coolsugarheadworld-blog

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Hotel restaurants

Hotel restaurants have long been the angst of owners and operators. Although some are very successful, there is the large majority that struggle to make a slim margin or none at all. We see it all the time, the hotel is running at a high occupancy yet there is a stream of guests walking out of the door. Sure there are the common excuses, “they have been here all day and need to get out of the building” or “they ate here for breakfast they don't want to come back to the same place”. Although these may be valid, they are merely excuses that mask the fact that the restaurant is not relevant. The fact is that if the restaurant was successfully operating a clearly defined concept that resonated with a defined target guest there would not only be hotel guests filling up the room but also locals. So it begs the question, why is this so? Well, it’s not an easy issue to solve and has many contributing factors to address. However, let’s start with the obvious. Lack of focus. The restaurant has no clear concept, no understanding how to execute at a reasonable level and/or no reason for being there except to be an amenity for guests who need something to eat and doesn’t want to venture out of the hotel. It is basically a ship without a rudder just there going along with no clear direction. The easiest way to determine if this is an issue is simply ask the team. Go to the servers, cooks, front desk, bellmen, concierge, chef and managers. Ask them to describe the restaurant in 7-10 words. Odds are there will be a wide range of different responses. Also, ask the General Manager the same question, once again in most cases they will respond with a completely different answer. So it’s no wonder the restaurant is struggling. The classic hotel restaurant criticism is that it tries to be all things to all people and ends up being nothing to anyone. This is the brutal reality to many operators. A successful restaurant needs to understand who it is. Although it sounds simple it is not always the case. A restaurant that describes itself as “ a regionally defined restaurant with seasonal menus, caring service and a welcoming atmosphere”, still has no identity. Descriptions like this are very common and mean nothing and have no relevance to the guest. A more appropriate description would be, “We are a Seafood Grill”, “ A French Bistro”,Sports Bar”, “ An Italian Trattoria”, Burger Bar In other words keep it simple. Once the direction has been clearly defined it is time to start asking the hard questions. Some simple questions to ask yourself and the team to help clarify the concept are: “ Why are you better?” “How are your different?” “Why should I, as a guest come to your restaurant?” One the surface it appears simple; however they are not easy questions to answer and in most cases the first answer is not always the right answer. These are not questions that require a three minute dissertation; these are one sentence concise answers. Stating “ We are better because our food is better”; odds are that this is not the case. Take a hard look at the competitive set in the local market. Depending on the segment you are competing in food quality is a point of parity, meaning that most competitors offer a similar level of good food quality. A common response from a steakhouse restaurants is that they have a great wine list. Well, I would challenge you to name a steakhouse that does not have a great wine list. The real question is how is the wine list different from the competition and more importantly does the guest care? Is this a competitive advantage? So what does success look like? Very simple, ask the guests. Ask them why they come to your restaurant, what they like and what you do that is different from the competition that makes them come back. More importantly, will they come back? Keep in mind that a competitive advantage that defines the concept may have nothing to do with the food. It could be a great view, convenient location to meet with groups, free wi-fi, an amazing beverage program, or super knowledgeable team. The goal is to leverage those guest insights into something real and tangible. Make sure you take an expansive view to help define the special appeal and if nothing is showing it may be time to take a deeper more critical look at the business. Obviously, this is a very simplistic approach to defining a strong restaurant concept which would include a deep understanding of the competitive set, market positioning, a realistic assessment of the talent pool and strategic plan to achieve financial success. However, it is a great way to get a gut check. Are we in the business we think we are? If not what can we do to help define who we are, deliver the offering the guest expects and in some cases showcase an offering to the guests that has not been offered in the past. This is not a one stop solution to success but it is a great first step in getting a better understanding of the restaurant and more importantly what the guest expects

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The Emotionally Intelligent

The Emotionally Intelligent Losing touch with employees, customers and other stakeholders remains a serious problem for businesses. It’s one of the reasons why emotional intelligence (EQ) is increasingly looked for in the leadership skill-set of CEOs and senior executives today. An ability to listen, empathise and relate to others can make a world of difference when trying to build an organisation which is successful in the long term. There are clearly examples where companies have been run by individuals with large egos who were not in touch with the people in their business or their customers You might make a rational decision based on a whole series of facts and data… but you need to get other people to buy into that decision You can teach the principles of emotional intelligence in half-a-day. Likewise, you can read a book. But if you don’t want to really develop the skills, it’s difficult In the short term, you could probably get away with low levels of EQ, particularly if you were in a crisis or a fast-moving businessn

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Create the life you want

Create the life you want When a dear friend of mine and also currently working with me, broke the news that he had quit his job to move to a new location and call it time out for a while, a few people would have called him crazy. Instead, most people simply reply: I wish I had the guts to do that. Create the life you want. While many people dream of taking time off during their career, few actually do it. But the number of people taking lengthy breaks later in life is increasing. That’s in part due to companies becoming more open to the idea and the higher rate at which people are changing jobs. And depending on how you play your cards, you can return with a better job than when you left. Time out for a change For my friend, who had been with the same company for a while, when he quit last month, it was time for a change, he said. His original plan was to find a new job, but the idea of taking time off, inspired several inspirations, and got him seriously thinking about a time – out break. At first, he said he was concerned that time away from the industry might hurt his career. That's the main reason that keeps people from doing this, and he was no different, as he outlines in a conversation. But you have to create the life you want. After quitting, he did first look for another job, but abandon that and replaced it by time out So, very quickly, he decided that was it. Increasingly popular for employees to take time-out through their careers. More and more companies are offering break options as a retention tool. It’s an interesting idea, particularly when companies are looking to hire and, crucially, retain millennial talent who tend to get itchy feet quicker than their predecessors. While it’s not for every business, more and more are offering breaks as a retention tool by giving their employees paid leave to travel, volunteer or simply to take time off to recharge their batteries. Millennial label Explaining a year off on your CV doesn’t have to be a bad thing, I think. Taking the time off can highlight to an organization that you want to further your skill set and try new experiences, I would believe. It could also mean that you’ll come back from your break with a different perspective, which is likely to aid your job performance. The new experience If you’re thinking of taking a break that boosts your outlook and skills, consider going abroad, where you could try undertaking informal paid work or volunteering, either of which could give you a fresh perspective on things upon your return. The experience could also improve your basic competencies. On my personal experience I have spent time as Dive master and Ski patroller to have this mentioned career break time, when I was younger. Who knows what you could learn from working alongside professionals who’ve been developed and trained in a different way to you. In more general terms, taking this sort of break also allows you to develop life experience, which can contribute to building better people skills like communication and people management. Plus, volunteer work can give your more insight into how to solve problems differently. By nature, volunteers have to buy in to what they are doing and work with limited or no resources. Risk of cours Of course, not all employers will be open to the idea of a break time out – but there are ways to make it more appealing to them. Lay out what you have in mind to an employer and see how much time away they might agree to if there is a clear commitment to return to the job. Engage the employer by outlining the benefits of taking this kind of time; most people are reinvigorated by time –out and return with more to offer in their jobs. After consider my friends approach , I recommend being very clear about what is most important, and only then going to your employer with your intent and requests. See what happens. But I would also not be surprised if there is pushback about the idea. Many employers are not so keen to see someone take off for a year because of the need for business continuity and consistency, so shorter periods may be better. Have a plan showing how they could cover you in your absence. One of the positive points could be how much money they could save in the budget for that period of time out by not having to pay their salary, yet not sacrificing the investment they had made in training them over the years. It was a win-win for the company and the employee taking a break. The unexpected In my friend’s case, it's not necessary to think of being away as a way to start a business or go to a new career, I know he will be back and will do very well . The point is: What would you do if, for a while, you don't have to think about making money

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Rules

Stop creating dumb rules. How do you know if a rule is dumb? Ask yourself who needs it. If it's directed primarily at the people you wish you hadn't hired, it's probably a dumb rule. Here are some prime examples: 1. Dumb rules for hiring. Imagine you're a potentially great employee applying for a job with your organization. You polish your résumé and write a compelling cover letter. And then you enter the black hole--the space between applying for a job and being hired (or getting an impersonal notification that the job's been filled). It's not just dumb--it's inhumane. Isn't there a way to create hiring processes with a human touch? Isn't it possible to find the right person on the basis of their words and presentation and a sense of who they are instead of relying on keyword search? Humanize the process and you'll get better and more talented people. 2. Dumb rules for performance reviews and rankings. Let's be honest: Performance reviews are a waste of time. Brilliant and talented people deserve better than being slotted into some bureaucratic five-point scale once a year. It doesn't provide valuable feedback--it's just a ritual that's dreaded by everyone involved. Forced ranking, sometimes called stack ranking, is even worse. Lining up your employees and comparing them with one another, best to worst, is one of the stupidest ideas I have ever encountered . Why would anyone want to stay at a company that treats people this way? How hard it must be to trust your colleagues when you're essentially in an organizational version of the Hunger Games. Does any meaningful information come out of such a process? Gifted and talented people should be supported in their strength and uniqueness, not compared with others or measured against arbitrary standards. If you don't trust the people you hired, why did you hire them? (And if you don't trust your managers to hire good people, why did you make them managers?) Get rid of annual reviews and rankings, and allow people to be brilliant and motivated and creative. Encourage them to set goals and maintain high standards, and support them in doing so. Trust them to produce, and if they are not producing let them go. 3. Dumb rules for onsite attendance. In many positions, smart people don't need policies to force them into showing up at the office. People know what work they have to do that day and where best to do it. One week, they may know they have something truly valuable to contribute or learn in a group setting at the office, but the next week, they may see that their time is better spent meeting a deadline from home with availability by message or phone. Those who consistently fail to show up and contribute are likely not meeting other standards as well. 4. Dumb rules for approvals. Ask yourself how productive you'd be in your personal life if you had to get someone else to approve all your purchases and decisions. You'd never get anything done! Do you really want your best workers to spend their time chasing people for rubber-stamp approvals? If you're talking about a big project or new procedure, approvals are appropriate, but to require them on everything is ludicrous. It slows down work, wastes money, and tells people you don't trust their judgment. 5. Dumb rules for time off. If a dedicated employee doesn't feel good enough to come to work, what's the point in making them drag themselves out of bed to get a doctor's slip? Just let people know that when they're sick, they're expected to stay home and rest until they're well enough (and noncontagious enough) to return to work. For a serious illness, maybe a transition time of half days is appropriate. Similarly, if people want to take a personal day, don't make them lie about it. Treat the great people you hired with respect. Trust that they know how to honor their time and work hard delivering on their promises, and encourage them to take a down day if they need it for whatever reason, no questions asked. Requiring documentation is another case of sending a message that you don't trust the people you've hired. 6. Dumb rules for frequent flyer miles. Work travel isn't easy--leaving your life behind and living out of a hotel room in a place where you may not know even a soul can be true drudgery. And with airport check-in lines that stretch out for hours, impositions, and constantly canceled flights, it can seriously feel like years are being shaved off your life. ,It's a no-cost way for you to reward the person's sacrifice. Rules stating otherwise are not only stupid but grossly unfair. 7. Dumb feedback methods. I have worked with companies that put complete faith in employee engagement surveys, but frankly I believe they're a sham. If you want to know how things are, just walk around and ask people face-to-face. Speak to them, hold a conversation, engage. A quick online survey will give you shallow responses. The best way to learn what's happening is to have honest, candid conversations about what is working and what is not. If that's impossible, you have a big problem with connection and communication--the two most important things that drive engagement. Look to the source and speak to the heart of your people. They don't need to speak through fancy surveys; they can get to the heart of the matter on their own if you give them a chance. 8. Dumb rules for cell phones. Making people check their phones on the way in so they can't be used for confidential documents or information shows only--again--a lack of trust. The main reason for having a phone is so you can be easily contacted. Why not trust your smart people to make smart choices? 9. Dumb rules for internet use. These are among the stupidest rules of all. In offices that have such policies, the rule is broken by everyone, including the person who created it. It's one thing to ask people to limit their time or to put reasonable restrictions on what kind of sites they can visit, but to forbid access to information is just plain dumb. 10. Dumb probationary rules. Many organizations still have the throwback rule that employees have to be in a position for 3 months before they can transfer or be promoted. This might have worked in the past--even Baby Boomers who weren't happy with their jobs went along with the rules--but these days the work force is different. If someone wants to get around the six-month rule, they will simply defy it--or quit. If you came up in an organizational culture governed by rules, especially dumb rules, you have to ask yourself if you belong

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FB Team in action , north china culinary masters at work

http://mp.weixin.qq.com/s?__biz=MzAxNzA2Mjk3MA==&mid=2651860690&idx=1&sn=d5b0f97bcfa8d2aaf763477137ced053&scene=5&srcid=0826P4LO4gQYwLwkj6UACCtT#rd

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Beach today

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Hire manager of 1

Managers of one are people who come up with their own goals and execute them. They don’t need heavy directions. They don’t need daily check-ins. They do what managers would do: set the tone, assign items, determine what needs to get done to make progress, but they do it by themselves and for themselves. These people free you from oversight. They set their own direction. When you leave them alone, they surprise you with how much they have gotten done. They don’t need a lot of hand holding or supervision. How can you spot these people? Look at their backgrounds. They have set the tone for how they have worked at other jobs. They have run something on their own or launched some kind of project. You want someone who is capable of building something from scratch and seeing it through. Finding these people frees the rest of your team to work more and manage less. Lately I have found and realized that I have a couple of these new upcoming managers in my team . Thank you Van, Harry and Guy , you have inspired me on looking at the upcoming workforce and how to manage the business .

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I am a scholarly traveler, studying and learning wherever I go. In my travels of late, I have observed a shift in the behavior of my fellow traveler. I find people sporting pajamas in the airport, waving their passports about, conducting personal hygiene routines midflight, and placing bare feet on the seat in front of them. I question their lax conduct and contemplate the meaning of travel etiquette, the art of presenting ourselves through our actions and appearance as we travel. Whether on a plane, subway, or bus, travel etiquette reflects our vision of ourselves and our surroundings. Our attire conveys our self perception and how we wish to be perceived. Chosen activities illustrate how we value our time. We write, draw, and listen to music on the plane. The subway may be the ideal time to catch up on reading and thinking. Quality travel routines enrich while poor routines detract. Every moment is an opportunity to create and express our identity. Any setting permits practice of the art of hospitality. Having a refined travel etiquette allows quality experiences for our fellow passengers and ourselves.

(via coolsugarheadworld)

[coolsugarheadworld-blog]

I am a scholarly traveler, studying and learning wherever I go. In my travels of late, I have observed a shift in the behavior of my fellow traveler. I find people sporting pajamas in the airport, waving their passports about, conducting personal hygiene routines midflight, and placing bare feet on the seat in front of them. I question their lax conduct and contemplate the meaning of travel etiquette, the art of presenting ourselves through our actions and appearance as we travel. Whether on a plane, subway, or bus, travel etiquette reflects our vision of ourselves and our surroundings. Our attire conveys our self perception and how we wish to be perceived. Chosen activities illustrate how we value our time. We write, draw, and listen to music on the plane. The subway may be the ideal time to catch up on reading and thinking. Quality travel routines enrich while poor routines detract. Every moment is an opportunity to create and express our identity. Any setting permits practice of the art of hospitality. Having a refined travel etiquette allows quality experiences for our fellow passengers and ourselves.

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Chef Pino of the Ritz Carlton in action - Taste of Hong Kong

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