Imagine yourself sitting at a table at a restaurant talking about team dynamics with your high-priced management coach. Unnoticed is a small group of people who are eager to respond to all your needs.
Your entire group eats together at the same table, and it’s all hot. A well-organized ballet is the epitome of teamwork.
I was struck by this and wondered if there is something right under our noses. You might consider interviewing a few restaurants, including a mom-and-pop, a chain, or fast food. Then you can find out what they have in commun and then report back.
What does Restaurants Share in Common?
Restaurants have a lot in common, it turns out. This service sector has certain innate characteristics that make it work – so what exactly are they?
The Environment
First, “It’s either do or die.” Everybody, from the dishwasher to owners, knows this. In 2020, more than 110,000 restaurants and bars across the US closed. There are many more closing. This fact creates an urgency in everyone’s thoughts.
High expectations are another driver. You expect your table to be clean and ready for you to eat. You expect your server to inspect the area and refill your coffee promptly. You can even get a To Insure Promptness (TIP) refund.
The key characteristic is customer focus and direct customer contact. The entire organization receives immediate feedback. You can thank the customer and have them come back to you, or they can grumble and take your reputation and future sales with them.
Everything and everyone is driven by the customer, even those who do not have direct contact. Is there a better advocate than the one who is directly in contact with the customer?
Teamwork:
I asked a waitress in a small restaurant about the secret to running smoothly. She replied with gusto that “Team Work” was her answer. It was a genuine reflex response.
The teams are small. Small restaurants have small teams while large restaurants have many (you guessed right) small teams. There is a foxhole mentality in the teams, as people must work at a fast pace. No one cares if your height is 10 feet and you’re purple with polka dots. Just get your salad to the table. A manager at a fast-food joint said that she loves to see the “Bump and Slide” of a team getting into a groove.
Organization:
You would expect a lot of organizational diversity given the number of restaurants in the US and the 15 million employees. However, most organizations share similar characteristics. Management sets the tone for the organization and enforces the rules. For standards enforcement, there is a strong general type who can be used as a battlefield commander. The commander of the domain is the head chef. The terminus is the place where magic happens. The teams become quite autonomous once the starting pistol is removed. They do the work and solve problems. They call the audibles, send it back to kitchen, comp this beverage, and so forth. They are very agile and don’t require stakeholders meetings.
Identity:
Ownership is bound by a clear, consistent customer vision for their establishment. A positive, consistent image is a source for pride and motivation. My favorite local restaurant maintains a homey image. They offer a simple menu and are very friendly. They have a distinct identity.
The Lessons to be Learned:
Counting our TIPs
You may be thinking, “Short of changing my business model so that I serve lobster rolls, I cannot apply these practices.” But I say, “If you see demonstrable results take a closer look at the takeout menu for tipping.”
Customer:
What is more important than bringing the team closer to the customer? This will require effort. This is not an option in most corporate environments.
