (probably due to the very high ceilings) and the bartenders don’t appear to be quite as pressed; we smile and say “we’ve already ordered, thank you” as another very nice waitress notices us (as new customers) and wants to make sure we are being taken care of. We watch our original waitress finish punching in our order on the computer screen and after a short discussion with her bartender (after he pours them) is back with our order.

Both establishments have good food and drink and both experiences were very pleasant as both had good service by friendly people. Equally appealing, right? As you read between the lines and place yourself in the examples above, which establishment do you think had the more memorable experience to you as a customer? Being an older or newer establishment should have no bearing on your decision as well as higher or lower ceilings as well as darker or brighter atmosphere beyond personal preference.

Feeling the energy…

The majority of people reading this article will probably remember the experience of the first restaurant better because of a totally intangible and virtually invisible factor: the level of energy an establishment exudes. Just by reading the example you could feel the energy, couldn’t you? Go ahead, reread it. Only acute insiders of the industry can quickly spot and gauge energy in an establishment; the common customer (and this includes the “Self Proclaimed Experts on the Industry” group) cannot put a finger on it (nor recognize the value of it) and don’t realize that it has grabbed their sub-conscious like an iron fist.

The closest thing to recognizing and evaluating the energy level in an establishment by industry outsiders is when they say “They’ve got a gold mine here”, nodding their heads knowingly to each other. Well, gold mines need proper management, too.

…of people watching people.

Let’s set the background here and remind ourselves what most people love to do: people love to watch people. We love watching others in airports, don’t we? Even though it is such a waste of time, is there a more pleasurable way to waste time than by watching others?

We especially like to watch others do their work. Remember the guy on the backhoe in the neighbor’s yard? The concrete worker putting in the new patio? (Hmm…maybe this explains the five guys standing around watching the sixth guy work on that road construction crew…) The really capturing factor in watching people work is if they are really good at what they do.

Even though the televisions in the bar are always on some sporting event, the people working the bar (and restaurant area) are of equal entertainment value—or more so—in a Food and Beverage establishment.

When the casual observer watches a good cocktail waitress work with a good bartender she does not realize that the wondrous interaction between the two is merely a good example of two workers (in any industry) who are on the same page sharing the same procedure who become a team with a single goal. In this case, the on-looking customer leaves with the impression that “Damn, these girls are good!” without realizing that they have been trained to follow a certain technique: they both follow the same parameters and principles by using an explicit form of communication.

To the common observer, in a free-pour bar the bartender is the main focus and the “star” of the show but she cannot shine unless she has the cocktail waitress playing the all-important role of the supporting cast. The observer does not realize that both roles are equally important; the bartender doing the “shining” here is merely a perception by the viewer (a misconception, actually).

The reality is both players are stars in their own right as both have been trained to share the same system and by executing it properly they have now created a show. This “show” is the foundation on which the energy levels in an establishment can now be built and layered on and every person in the audience enjoying the show unknowingly contributes another layer of energy and, by doing so, now becomes part of the show themselves!

By sharing the same system and doing it well this cast of players, performing their show, get their curtain call by the return of this on-looking customer time and time again whenever she decides to go out and enjoy a cocktail.

Your establishment is the theatre. You are the director. You have hired the cast. Now put in their hands a winning script (communication system). Rehearse, rehearse, and rehearse (practice, practice, practice). The encores will come.

And so ends Part One. Don’t miss out on Part Two (next issue) where we explore the gaffes in our scenarios at the beginning of the article (did you spot them) and see how they dampen energy.

May you prosper in your family, your friends and your finances.

Steve T. Carper

Anti-Socialist/ Pro-Capitalist

TheVoiceNewsletter.com

DearCarl.com The most in-depth manual ever written on how to run a succesful bar/restaurant golf tournament.

Steveatdearcarldotcom

SteveDearCarlataoldotcom

(sorry about the long hand in email addresses,

I’m just trying to avoid the spam-bots here).

Those of you who have my original e-mail address,

I’m still here. Write me, I’ll get it, just put The Voice in the

subject line. Thank you.

P.S. Send this on to all you can think of. They might want a copy of The Voice in their inbox!

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Eliminate the obvious gaffes...

2006-08-01T17:48:00.000-07:00

If you recall the second scenario at the beginning of this article (Part One) and because you are an industry insider, you might have noticed two gaffes of communication: one hidden, one more obvious. (There was also a hidden gaffe on service…)

Continuous series of multiple communication gaffes throughout the shift is the major dampener of energy. With each gaffe comes a halt to the process, the show, as a quick explanation is needed from one person to the other. Unnecessary interruption is like the misfiring of a cylinder in your car engine. You lose energy.

Can’t picture that? Think of energy as flowing water. With each unnecessary interruption we’ve slowed the flow of energy. Only with uninterrupted flow will you appear to be a fine-tuned machine firing on all cylinders. This is the perception you want your customers, your audience, to see (very few of your customers will actually “see” it as it isn’t easily recognizable to them; they damn sure well can feel it, though).

Look at the second scenario at the start of this article. The obvious gaffe is the interruption between waitress and bartender. Since I am an insider and know what our party had ordered (if I put myself in that scenario), I know she is questioning the bartender on which drink is which, meaning: which is the bourbon coke and which is the rum coke? Or which is the gin martini, vodka martini? Gin tonic, vodka tonic, rum tonic? B.V. rocks, Jim Beam rocks, JB rocks? You get the picture.

The discussion between these two did much more than waste 5 seconds (multiply that by forty or more discussions per shift just between these two individuals; now throw in the rest of the wait staff). One, it interrupted the thought patterns of two very busy workers (trained properly they are constantly thinking three steps ahead). Two, it dampened the flow of energy like a jake brake on a tractor-trailer.

The simple solution is a call order. With both individuals trained to use the same call order every single one of these questions between the two are eliminated (let the show begin; you should see this in action). The call order I use is decades old, originating in the 1940’s (or so I was told; I am one of the lucky few still in this business to be schooled by old-school).

Yes, call orders can still be instituted even with using all the high-tech devices at our disposal today (for accuracy in inventory and tracking sales, yes; but these are designed to save time? I’ve waited over ten minutes before being served a cocktail in some establishments using POS or other technology).

Picture this: a waitress arrives at her station and through either a print-out or verbal call she places her order of nine drinks from multiple tables, of which one is blended. Once, if verbally called. We observe the bartender start the blended drink, ice down the other eight drinks using four different types of glassware, pour the cocktails (from left to right, a sign of a professional), finish the blended drink while the waitress applies the proper condiments and stirrers to the other eight, and off she goes while the bartender whirls to attend others at his bar that are in need. All of this in fewer than 45 seconds and the bartender has not uttered one word until the friendly addressing of her next customers. Can you picture the benefit of this? Isn’t this “the show” you would love your customers to see, time after time after time?

(Properly called, a good bartender can have 12 drinks poured -no blendeds- and have her out the door in about 30 seconds.)

The flow of energy has not been dampened, slowed, or stopped by questions/answers of either worker and the observers at the bar are impressed mightily at the skills they were shown (recognize that “show” word here?) not knowing that what they actually witnessed was simply the execution of proper technique dictated by a designated communication system by two people that are on the same page.

Eliminating the communication gaffes will allow constant flow of energy in your establishment and providing a professional image merely takes a system to be put in place. If enforced.

…and the hidden ones, too.

Back to the second scenario. Did you recognize the unnecessary interruption of the table by the second waitress? Even though she is obviously concerned that you are receiving good hospitality and seems to be a wonderful employee—a great addition to any staff—you have still been interrupted unnecessarily. (Energy interruptions at the smallest level contribute to the “return customer” factor). The solution is just too easy.

Train your wait staff, dining and bar, to leave a doily or coaster after taking the first beverage order (the concept here is to take a coaster or doily to the table—that tray should be glued to their arm; why do employees have so much trouble with concepts…). I can see from across a large room if the new table has been approached yet, and this will signal others, also. One, this will eliminate an unnecessary interruption of the table (loss of energy) and Two, it will signal if this table needs to be approached (by that cute waitress in the second example, now very justified in doing so).

Combine this with the service gaffe in that scenario. Did you spot it? I don’t like a new table to sit for longer than 30 seconds before being approached or at least acknowledged by wait staff. Not a very long time? Count off 30 seconds while you pretend to have been seated at a table (in a bar or dining room). It’s plenty long. Two minutes? Half

a lifetime, in the Food and Beverage Industry.

Pretend you are having a conversation with your date: “What would you like to drink, hon?”, “Here’s the wine list”, “Oh, and these appetizers look good” and so on. The very first lull in your conversation is when you will look up and glance around. This, dear reader, is usually 30 seconds on the nose; whammo—I want that waitperson standing there or on her way, making eye contact with you.

Even if your waitperson is busy delivering food or drink to another table she can make eye contact with you and mouth the words “I’ll be right there” or something similar. No matter how busy the wait-staff, acknowledgement of the customer is the key.

If your staff is well trained but still achieves continuous failure to reach new customers within that 30-second time frame you are understaffed, ma’am, understaffed. Understaffing will eventually lead you to non-acknowledgement and non-acknowledgement always leads to the paradox inside a room full of energy that I call…

Frozen Energy.

And so ends Part Two. Don’t miss out on Part Three (next issue) where Energy turns into Frozen Energy and how to fix it by training your staff.

May you prosper in your family, your friends and your finances.

Steve T. Carper

Anti-Socialist/ Pro-Capitalist

TheVoiceNewsletter.com

DearCarl.com The most in-depth manual ever written on how to run a succesful bar/restaurant golf tournament.

Steveatdearcarldotcom

SteveDearCarlataoldotcom

(sorry about the long hand in email addresses,

I’m just trying to avoid the spam-bots here).

Those of you who have my original e-mail address,

I’m still here. Write me, I’ll get it, just put The Voice in the

subject line. Thank you.

P.S. Send this on to all you can think of. They might want a copy of The Voice in their inbox!

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Frozen Energy part three of three

2006-08-01T17:44:00.000-07:00

Frozen Energy.

Let’s say our couple has arrived at a busy nightclub on a Friday night and the energy is oozing. Please note that this example is also consistent with stand-alone bars and bar/restaurants.

Upon entering the establishment our couple is observing the room, looking for an empty table or place at the bar; they are making a conscious decision on where to plant themselves. If there is a choice of seating available they will choose the spot they are most comfortable with (some people like the bar, some like the booths, some like near the door, near the restrooms, etc.—this is usually a tactical vantage point where they can have conversation while watching other people) and if not they will huddle at a strategic place at the bar, waiting for some attention so they can order cocktails and then pounce on any table opening up. All of this scrutiny by the couple for self positioning also includes a subconscious observation of “the show”.

The bartenders are slinging booze and the wait-staff is scurrying. The steady din of the joint proofs the fun everyone is having and the couple is immediately infected (inadvertently) by the amount of energy in the room. There’s just one problem:

Our couple can’t get a drink.

The bartenders and waitresses are obviously behind and are struggling mightily to catch up (once behind, catching up is a steep and slippery slope—but that’s another topic). Their mental lists of immediate duties have filled so rapidly it has pushed some of the duties off of their lists and out of their memory banks. This is a critical point of inundation that will reveal the stars and the duds of a staff (I’ve seen waitresses hide in the restroom crying because they are so overwhelmed). It is at this point of besiegement that stress overload will start to dictate decision-making of personnel and their usual decision is the wrong one:

At this point of time, because of stress overload, staff will subconsciously decide to put on blinders and start ignoring customers. Please don’t blame them—this is not a conscious decision—this is merely human nature. We can only do so much and we just try to muddle through it. So what’s the affect on our couple that cannot get a drink?

We now have a reversal of that warmth of energy that our couple felt when initially entering and scouting out the room. The coldness of alienation and rejection is now overtaking them as they feel isolated and “not part of” the fun others seem to be having. They do not subconsciously feel part of “the show”. Because this energy is all around them but seems to be avoiding them (to no fault of their own), they are now experiencing the icy feeling of Frozen Energy. The solution?

Enter stage left: the star of the show. This employee is usually very experienced, has been put in this situation numerous times and loves the challenge that now faces her. She enjoys showing her abilities and skills that her craft demands and knows she must continuously survey her environment and have a solid grasp on what is going on around her. She does not give in to the subconscious want to put on blinders (ignore her customers) but makes a conscious decision to acknowledge her customers.

She knows that in this industry a customer searching for eye contact from an employee is looking to fill an immediate need; one quick glance while reaching for glassware or bottle and she spots our couple dying to make contact of any sort and with a quick nod of her head (this can be done with a point of a finger but it must be done while making eye contact) she has acknowledged their presence and their need.

She cannot immediately get to them, but that quick little nod accomplished two things: one, she just bought herself the little time it’s going to take to get to them and two, our couple now feels the thawing of Frozen Energy because that little nod gave them a personal invite into “the show”.

Acknowledgement erases the isolated feeling our couple had and instead gives them an “accepted” feeling and lets them “be part of” the show. Helping your customer achieve their “comfort level” will win you their repeat business.

Frozen energy is merely good energy gone bad, and can easily be avoided. Managing your “gold mine” properly will ensure that your fountain will never dry.

Is your establishment leaking energy?

There are two ways to avoid loss of energy in your establishment and both are still in your control.

One, put the proper system in place to avoid those energy leaks. Use the time proven techniques that will ensure the proper flow and turn the spigots wide open by training your staff (remember: practice, practice, practice). Reiteration is the building block of perfection and your system will demand it.

Two, regain the respect this industry once had in your Statehouse by supporting the association of your choice and make demands of them. Improper legislation will suck your establishment’s energy (your drawing power) dry as the neo-prohibitionists presently outrank you when it comes to respect from the Statehouses of this great nation. (I’ve written a previous article on how to get power in a Statehouse; you can find it in the Archives of TheVoiceNewsletter.com.)

Those that are eager to pass unnecessary regulations against you—the owner/manager—proclaim themselves Industry Experts (idyets—pronounced idiots—would never demean themselves by working in a bar/restaurant but they sure know how to run yours) yet have absolutely no clue whatsoever what goes on backstage in your business and especially about the power of Energy and the value it has to a business owner.

Consider this before and after of our bar attributed to this state’s (Idaho) smoking ban law strongly supported by self-proclaimed Industry Experts associated with special interest groups:

Pre-statute, on our peak bar nights (Wednesdays and Fridays) we would have customers arriving at 4:00 p.m. to save a table for their friends’ arrival at 5:00 (we would be half-full and raring at 4:30). Now it is often not until 5:30 or 6:00 that the room starts to fill. The forced loss of energy (directly attributed to unnecessary regulation) was substantial and had an express effect on the gross margins of both owner and tipped employee.

Our idyets don’t understand the Psychology of Energy when running a Food and Beverage establishment, so I will explain it to them:

A dating couple arrives to have dinner with the plan of two cocktails in the bar and then a seat in the dining room for their meal. Sound about like a normal dinner date so far?

If they arrive to a full room, heady with energy, I guarantee that I’ve already sold them a third drink before they even order their first round. In the dining room their steak might be slightly mis-cooked but imperfections are easily overlooked because they are having such a fantastic time (because of the energy) and I know I have just won over a repeat customer.

On the flip side, if this couple arrives to a still room with no energy I will have trouble selling that second cocktail that this couple had previously decided on and their steaks had better be cooked PERFECTLY and be absolutely delicious; even if they are, the mood of the couple (because of lacking energy) will dictate that the meal was just “all right” or “so-so”. Repeat customer? I will consider myself lucky to get them back.

That, in a nutshell, describes the Psychology of Energy and its powerful influence over the customer of the Food and Beverage Industry.

As regulations on the industry negate your ability to easily create energy in your establishment is there anything you can do to nurture this powerful entity and make it flourish?

Because your establishment is your life, protect it with your life. Do everything in your power while it is still in your power to control the destiny of your business and your industry. (Your lobby needs financial support).

May you prosper in your family, your friends and your finances.

Steve T. Carper

Anti-Socialist/ Pro-Capitalist

TheVoiceNewsletter.com

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