Donald Burns (with Mark) explains that his restaurant coaching materials — including the TRC method and the Foundations program — extend beyond cooking/front-of-house training to developing leadership and soft skills. They describe a "restaurant leadership roadmap": a nine-course program for leadership teams with progress-tracking and one-on-one coaching (Ruth and Mark mentioned). The speakers emphasize accountability and measurement (example: a user last logged in July 20th) as necessary to manage and improve staff development. The 60/40 protocol is referenced as part of the soft-skill approach.
Questions this video answers
Nine.
Chapters
That's one thing a lot of people don't understand too is like, you know, they think like, you know, when they hear about the restaurant coaching program and my TRC method or our foundations program, they think it's all just about restaurants and restaurant owners. But we also have a lot of material that are designed to help you train your leadership team because, I mean, case in point, like kitchen staff. Mark knows how to train kitchen staff. Easy. But yeah, one of the things I got years ago was people asking me, well, hey man, I know how to train my cooks, I know how to train servers, bartenders, hostess, I know how. But how do I make these people who are actually leaders, how do I step them up into a leadership role? How do I help develop those soft skills that we talk about, that 60, 40 protocol? And so we actually developed a whole, we have called a restaurant leadership roadmap. It's nine courses that your, your whole leadership team can have access to. And the beautiful thing is that we can track their progress. So like one on one calls with Ruth and Mark, there.
Was like, hey, pull up so.
And so and let's see what, how they're doing. And then I'll be like, well, they last logged in like July 20th and they haven't watched any modules.
Like that's all.
I need to know. Yeah, well.
We put these things in place, but we want them to be accountable because then they, they have respect for what we're trying to do. And if you can't, if you can't measure it, you.
Can'T manage it. Can't manage, you can't manage, you can't improve it.
