This YouTube video (by Donald Burns) is a personal reflection on building restaurant team culture after removing toxic staff. The speaker contrasts franchised support versus owning a brand and describes hands-on leadership and hiring. A core example is a team manager, Chase, who has been with the cafe for three years, recently graduated, and chose to stay in Chicago — the speaker reports pride in Chase leading interviews and articulating a "cozy" culture and strong work ethic, illustrating reciprocal ownership of the culture.
Questions this video answers
Three years.
Chicago.
Chapters
Remember, with the first location, we had a little struggle with the culture. We remember we had a couple toxic. We had a couple of people that we needed to, like, let go. And, you know, it was a lot for me because I was also learning with you because when I was in a franchise, it's very easy to email the 10 + people that you need to email to problem solve. And they're like, okay, this is how you deal with this. But when you own your own brand, you then wear many hats and you have to do like all the. All the roles on your own. And so I did. I. Yes, I leaned on you so much. And you. We curated. I mean, I was really able to put that thumbprint on my team, which is, like, very impactful. And also, I think what my. I was recently, I have a team manager, Chase, who has been with me for the three years that we've been open. He recently graduated and he's staying in Chicago to stay at the cafe and do his own life adventures. But, you know, I was so I sat back the other day and watching him do interviews and let him take lead, and it was so great to hear him say, we have a really strong culture here. We have a cozy culture that we have a strong work ethic. And I just, like, looked at him and obviously thought of you, but I just had goosebumps because that just proves that, like, the work that you put into it is reciprocal for your manager to own that and want to continue that and invite people into our team that understand that, you know.
