In my last post, “Fly on the Wall: Two Chefs,” I challenged my sous chef to collaborate with me in an effort to address some of the current economic realities affecting our F&B lives. The post generated quite a bit of buzz from fellow colleagues, and we were challenged by the magazine’s editor to briefly address some potential solutions to the new norm.

Over the next seven weeks, we will be implementing initiatives at the Westin Atlanta Perimeter North based on our “Fly on the Wall” discussion. We’d like to share them with you.

Week 1: Embrace Scarcity
Week 2: Sell like a Team
Week 3: Build a Culture
Week 4: Learn from the Streets
Week 5: Walk, Don’t Spin
Week 6: Attract Rookies, Build Rock Stars, Set them Free
Week 7: Sharpen your Excel

In 1776, legendary economist Adam Smith penned, “No complaint … is more common than that of a scarcity of money.” Indeed, business is founded on the very idea that competitive entities will leverage scarce resources against one-another. Why then, is it, that our first tendency as employees and managers is to waste time complaining about what we don’t have? Read more of this >>

Ever since this economic downturn started, I have spent a lot more time thinking about the local economy and what I have the responsibility to do both as a chef who provides a service and as a consumer who receives one. As a chef, I have come to realize how important it is to be a part of the local economy and support and strengthen it, and I understand that the choices I make everyday running my kitchen can affect this.

We have adopted a way of doing things in my kitchen that helps support our local economy; we do it not to save the planet or to cut down on green house gasses or because it is trendy and we want to market it and profit from it. We do it because it helps put food on the tables of our neighbors and because it helps instill a sense of pride and accomplishment that we can actually witness. Read more of this >>

You’ve set up your F&B budget for the year based on expected inflows and outflows for operating your dining establishment at the hotel in a profitable mode. However, you relied on economic trends from previous years (lean and getting leaner) and forgot to include one of your most important expenses:  marketing your operation. Marketing doesn’t have to be a hard cost expense; it can be in the form of upgrading how your staff (and personnel, overall) contribute to the image you are presenting to your end-users (guests, visitors). Read more of this >>

In today’s business climate, employee rewards and recognition have become more important than ever for several reasons:

• Managers have fewer ways to influence employees and shape their behavior.
• Employees are increasingly being asked to do more and do it more autonomously.
• To support looser controls, managers are challenged to create work environments that are both positive and reinforcing.
• In present times, rewards and recognition provide an effective and low cost way of encouraging higher levels of performance from employees. Read more of this >>

Last month, I visited Potawatomi Bingo Casino in Milwaukee to get out on the front lines. I’d been sitting behind a computer so much, I felt the need to get out in the real world. A key advantage for Potawatomi is its top-down organization and planning. As a business manager, it taught me some lessons on the value of having a good plan and how it impacts employees. Read more of this >>

Throughout history there have been individuals who have exemplified certain core attributes, branding them forevermore as great leaders. Whether real or fictional, each shared a unique ability: the ability to motivate the people around them, or “rally the troops.”

So where does this ability come from? Why have men and women laid down their lives, the lives of their children, and untold wealth at the request of these leaders? Why is it that when they spoke others listened intently? One word: respect.

Read more of this >>

Especially during the last couple of years, companies are increasingly asking their employees to do more with less. Yet countless studies warn that disengaged employees won’t deliver peak performance. Understanding what engagement is all about—and why it matters—is a good place to start.

Employee engagement by definition is a combination of commitment (the motivation employees have to help the organization succeed) and line of sight (the focus and direction employees need) to make the organization successful. A vast majority of employees say they are disengaged, creating an unproductive—or worse—a toxic work environment. Read more of this >>

I recently spoke with my culinary team about always being on stage. No big deal; it’s not really a new concept. Who hasn’t preached this for the last 50 years? Unfortunately I was not referring to the pre-planned, rehearsed productions we usually think of.

It is the hidden camera, breaking news type scenarios that I am concerned with. Its mind boggling to think that most people can record and broadcast to the entire world from their personnel electronic devices. The ramifications of a poorly trained associate making an isolated mistake, or a fluke situation on the part of a staff member or guest, can become the next YouTube sensation. The potential for negative publicity resulting in embarrassment, loss of prestige, and business is very real and does happen. Read more of this >>