It’s a disease that seems to creep into the mainstream; a disease that can be kept in check if there is a desire to do so; a disease, in other words, within our ability to thwart. This disease is highly contagious without concern for age, gender, socio-economic status, education level, or factors related to a person’s focus on a healthy lifestyle. This is a disease that lies dormant in many people just waiting to take over their every being if those in positions of leadership allow it to. It is a disease that permeates a society and drags everything down as it works its way through every aspect of life. It is the disease of ignorance to process, a lack of benchmarks of excellence, and a lack of caring – an acceptance of mediocrity.

Look around and you can readily see the results. It is apparent in the classroom, the local grocery store, your doctor’s office, the gym where you work out, car dealerships, airports, subways, hotels, and yes – restaurants. It is evident in the way customers are approached, employees interact, how staff members dress, the lack of attention paid to customer needs, the poor execution of cooking methods, the lack of attention to flavor and a haphazard approach to presentation of products, and the overwhelming disconnect between server and guest, cook and chef.

Virologists are constantly looking to find the source of a virus while they try to identify a combatant to the effects. Until the source (cause) is identified and dealt with, they know that the fight will be ongoing and countless mutations will keep them on their toes trying to curb the spread. So, here we are, fighting the effects of the disease of caring and knowing. We hire and fire, increase pay, or add more staff, change restaurant menus or add convenience foods to reduce the need for qualified employees, or simply accept that poor attitudes and inconsistent product are just “the way it is.”

So, what might be the cause – where should we direct our efforts? Here are some thoughts:

[]       LEADERSHIP SETS THE TONE

One of the analogies that has always stuck with me came from the first chefs I ever worked for: “Dysfunctional restaurants are like week old fish – they stink from the head down.” In other words – when a restaurant is not working as it should, start by looking at leadership and how they approach the business and the people within. This doesn’t take away the responsibility that every individual must bear, but chances are most fingers will point towards leadership or a lack thereof.

[]       TRAINING IS NOT A COST, IT IS AN INVESTMENT

Most businesses, in this case, restaurants, that are not performing as they should are also the operations that invest very little, if anything, in serious, on-going training. A training investment in your people is an investment in the success of the business. There is a direct correlation.

[]       WHAT YOU EXPECT AND MEASURE IS WHAT YOU GET

Define what excellence means in your operation, show it, teach it, train to it, insist on it, measure it, and reward it. If your team understands what excellence means and sees that you are committed to it, then they are more likely to emulate it.

[]       HIRE ATTITUDE AND THEN SHOW THEM THE WAY

Computer programmers have always proclaimed: “Garbage In – Garbage Out.” In other words: what you put into the system is what you get out of the system. The hiring process is one of the most important steps in designing and delivering a great product or service. YOUR EMPLOYEES ARE YOUR GREATEST ASSET OR YOUR MOST SIGNIFICANT LIABILITY. Hire people who “fit”. Hire positive attitude, willingness to learn, those who get along easily with others, those who smile, and those who are eager to work. The specifics of the job can be taught, but these other traits either exist or they don’t.

[]       CHOOSE YOUR BENCHMARKS

Give everyone a goal to reach for, an example of excellence that can be reached with attitude and effort, and then measure your progress against it. If you want to have a burger restaurant then find out who makes world-class hamburgers and make that your benchmark. If you want to have a taco food truck, then find the best taco trucks within 500 miles and watch, listen, taste, and learn. Make this your benchmark. If you want to operate a Michelin recognized fine dining restaurant, then spend time in New York, San Francisco, Chicago, and Miami and volunteer to work there for a few weeks polishing forks. Make these operations your benchmark and measure your progress.

[]       CELEBRATE EXCELLENCE

You can’t be everywhere, all the time. So, you must train and then trust your employees to represent your best effort. Spend your days looking for employees performing at a level of excellence and then praise them often. When they fall short – invest more time in training.

[]       ROLL UP YOUR SLEEVES – DEMONSTRATE SOLUTIONS

Leadership should be involved in passive observation but very active participation. The best leaders are not afraid to jump in and help, guide, mentor, coach, or simply realign their staff with a shot of demonstrated excellence.

[]       SERVICE YOUR EMPLOYEES

The best way to inspire and prevent malaise or mediocrity is to service your employees. Give them the tools they need to perform at the highest level, be there for them when they need it, cheer them on, and let them know how valuable they are to the operation.

[]       SEE THE SITUATION THROUGH THEIR EYES

“Walk in another person’s shoes” is always an appropriate rule of thumb. What you see and what your employees or your guests see may be totally different. Reasons for and results of any action must be experienced to be understood. The best leaders are connected to this reality, are always observant, willing to listen, and slow to pass judgement without a clear understanding of the product, process, people, and circumstances.

If your employees just don’t know, then accept responsibility for training and teaching. This is your role as a leader. If your employees simply don’t care, then re-evaluate your hiring process and show them opportunities working for someone else. There’s plenty of room for excellence in business – mediocrity is already over-booked.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

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