Custom Inovations

All of our programs are built to make you a success. Which means we build them according to your specific and unique needs. This doesn’t mean we “customize” them to fit your business (which means nothing more than taking a templated program and tweaking it to fit your situation). We personalize them 100% from the beginning to ensure that we leverage every unique aspect of your business in order to innovate your ability to create success. This is a very critical difference.

Virtually All Highly Successful Restaurants DO NOT Have a Weekly Huddle

The idea that you need a weekly manager’s meeting in order to do anything is just plain dumb. And the idea that it is a “characteristic of successful independent restaurants” is complete hokum. It is not.

Do you need to follow-up with your managers to help them understand theirs/your expectations with their responsibilities and outcomes? Yes.

Offer help and guidance? Yes.

Work on innovative approaches to growth? Absolutely.

But you can’t schedule these things. They have to happen at the point of the experience or opportunity.

The time to talk about food cost issues isn’t at the weekly meeting on Tuesday when ordering and inventory happens on Sunday.

The time to talk about service issues isn’t once a week – but when they happen – in the dining room – with the people involved.

The time to talk about P&L results isn’t a week after the P&L comes out.

Get the drift?

Nothing happens “weekly” in our business. It happens moment by moment, which is how you should train your people to act. If it’s happening now, it needs action now. Which means you need to work through what your action will be and it’s impact on your people and the business – when it most affects them – not a week later when the emotional and intellectual impact is diluted by a factor of days and a legion of other events.

Why does the service manager need to be involved  in a BOH issue when he may never have worked in the kitchen?

Is a more diverse perspective needed to determine a direction for action? Absolutely not. Can your action be refined later with additional input? Of course. But it’s not necessary at the point of decision. If the BOH manager needs the input of the FOH manager on food cost then you have the wrong BOH manager in place.

Are there issues where a myriad of input is required? Yes. The number of variables in any given issue can be exponential but most are not. It’s all about context.

The bottom line: Huddle with whomever you need to, whenever you need to, in order to solve a problem or innovate a process – when the opportunity to do so presents itself.

One of the biggest problems created by operators is their inability to make decisions at the point of opportunity. Weekly meetings are a symptom of this disease.

Jeffrey Summers Administrator
Principal At Summers Hospitality Group

For four decades, my coaching, consulting, public speaking, workshops, management team retreats and articles have helped hundreds of hospitality leaders worldwide, build successful Hospitality businesses.

The Summers Hospitality Group is a global full-service hospitality consulting firm best known for its unique results-driven, strengths-based system for developing extraordinary leaders and demonstrating the performance impact they have on their organizations.

follow me
×
Jeffrey Summers Administrator
Principal At Summers Hospitality Group

For four decades, my coaching, consulting, public speaking, workshops, management team retreats and articles have helped hundreds of hospitality leaders worldwide, build successful Hospitality businesses.

The Summers Hospitality Group is a global full-service hospitality consulting firm best known for its unique results-driven, strengths-based system for developing extraordinary leaders and demonstrating the performance impact they have on their organizations.