Donald Burns argues that restaurant leaders forget to use their core values, hiring bodies instead of people who want to grow and show hospitality. He applies values to every choice: who you hire, which menu items you keep, where you source steaks and coffee.
Of the daily five sermon. What do you think of the five, what do you think is the hardest one for you as a leader? To kind of be reminded of every day or to talk to the team about?
Again, it's the. It's. It is that core value. I think we forget to use it. I think that, you know, it has to be all inclusive. And I think that's really where we slipped away in the past. We were just hiring bodies, right? We were hiring people. We were getting into that trap. We weren't referring to the decisions that we were making as a leadership team and at the company. Do they fit in line with this? You know, does this person that we're hiring, do they want to grow? Do they have a high level of hospitality? You know, are they believing putting the best forward, foot forward and being excellent every day? If they don't fit that, then we're at the point where we're just not going to hire them. It's better for us just not to have that person on the team at all. And we're going through menu changes and all these different things, and we're referring to it now for, you know, what steaks we're going to carry in our restaurant and, you know, what cigars we're bringing in to our chamorlite, what coffee we're doing, what gelato we bring in. It's almost now. It's based in every decision that we make. I sit there with my chef and my general manager while we're going through the catalog and said, these products aren't good enough for us. We got to go out there and source something that's more local or the best product available, because we thrive in the higher end of products anyway.
If your restaurant only works because you work 80 hours a week, it doesn't work.
