A restaurant owner rotates his menu every two weeks to train staff to check it regularly and build a culture that embraces change. He uses the constant updates to surface pricing complaints and discover whether they stem from actual costs or perception problems.
Beginning, I like to change the menu often. Like sometimes I'll change it every 2 weeks for 2 reasons. One is I want the advisors conditioned to look at it and use it as a guide. The second thing is I want to condition change. Like I want a culture of progress and change. If you're never changing anything ever, and then you have to change something, the market changes, and you try to get your team to move along with those changes and they can't, that's, that's a failure in leadership that you didn't condition them to. You haven't changed anything in 20 years, and now all of a sudden the market changes or the manufacturer changes. You know, you, you want to constantly be trying new things and testing and getting feedback. And I guess that would be the other part of that change is I'm getting feedback. Um, and you know, if, if the feedback from the advisors is always, oh, price, price, price, you, you know, you should, you should call some declines and see if that's really the case. I've never found that that is the case. Most of the time it's just our systems and the perception that we're, you know, that we're putting on ourselves. So yeah, those, those are some good insights.
