Is an award or Michelin winning venue a good restaurant?

Many things can determine a good restaurant.

Beyond the classic parameters of food, service and atmosphere, often we can also judge a good restaurant on the stringent system of awards. This can be via Michelin stars, or depending on where in the world you live, chef hats, gourmet traveller awards, or regional championships.

Such awards cannot be scoffed at, for often they indicate that the restaurant has met a stringent series of checks, indicators and questions to be awarded the right to either hang a particular trophy on their wall, or state proudly under the restaurant’s name the award in question.

The Michelin guide is the gastronomically correct bible of restaurant awards.

In some countries, especially France (where it was first released) and all over Europe, chefs the world over quiver in expectation when the latest red clad edition of the guide is released. In some hospitality circles, the Michelin guide has the same expectation and hype associated with it that one would expect with the Academy Awards.

When André Michelin first launched the guide in 1900, he would not have expected it to become the near all powerful reference for restaurants globally that it has become today. Michelin as a company is far more famous as being the largest global tyre producer in the world, with annual income exceeding 16 billion Euros.

In 1926 the famous star was introduced to the guide, and now covers France and most countries in Europe, as well as having guides for New York, San Francisco, Tokyo, Los Angeles and Las Vegas.

The ratings themselves have been victim to criticism, with many believing that the guides are “pro-French” or that they prefer an elegant, detailed and sophisticated dining experience.

A former Michelin inspector Pascal Rémy once claimed that the standards of the guide were lax, and that resources and procedures were famously exaggerated.

Either way, the company fiercely guards the identity of their inspectors and staff, and working under the umbrella of such a large international company certainly allows their famous judges the ability to carry out their work.

In some guides, most notably that in New York, it has strict competition with the reviews compiled by the New York Times and that of the Zagat guide.

But these guides are all well and good, but in many respects they are similar to the fore mentioned Academy Awards. They are great for glitz and glamour, but for many people (with the greatest respect to any carriers of the awards) somewhat irrelevant.

After all, can anyone honestly say that their favourite movie is a Best Picture Oscar winner?

Take for example a Michelin 3 star restaurant, a distinction that less than 100 restaurants around the world could ever hope to hold.

For starters, many of us will never eat in such an establishment.

Equally, the intense creations of some of these experiences, especially when it comes to the most expensive and unique food creations, will only serve to cause frustration and confusion in what are by and large untrained and mundane palettes.

A fantastic example of this is a classic meat pie advertisement, where two men are sitting on a sidewalk hungrily devouring two pastry baked fat traps while watching another couple of males sit in a restaurant delicately eating haute cuisine.

It is an image and scene many would feel comfortable in associating with.

The sheer definition of gastronomy, a constant theme or word when talking about restaurant analysis or detailed guides, is not only the food, but the combination of culture when it comes to the creation and cooking of dishes.

For mine, this is the grave error which many award winning and high end establishments make.

As soon as a large slice of society walks in to such a place, they would instantly feel uncomfortable.

How then can this be classed by the individual as a good restaurant, if despite impeccable service and stellar cuisine, at no point does one feel relaxed and at ease?

Equally, the awarding of such awards can often conflict with the most demanding restaurant attribute one could ever hope to wield – that of consistency.

Some venues prepare or are conscious of when an inspector or critic is about to arrive, and vary their approaches accordingly.

But the greatest asset any restaurant can have is the ability to be consistent, so that expectation and delivery of service and product alike is the same every time.

This, combined with comfort, ensures that a restaurant is a good one, before any such awarding or nomination of a championship or gong.

After all, an award is given based on a decision by an individual, and how can that individual represent the tastes of the spectrum of society that could hope to walk through the door?

How to write a banquet/event/catering order or plan – THE THIRD STEP, GETTING IT SET UP VIA OPERATIONS

In the final part of my three part series, we take a look at the pure operations aspect of an event order, and explore what it takes to set it all up based on a single piece of paper.

In our first part, we detailed the basics of writing an event order: http://www.hospitalityimprovement.com/2009/12/how-to-write-banqueteventcatering-order.html

In part two we looked at the actual writing and compiling of the final copy:
http://www.hospitalityimprovement.com/2010/01/how-to-write-banqueteventcatering-order.html

So now it is up to operations, the floor team to turn a series of discussions and plans on paper, into an actual event. It is unfair to the Sales team to say this is where all the hard work begins, but when setting up for a large scale event, the operations team need to turn an empty space into a functional area designed to meet the needs of the client and guests as per their requirements.

But first, let’s look at the event order in the office, away from the hustle bustle.

Most important is to make sure that you are aware of the event order itself. Often the best way to do this is to have simple clipboards on a prominent wall labelled Monday through to Sunday.

Make sure there is also protocol for the event orders. Nothing is quite as frustrating as having the event order go walkabouts or missing. Another handy technique is to have a hook by the entrance to the room, where the event order would live while a set up was in place. This way it would not get lost amidst all the equipment.

The next thing to do is to ensure that your ops event order is up to date and exact.

This is (or should be) the responsibility of the sales team, but changes and amendments can crop up all the time. The sales team always will hold the master, so it pays to fly up to their offices and double check them off together before you get started.

Before the actual set up itself, take a pen or highlighter and make notes of anything that is needed from a third party. Often, I liked to do this if possible in the Sales office, as often they may have the numbers (as well as phone and comparative peace and quiet) required to order equipment.

Some functions, like a conference for 10 people, should be a comparatively easy affair.

But bigger events or multiple events can mean that you may be short of certain equipment or goods. Often, this can be a major problem, but it can be easy to solve. For big days (such as a Friday or Saturday over peak season) keep a copy – like a master stock take - with all of your equipment listed, and attach it to those day’s event orders and check off as it gets used for each event.

Equally, make a note if equipment or stock is ordered, especially if you have capable supervisors who can do this for you.

Of course, at this time also double check staffing, not only in regards to the event itself, but also ensure that setup team and perhaps pack down team are rostered. Frequently event departments are caught out by lack of set up or prep staff. In my experience, having this area covered first and foremost always leads to hassle free event management.

Before the actual setup, have a quick reflection on the impact on other departments.

It goes without saying that you should communicate with the kitchen first, and closest operational link to most events. Make sure you are on the same page, and talk about anything that may involve the two departments working hand in hand.

The best example of this is either buffets or cocktail parties.

It pays to tell/ask the kitchen how many chafing dishes or the like they may need. Or if it is a cocktail party, let them know how many food waiters you will have on (approximately) which gives them a better idea as to how many trays to plate at one time.

Whether or not this is truly necessary is a moot point, it gets you and the kitchen working together which makes life a lot easier.

Also check other areas, such as reception in the hotel, or housekeeping. Make sure that if there are any special particulars you let them know about it – don’t assume they will find out. Reception is always a key area, as often they will put up the signage. It never hurts to pop down for five minutes a day to ensure they know what is going on.

As for the setup itself, make sure at all times someone is in charge.

Often, I would appoint supervisors but if they were large scale setups I would be present for at least the beginning of the preparations.

Ensure that it is structured, and this should be part of the operation at all times.

Don’t get staff to pack away chairs and tables from one function or event if they can be left out to make it easier for the next event. Ensure that you think from event to event, and not just as an isolated event.

When the actual set up begins, get your key equipment in and set up first. Often, this is just the tables and chairs. As soon as this is done, get in everything else, and try to do it in a controlled manner. Get all of your “trips” out of the way first. You don’t want staff continually leaving the main rooms that are being setup because they have forgotten stuff.

Efficiency in setups is often related to the time it takes to fetch equipment.

Also, make sure that you have a vague idea of how long it will take, but be realistic. You want to give the team a time or deadline, but a 300pax dinner from scratch takes a more than a couple of hours unless you have more than several team setting.

Always use the event order to mark off your progress, but do it in pencil. You do not want an event order getting graffiti all over it when you need to refer to it on the day.

Set ups can be tedious, but they can be a lot of fun if you work together as a team. I personally am a bit of a fitness junkie, so I always enjoyed getting my hands dirty and helping lug a bit of equipment around.

Also, treat the team where possible. If it was feasible, have a bit of music in the background. Every couple of hours, stop for five minutes and have a soft drink or juice. Set ups are often hard manual labour, or mindless repetitive actions, make sure that at least a basic vibe is present in the team. Also, do they need to be in their actual set up uniforms, or will a black t-shirt and pants be OK?

Once a set is complete, double check it, and in the case of a dinner for a few hundred, this can involve another 30 minutes at least. Laying furniture, glasses, cutlery and the like can mean that the final set can use a bit of “editing”.

Finally, make sure that valuable equipment is put out only on the day.

Far too efficient set teams have put in data projectors worth thousands only to find they have walked away the night before.

But aside from this point, all sets should be “good to go”.

Never have a team come in on the day ready to run a function needed to mess around with final details.

The cardinal rule is to work it through as a step or stage, and check each process off as it is done.

How to write a banquet/event/catering order or plan - THE SECOND STEP, WRITING IT UP

In our first part, we detailed the basics of writing an event order. http://www.hospitalityimprovement.com/2009/12/how-to-write-banqueteventcatering-order.html

Essentially, we covered the first steps in putting the information together, as well as who writes it, the information that goes on it, and the all important first meeting of the client.

The best way to show you how to write one is to all but provide you with the basic template for an event order. However I will not lay it out for you, just detail the steps!

Remember that every business is different, and the way you put it together will vary with each different operation. Some catering companies are completely geared towards food only, so obviously the key information will be the menus. Others will only be concerned with technical aspects, such as audio visual.

For the purpose of this series, I am assuming it is a “multi-purpose” event business. But bearing in mind the points above, you may wish to tailor some department releases differently. When a kitchen gets their copy, do they really need to know about the beverage requirements?

As we go through each step, remember these are the points that must be confirmed by the client.

Before we begin, we will cover the most important aspect of event orders, banquets and the basic client expectations - THEY MUST BE GIVEN TERMS AND CONDITIONS.

Paramount among this is a cut off for changing numbers, cancellations, deposits, and charging costs. A deposit should be taken initially to secure the booking. Often it can be the room hire, or it is the percentage of the event in total.

Normally a full cancellation must be with at least 14 days notice, if not a month. Final menu and beverage selections are usually given with a week’s notice. Final numbers must be confirmed ideally within 72 hours, and never shorter than 48 hours.

BUT MOST IMPORTANTLY, the confirmed event is what a guest is paying for. If a dinner is booked for 100 people - that is what they will be charged for, even if only 80 turn up. Remember an event needs to be planned, staffed, cooked, etc based on the expected numbers.

THE EVENT/BANQUET/CATERING ORDER

Basic details

Date:
Room/location:
Name:
Company:
Contact Number (mobile and work):
Email:
SIGNAGE:

Client and billing details (may need to blank this section for all except client and sales)

Account number (or bill code):
Deposit total: (CONFIRMED Y/N)
Payment details:
Payment Information:

Core Event Information

Contact on the day/night:
Total event time (start to finish):
Package/event type:
Pax (event numbers):
Setup (ideally floor plan attached):

Timings (THE ALL IMPORTANT DETAILS WHICH MUST BE CONFIRMED)

Timing applicable outside of event day:
(This could include parcels being dropped off, hire furniture coming in)
Client arrival:
(Always have the client arrive at least half an hour before guests)

Event start:
All details in between here must be accurate but also prone to movement. If they are, ensure they are communicated. If an event order says mains at 8pm, the kitchen will (or should!) have them ready at this time. But if Entrée clearing is running 20 minutes late, ensure this is communicated. Always allow for event specific timings - such as pre-drinks, sitting down, speeches, presentations, entrée/main/dessert, clearing, bar close/last drinks and so forth.
Event finish:

Set up details

First information should be basic furniture and equipment required, i.e. how many chairs, etc
Second should be the actual set itself, ten tables of eight, etc
Third should be general layout information, such as podium north facing
Fourth should be special equipment, such as data projector
Fifth should be whether the set is waiting from anything from the guest, like nametags

Audio/visual requirements should be laid out separately, since they are a specialist setup

Menu details

Package type:
Food timings:
Menu selections:
Dietary requirements:
Special requirements (such as chef present on buffet):

Beverage details

Package type:
Bar open/close:
Beverages available:
Bar tab if applicable:
Special requirements:

Staffing requirements

This section is not always necessary, but if the operation bills for hours then it is crucial. Often, as part of a sales pitch, you may wish to “sell” extra staff to ensure better service. This area is best utilised by the operations team, especially when planning setups and packdowns.

FINALLY

Summary of terms and conditions
Signature of client
Signature of sales team
Signature of operations/floor manager
Date event order released

Morale in Hospitality, and the process of ensuring it remains positive

Morale is one of the crucial words in hospitality, and it can be a fickle beast. Often the maintaining and volatility of this is essentially a tightrope of emotions with individuals and the collective team.

Sometimes, you can’t do anything about it as situations outside of the work environment can affect it. A large portion of the hospitality workforce is student based or they have second jobs. Often team will arrive at work tired, grumpy, or even worse they simply don’t want to be there.

First of all, one must remember that before morale can be thoroughly examined, parameters (rules of the workplace) must be made clear and enforced - as must expectations of the team.

A prime example of this is the word our industry is referred by.

Hospitality.

One of the core attributes of service team is the ability to be hospitable, and a certain demeanour is required at all times. In many respects this is all but part of the basic job description. While morale and its maintenance are part of a good managers/venues repertoire, the individuals have to take some responsibility as well.

With this in mind, what exactly is morale?

Morale is not just mood, but the feeling of the group and the team. It is the ability of a group of people to work together – in pursuit of a common purpose. It is an understanding of what is required and that all involved are working towards this.

This is where many restaurants and hospitality venues fall down. As covered in previous posts, a consistent fault of hospitality management is that they don’t share information with line team and operate as if they are aloof and separate from the “workers”.

A premium example is financials.

Obviously some of this information needs to be kept quiet, but in many respects you need to share aspects of this with your team. How can you get them to achieve targets and feel some responsibility and ownership to the venue if they know nothing about the reality of why a business exists?

Why does a business exist?

Ultimately, for money, and the numbers associated with it.

While it needs to be done with discretion, team need to be involved with this. Nothing sows the seed for morale like involving individuals with aspects of the business and empowering them to understand why certain things need to happen.

Any high performing venue will have service team that are valued and treated as sales professionals. Having a team of good waiters/waitresses and bartenders helps, but having an operation filled with good sales people is priceless.

After all, good sales will mean a profitable business.

But how are sales people treated? They are made aware of the numbers involved.

This is a crucial element of morale maintenance. Involve the team with the business. In doing this you are treating them with respect, and they will then respect the business.

Other aspects are crucial to morale.

The feeling of belonging is important, which leads to job security. This begins from the employees first day on the job. Having a team member just start a shift without “integrating” them into the business with no real structure is a bad way to kick things off.

Spend the time with them, go through all the paper work and cross all the T’s and dot the I’s. This is a simple process of initial investment with the employee, and shows that you do actually appreciate and value their contribution.

This also benefits job security.

A key part of good morale and the associated job security is based around fair treatment of staff. That is, make sure that the key legal parameters are followed. You will always have issues with team in hospitality, but if you need to discipline or worse fire staff, do so in a professional and subtle manner.

Also, take care as to the composition of the team, which in turn benefits the culture.

Make sure the venue and/or management team realise this. One of the initial concerns when hiring new team must be how they would fit in with the existing team.

Equally, basic measures to look after the team are crucial. Sometimes this can be as simple as having a designated area for them to leave their belongings. Yes, an operation is a business first and foremost, but no hospitality business can function without a team.

Other things can help, such as staff events, and this can be controlled via the formation of a social club. But as with everything in business, it must have careful parameters.

I have worked in a hotel where the money from the social club (contributed from the staff wages) was controlled by the General Manager who would have final say on how the money was spent. Is this ultimately going to have the reverse effect on team morale, or is it a good control measure?

But even the tiniest aspects must be considered. Are your team allowed a soft drink during shift, or is this a strict no-no. Are they given a staff meal, or do they have to pay for it. Again, you are a business first and foremost, but sometimes every little action of a venue can affect the morale and state of mind of the team.

Again, every little aspect must be covered. Even within something as simple as staff drinks:

• How many can they have a shift?
• Would certain members take the piss and have ten drinks per working shift?
• If it is a busy night, and ten team members are rostered, where would they all leave their glasses? Would it just make an area of the venue messy?
• Can they be trusted to move their glasses at the end of the night?
• Will it affect your costs?
• But, when it is busy, team do need to be hydrated to perform more efficiently.

Many venues do not worry about policies with team, but it is crucial.

A team with good morale is a high performing group. As talked about previously on Hospitality Improvement, think of it in a military capacity. Throughout history, wars and battles have been won not merely by the army with the best tactics or numbers, but with the highest morale.

Make sure you are aware of the actions it has on your business.

How to write a banquet/event/catering order or plan – THE FIRST STEP

In this three part series, we will take a detailed look in how to compile an event order. This chapter will cover the initial stages, the second will look at its final compilation, and the third step will be more involved on an operations level.


Nothing is as powerful a tool in events (let’s just call it that, as it can come under many guises) as the event order. It is a bible and how to manual rolled into one, and used correctly, will ensure that nothing ever goes wrong on any given event.

For now, we will look at how to write one.

Later, we will also examine the holy grail of event orders, the wedding event order.

The most crucial thing before an event order is written is to understand not only who actually writes it, but who is involved with it, and the liaising between the three key parties.

WHO WRITES IT?

Event departments are set out differently all across hospitality, but essentially the very first person who has contact with the client from the initial point of inquiry. Often this is sales team, and not operations staff. In theory, an event order should be created as soon as a person exhibits serious interest in an event.

Naturally, the very first thing that needs to be done is a double check that the required date is clear.

A great thing to have is a classification system, before we even get involved. Some hotels have used coloured sheets of paper, which is a novel idea but can potentially set up disaster if someone sets up the wrong colours in the photocopier.

Often it is good to have a clear bold type face at the top of the page.

FIRST DRAFT / SECOND DRAFT (operations release) / CLIENT CONFIRMATION / FINAL

This is crucial because an event order always comes in stages.

Why?

Because often the compilation of one, as well as the information required to finalise it, is based not only on the events department, but the client themselves.

The first draft is when you start compiling the basic details. These will be ALL CONTACT DETAILS (make sure that are at least two contact options for the client) including best times and method to contact. Ensure small pieces of information are captured here. If the clients name is Joe Everybody that is great, but is the function be for him, or for his company? The last thing you want is for it to be unclear and for the event signage to be wrong.

You also need to put the basic event information in here. At this stage, a lot of it will be estimates. But you need to know roughly the numbers, event style, timings, basic requirements such as food and extras, as well as any themes.

If the client from the get go says that they want it to be high profile for 100 guests with French champagne, immediately these things must be noted, to check whether or not you do, can or will be able to accommodate.

Often, this first draft will be compiled via an email or telephone conversation.

At this point information is passed, at least informally, to the operations department. Key here is a weekly operations meeting or the like. I have personally worked in about eight different events or function departments or businesses, and only one had a formalised meeting to begin with. THESE ARE ESSENTIAL.

As I have advocated throughout hospitalityimprovement.com, communication is key to all successful business and processes.

Sales teams can often take for granted what needs to occur with operations teams. Equipment may need to be ordered, staff rostered, but also a plan needs to be formulated by the operations or floor manager.

Quite simply, a strong communicative relationship between all parties in an events department is the difference between a flawless superstar outfit, and a rag tag mob that consistently makes mistakes.

The second draft normally takes place with the first meeting with the client.

For this meeting you need to ask the client to set aside a good hour, considering not only the fact that you will be having a conversation about the event, but will need time to show them around your facilities, as well as offering a tea/coffee – or if it is a major client, maybe even have lunch with them.

Make sure when organising the appointment you cover everything with the client, including where to ask for yourself, where they can park (or if at a hotel whether or not the car will be valeted) as well as ensuring directions are precise.

In many cases, the contract has not been confirmed, and it is imperative that this initial impression is flawless.

You are trying to close a sale.

Ideally, you should use this meeting to finalise as much as possible. Have all menus and details on hands for the clients use. Remember, while an event is about a client, the flow and organisation, as well as the sale, is about you.

Cover everything, using the never fail mentality of acting like a customer.

Take the client to the entrance of the venue/hotel. If you were a customer or guest for the function, what’s the first thing you would expect? A sign? Make sure you point out where that first sign/impression would be.

What about parking for the incoming guests?

If you are a hotel, can you yield extra revenue and organise rooms for some individuals?

As soon as the meeting is done, you ideally want to get a copy of the second draft to the ops team and to the client within 24 hours.

But before the customer goes, check what information you do not have from them – and organise a time to follow up and get these details from them.

In chapter two, we will cover the final compilation……

Merlot - the soft smooth seductress of the red wine family

For so many years Merlot was considered only a bit player on the winemaker’s stage, seen as the “feather touch” that enabled the more prominent and powerful Cabernet Sauvignons to be drunk or to be aged with more grace and control.


Much of this was due to the original fact that in the great French region of Bordeaux, the five levels of the major classifications are centred on the west side (left bank) which is essentially the premium Cab Sav side. It is somewhat ironic that Merlot was considered merely a bit player when considering that the greatest Cabernet Sauvignons would have never gained prominence if it was not for their essential partner.

But Merlot still had early claims to individual greatness due partly to the areas of Pomerol and St-Emilion. Both selections were left out of the 1855 classification.

NOTE: Prior to the 1855 Exposition Universalle de Paris (also known as an international exhibition, trade fair or world show) Emperor Napoleon III wish for a classification system for France’s best Bordeaux wines. They were ranked according to a chateau’s reputation, price and therefore quality. Wines were ranked from first to fifth growths (crus) and all but one wine came from the Medoc region.

Arguably the most celebrated Merlot in the world, Chateau Petrus, embodies why Merlot by itself can be such an incredible wine. You would be lucky if you could pick up a current vintage of Petrus for less than 1,000 Euros. Older vintages, such as the 1989 or 2000 selections, would be sold for roughly 3,000 Euros.

What also makes Merlot such a fine wine is the fact that it is more resilient to weather conditions, much more so that its “pompus” partner Cabernet Sauvignon.

This goes a long way to detailing the strong relationship the two wines have. Merlot grapes are thin skinned which produces far less tannin and can also be a lot thinner in colour to the Cabernet family. These qualities almost go so far to give Merlot a more exalted status, for if it was not for these smooth and rounded grapes, then Cabernet would have never have achieved the heights that they now lay convincing claim to.

But in this respect, you could go so far to say that Merlot, traditionally a lighter red, is far more complex and sublime when partnered with some form of Cabernet.

The great Petrus is about 95% merlot, and about 5% Cabernet Franc.

California and Argentina began producing widespread Merlot during the eighties, and in Italy it was produced en masse as one of the most drinkable table wines they made, although not quite as popular as their Chiantis. While now in Tuscany they are producing some excellent vintages, often Merlot got lost in Italy as the Tuscans often preferred to add Sangiovese to their Cabernets.

But the finest Merlots still belong to the right bank of the Bordeaux.

Pomeral (where the legendary Petrus is produced) is only matched by the great reds of St-Emilion, who were entered into the classification system of in 1955. Cheval Blanc and Ausone also hold lofty reputations, and the best vintages of any of these great producers are treasured as being entrenched as the best wines in the world.

At their peak, they can age for decades.

If you can somehow get your hands on a bottle…..

Hospitality - How a "Military Mentality" can help your business

At first glance you could think - the military? What could a fighting force, streamlined and evolved over hundreds of years, teach a humble restaurant, hotel or catering operation?

Quite a lot actually!

Hospitality and the Military (whether it be Army, Navy or Air force is a moot point) have a trait in common that few other industries or organisations have.

The bulk of their workforce/recruits, come in untrained, completely unequipped for the rigours of the profession. Most industries, from lawyers to doctors to construction workers to tradesman, come with associated training, be it degrees, apprenticeships or certifications.

Sometimes in hospitality, we do get the wonder of having skilled workers come through the door, but the reality is, if they are proficient and experienced (or if they are career hospitality types) then unless they don’t want responsibility, they may be looking for more senior roles or higher levels of pay.

But when young people in their teens are looking for their first job, they inevitably turn towards hospitality, because they believe (quite incorrectly) that it is an easy job that anyone can do.

The parallels with the military are there.

New recruits do not have combat training and are unprepared for the realities of what their specific duties may be. The big difference is that luckily for the military, they are a government funded entity with huge resources, and part and parcel of their set up is fundamental training.

This is a luxury most hospitality organisations do not have.

While this is largely due to lack of financial and time based resources, another big difference is the fact that a military trainee is not going to up and leave at the conclusion of basic training. The military protects their investment by ensuring that recruits are signed for a period of time.

If only we could do the same in hospitality!

But even from here, the lessons that one can take from the military are obvious. So how can we translate a well oiled series of processes from a war machine and translate it to hospitality?

TRAINING

Even if you can’t send new front or back of house staff to a training college for six to eight weeks like the military, still make sure that the basics are drilled into the new team.

While one may be concerned with inevitable turnover, an often forgotten fact is that team are more likely to remain at an establishment if you put the time into them.

BRIEFINGS

No war or battle is undertaken without a thorough plan of attack and briefing. Hospitality should be the same, for the shift (or the beginning of the function), the week and the month.

Treat these sessions as an empowering of team with information. You are giving them the tools and data to perform their roles to the best of their ability.

SUPPORT

We have all heard the terms “air support, naval support” etc. Few land based armies go to battle without having another division of the military arm backing them up.

While it may not be so grand within a shift, make sure the elements of support are always there. Sometimes, it can be with the basic or junior servers supporting the full table waiters, by running their food or clearing the tables. It can be drinks runners or cellar team supporting the bar staff.

Most importantly, make sure the General (restaurant or venue manager) and the Captains (shift leaders or supervisors) are aware of what is happening with their ground troops (the floor staff) and can step in for guidance and help when necessary.

THE SUPPLY CHAIN

When the military is thinking of action in an area, whether it be invading or attacking something, or moving en mass to a new destination, the very first step are the logistics and setting up of a supply chain.

In hospitality, this extends to the initial supply, and the “field supply”.

The initial is the basic levels and maintenance of stock day to day. It sounds very simple, but often people forget to order the fundamentals, and the establishment/shift/customers suffer as a consequence. When planning a shift/function or week, one of the first things to do is ensure that your supply chain is maintained and you have enough stock on hand.

The field supply is on the day/night. Make sure that all basic elements have been covered to ensure consistent service. A fine example of what not to do is to put no priority into the washing of plates, cutlery and glasses throughout the evening. Unless you have enough to last an entire shift, these things need to be controlled throughout the night.

THE START, DURING, AND END

Most military operations are planned in three stages - how to kick it off, what the actual mission is, and then how to pull out at the end.

Don’t ever run a shift or business thinking about the fact that you just have to serve 100 customers – for if tomorrow you have to serve the same number, then you need a flowing process to ensure that there is no blind panic.

Even as a shift begins, a good team will already have in their heads what needs to be done to conclude a busy day/night. Always think ahead and be prepared.

THE MISSION PARAMETERS

Every battle or war has a point (or it should do!).

Make sure it is the same with a good service. It could be to sell a certain number of dishes. It might be to make a certain sale per head. It could just be to run an evening without any wrong orders.

A basic fundamental of achievement and success is that you have something to work towards. Make sure that there is always something for a team to achieve, it will take the mundane out of the job and always ensure that there is a feeling of “something”.