Washington Restaurant Association March 2014

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Inside

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Features

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Washington Restaurant Association Education Foundation The WRA Education Foundation gives members practical solutions for operational success. Are you putting them to good use?

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Northwest Foodservice Show sure to banish those late-night worries Alleviate those late-night worries. Find the answers to every operational need you have at the 2014 Northwest Foodservice Show. Registration is free until April 4.

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State’s restaurants and distilleries: the perfect pairing The intersection of Washington state’s restaurant and craft spirits industries is an exciting place to be right now. Here’s a look at why your restaurant needs that local flavor only Washington’s artisan distilleries can deliver.

Other stories

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Lex on Tech: Robots: Solution to the $15 wage issue?

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News Briefs

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Investment in education and training is essential—not a luxury

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Legislature’s work falling into place for remainder of session

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The hospitality factor

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ProStart mentoring puts the future in your hands

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Calendar/New Members

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Marketplace

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Build a winning team to compete

On the cover

Is your operation taking full advantage of the WRA’s Education Foundation’s great resources? Find out how in this issue.

2/25/2014 9:26:45 AM

March 2014 | 5

EDITORIAL STAFF Publisher, Anthony Anton Executive Editor, Lex Nepomuceno Managing Editor, Heather Donahoe Contributing Editor, David Faro Contributing Editor, Tony Buhr Research Editor, Sheryl Jackson Art Director, Lisa Ellefson WRA EXECUTIVE COMMITTEE Chair, Jim Rowe Consolidated Restaurants, Inc. Vice Chair, Phil Costello Stop n’ Go Family Drive In Secretary/Treasurer, Mark Chriest Oki Developments, Inc. Immediate Past Chair, Bret Stewart CenterTwist, Inc. WRAEF President, Gary Sutter Northern Quest Resort & Casino WRA EXECUTIVE TEAM President and CEO, Anthony Anton Vice President, Teran Petrina Director of Government Affairs, Bruce Beckett Director of Communications & Technology, Lex Nepomuceno Director of Education, Lyle Hildahl Director of Internal Operations, Bekah Caldwell 510 Plum St. SE, Ste. 200 Olympia, WA 98501-1587 T 360.956.7279 | F 360.357.9232 www.warestaurant.org

Letters are welcomed, but must be signed to be considered for publication. Please include contact information for verification.

Reproduction of articles appearing in Washington Restaurant Magazine are authorized for personal use only, with credit given to Washington Restaurant Magazine and/or the Washington Restaurant Association.

Articles written by outside authors do not necessarily reflect the views or positions of the Washington Restaurant Association, its Board of Directors, staff or members.

Products and services advertised in Washington Restaurant Magazine are not necessarily endorsed by the WRA, and do not necessarily reflect the opinions of the WRA, its Board of Directors, staff or members.

ADVERTISING INQUIRIES MAY BE DIRECTED TO: Ken Wells Allied Relations Manager 425.457.1458 kenw@warestaurant.org Washington Restaurant Magazine is published monthly for Association members. We welcome your comments and suggestions. email: news@warestaurant.org, phone: 800.225.7166. Circulation: 6,310.

6 | |www.warestaurant.org warestaurant.org

Lex on Tech Robots: Solution to the $15 wage issue?

By Lex Nepomuceno, executive editor I hope I am not alone, but I look at the fast food labor movement and the $15 minimum wage battle as more of an opportunity than a sign of doom. As a technologist who used to own a chain of restaurants I have always thought elements of labor management in the quickservice industry could benefit from automation. Paying drivers to do prep work before deliveries just to keep them busy; paying some kid to go outside and sign-wave to bring in customers; or customers waiting to pay their checks and get their tables bussed.

But, all of the aforementioned issues can be resolved within the next five years (some sooner rather than later). Restaurants will soon be able to stave off the growing social justice demands for entitlements and living wages. How? Through robots, automating kitchens and dining rooms. Heck, even driverless cars are eminent thanks to Google.

Quick service establishments could see considerate savings add up by just using one robotic replacement. Popularized by Little Caesars Pizza, sign-waving has become ubiquitous on retail street corners throughout America. Let’s say you pay an unskilled college student the eventual living wage of $15-an-hour and add paid sick leave, health insurance, workers’ comp, etc. Total wages for that beginning worker will be closer to $25-an-hour at six hours per day, five days per week equaling 1,560 hours a year and $39,000 a year.

Enter sign waving robots. For less than $1000 a business can own a fully functional sign waving robot through http://www.signwavingrobot.com/. Keep in mind that this type of technology is in its infancy stage and wouldn’t work for all businesses, but consider the possibilities just a few years away. Savings? Nearly $40,000 per-year every year!

For full-service restaurants, significant labor savings can be made through the elimination of just one position, the busboy. Using the same model as with signwavers, but extending the hour requirements to eight hours a day, the annual savings would be $52,000 a year per position. The Robotics Institute at Carnegie Mellon released a paper in 2008 called “The Robotic Busboy” which details a workable blueprint for bringing a busboy replacement to market. A “self-busing” table could also be developed that piggybacks off of cafeteria-style conveyor-based self-busing systems. Rethink Robotics (http://www.rethinkrobotics.com/) already has the Baxter Robot available to the public at a base price of $25,000. While not specifically designed for busing, it isn’t out of the realm of possibilities that the Baxter Busboys could be customized and made available to restaurateurs within five years for $25,000-$50,000 each. True, this is a load of cash, but you would already be paying out over $50,000 for that human busboy every year. The Baxter Busboy Robot would be a one-time cost with nominal maintenance. Savings? Almost $50,000 per year after the first year!

Restaurant Opportunities Centers (ROC), Fast Food Forward, socialist elected officials and big labor are all working together and are controlling the narrative with the general public and media. It’s time businesses take one of its greatest weapons, “innovation,” and accelerate bold leaps into robotics integration and automation efforts within their establishments. It may cost more in the beginning, but it will go a long way in winning a war of attrition against anti-jobmaking forces. ■

Primary Source of Information | News Briefs Some employers get transition relief under health care law The White House has announced some employers will receive relief under the Affordable Care Act’s employer mandate next year.

The ACA’s employer mandate eventually will require employers of 50 or more full-time-equivalent employees to either offer health benefits to their full-time employees or face possible penalties. The mandate originally was due to take effect in 2014, but the White House last summer moved the effective date to 2015.

In a final rule issued to explain how the mandate will work, the Obama Administration said that employers with 50 to 99 full-time-equivalent employees won’t be subject to the law’s employer-mandate penalties until 2016.

This change, and other changes in the final rule, will provide additional flexibility for employers, especially those at or near the 50 FTE-employee definition of a, “large employer,” under the ACA. For details, go to http://wra.cc/aca0314. ■ WRA’s 2014 Hill Climb and Taste our Best Legislative reception was a great success The WRA’s annual Hill Climb & Taste our Best Legislative reception was held late January and went off smoothly, starting at the Doubletree

by Hilton Hotel with nearly 180 members attending a morning briefing on industry-related legislative issues.

Members then headed to the capitol to discuss their concerns, including minimum wage and liquor fees, with their legislators.

The day wrapped up with the Taste Our Best reception, held for the first time at the Hand’s On Children Museum. Members enjoyed tasty hors d’oeuvres while visiting with fellow industry professionals, lawmakers and legislative staffers.

The WRA would like to say thank you to everyone who participated in the success of this year’s Hill Climb & Taste Our Best.

To view pictures from the event, to go http://warestaurant.org/wra-events/tasteour-best/. ■ WRA kicks off membership survey It’s time once again for the WRA’s biannual membership survey, in partnership with Verometrics, with whom WRA has worked with for more than twelve years.

This biannual study provides us with feedback needed for strategic planning and shaping future policies. That’s why the WRA is asking all members who receive a call from Verometrics to take some time and complete the survey.

This is an opportunity for members to speak up and let the WRA know how the state’s restaurant industry can be better served. For questions, please contact Sheryl Jackson at sherylj@warestaurant.org. ■

Proposed union rules would reduce employer rights The National Labor Relations Board (NLRB) is attempting to speed up elections by resurrecting its push for sped-up union elections. It has since gone on the offense, now that it has a legal quorum and can move forward with rulemaking, and announced the proposed changes early February asking for public comments on its proposal

by April 7. The NLRB outlined a long list of proposed changes to union-election rules that would speed up union elections, scale back employers’ ability to challenge union petitions and cut the time for employers to educate employees about unionization, after a petition is filed and before an employee vote. The changes the NLRB has proposed would limit employers’ ability to respond to union-election campaigns. For more information, go to http://wra.cc/nlrb0214. ■ Fast-casual restaurants lead traffic growth again in 2013 For the fifth consecutive year, the fast-casual segment’s growth in traffic far surpassed that of every other restaurant segment.

The Port Washington, N.Y.-based market research firm, NPD Group found that total customer visits to fast-casual restaurants increased eight percent from Nov. of 2012 to Nov. of 2013. Comparatively, traffic overall for restaurants remained flat.

Additionally, the fast-casual segment’s average check was $7.40 during that period, higher than the $5.30 average for quick service, but well below casual dining’s average of $13.66, The NPD Group noted.

The firm’s data suggested as well that unit expansion contributed to fast-casual’s traffic and sales growth last year. For the 12-month period ending last November, the number of fast-casual chain locations in the United States rose by 903, or six percent, to 16,215 total units, The NPD Group reported. ■ March 2014 | 7

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Industry Outlook | WRA President & CEO

Investment in education and training is essential—not a luxury With the policy threats facing the industry (healthcare, $15 minimum wage, etc.), one thing is becoming increasingly clear: restaurants of the future we will need to get more productivity and efficiency out of our workforce, with very little room for error in taking employee risks or hiring mistakes. The minimum cost today, and moving forward, is very likely going to be the same whether hiring a 16-year-old or a 16-year industry veteran. And while we can debate that fact with policymakers all day long, they don’t necessarily comprehend these realities.

This is why the Washington Restaurant Association Education Foundation is continually pushing itself to offer the training resources that will prepare your future workforce to operate with maximum skill and efficiency.

I recently read an article, in a Seattle-area publication, about a minimum wage fast-food worker who had led a tragic life, fraught with drugs and psychiatric issues.

It occurred to me that many of the policies currently being debated and enforced will make it difficult, if not impossible, for restaurants to give these workers a valuable opportunity. These emerging policies will demand more training and efficiency for, “committed workers,”—and influence employers to stop taking chances on risky workers. The worker in the article seemed to enjoy his work and he expressed some level of satisfaction in his ability to participate in his community. While the article was clearly advocating for an increase, what it missed was that the industry was giving someone a chance, and that such chances won’t be possible in the future if employment costs get too high.

The story reminded me very much of a former dishwasher in my father’s restaurant, who for the purposes of this article we’ll call Ben. Ben was a Vietnam vet who served our country and at some point developed mental instability issues. Ben was hardly a model longtime employee. He would disappear for a week or two at a time and then just show up again. As an impatient teenager working in my dad’s restaurant, I found that Ben frustrated the bejezus out of me, because he worked at a pace that would make a snail envious. He routinely had to be sent home to shower because his odor was unbearable. And more than once,

Anthony Anton, president and CEO

large amounts of food were thrown away because he would make a mistake that even a below average worker could avoid. From a productivity standpoint, Ben cost more than he ever produced. By any view of meeting minimal employee expectations, my father or uncle should have let Ben go. But they never did; they deeply believed that people needed a chance or sometimes many chances.

They believed they had a responsibility to give a military vet a place in our society. Ben has since passed away, and I’m sure my father is not happy that I am writing about Ben at all, because they never did this for any recognition.

Although Ben was making slightly above minimum wage, they didn’t give up on him. But within the current $15-anhour and mandatory healthcare climate, the financial option to stand by Ben wouldn’t have been there for my family.

My point is this: who else would have hired Ben? And not to be cruel, but to be bluntly honest—no one. Banks, retail, manufacturing and nearly all other industries do not have a place for a worker like Ben. They don’t hire Bens or offer them a place in society. And if the current pace of public policy continues, neither will we—it isn’t worth the cost of 14 jobs (the average jobs per restaurant) to go bankrupt in order to preserve the ability to take risks or to make a place for one.

As sad as it is, the reality of what labor is demanding is that the workforce of challenged adults, eager teenagers and others needing a break are going to become solely dependent on government. And moving forward, we will need to stop hiring at ground zero and bring on people with existing training / experience or the ability to receive training and get up to speed within weeks, if not months.

We will move away from, “the risky hires,” to well-trained people who can work at 110 percent immediately.

Investment in education and training (just like the WRA Education Foundation) are looking more and more like keys to profitability and success, and less and less like a, “nice thing to do.” Please help us prepare a strong future for our workforce and contact your area coordinator to get involved with the WRAEF today. The stability of the industry depends on it. ■

March 2014 | 9

Legislature’s work falling into place for remainder of session

By Bruce Beckett, WRA director of government affairs increase revenue for education. Some examples of tax loopholes identified by the governor include tax treatment for services, janitorial services, bottled water, fuel used in the refining of oil and taxation of eight in-state portion of interstate transportation. Republicans, and other moderate Democrats, believe that there is ample ability to meet the increased funding needs within the state’s $33 billion budget.

And an interesting question behind all of this is, in our system of divided government does the state Supreme Court have the power to direct the Legislature on this matter?

As the Legislature nears the end of its 60-day session, a number of controversial issues are gaining attention and are unlikely to be addressed in this session.

Instead, these issues likely will carry over into the 2014 elections and, possibly, the 2015 session.

Also, after two years of intense work, the Legislature is slowly moving toward a package of reforms and fuel taxes to increase funding for transportation.

Both sides of the aisle are close to an agreement on the amount of funding and the reforms necessary. But the two sides differ significantly on whether sales tax should continue to be collected on transportation projects or alternatively, if collected, should that tax revenue be dedicated to transportation projects.

It’s possible that an agreement could emerge before the end of this session, but it’s more likely that a final resolution will occur after the 2014 elections.

These issues include funding for K-12 education, investing in transportation infrastructure and a number of wage-andbenefit issues.

Finally, the stark differences between the Senate’s Majority Coalition Caucus and the Democrat-led House have created a stalemate on both business- and labor-backed wage and benefit policies.

In regards to education, the Legislature committed $1 billion of new funding toward K-12 education in the 2013to-2015 biennial budgets. The increase partially fulfilled the Washington State Supreme Court’s decision that the Legislature must increase funding for education by $4 to $5 billion by 2018.

Organized labor is aggressively pursuing paid sick leave, paid vacation leave, a higher minimum wage and a series of bills that significantly alter the employer/employee relationship.

The budget adopted by the Legislature increased education by $1 billion through reprioritizing state spending. Additionally, the slowly improving economy led, for the first time in many years, to some modest increases in tax collections. To meet the Supreme Court’s schedule, additional increases in education funding must be part of next biennial budget. Some believe up to $3 billion must be dedicated in the next budget.

The governor has repeatedly insisted on, “closing corporate tax loopholes,” as the appropriate policy direction to 10 | warestaurant.org

Meanwhile, business has championed bills to allow more flexibility for workers to negotiate workers’ compensation settlements, pre-empting local governments from adopting wage/hour laws, training wages for specified periods of time and allowing for tip income to be included in the calculation of wages.

But whether any of these ideas ultimately will make it to the governor’s desk for his signature is doubtful. However, both business and labor are clearly positioning these issues for the upcoming sessions and the legislative races. ■

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March 2014 | 11

The hospitality factor

by Bill Marvin, The Restaurant Doctor SM

In their struggle to build sales, restaurateurs have tried it all – email, gimmicks, coupons, discounts, and outrageous promotions. They’ve tweaked operating formats, revised product offerings and embraced new technologies, always searching for the elusive, “Silver Bullet,” that will save them. Enough already! It’s time to stop trying to be so clever; time to re-discover the real basics of building a business. It always seems ironic that the competitive element most responsible for success in the hospitality business and the piece most visibly absent ... is hospitality itself!

Think about it: All 945,000 eating and drinking places in the US profess to be in the hospitality business, yet why do so few stand out for actually being hospitable?

There’s a reason and understanding that reason will lead you to an important insight that can elevate your business to new levels of excellence, whether you deal in burgers, beds, bicycles or beach balls.

You can be adequately fed and reasonably well-served in most foodservice outlets, but how often do you experience the warm feeling of heartfelt caring and personal connection that shows the staff is delighted you’re there and your enjoyment really matters to them?

Part of the problem is that most operators will say the word hospitality, but then go on to talk about service.

They seem to think the words mean the same. In reality, the two are quite different.

Understanding that difference will elevate your game in ways that will astound you, your guests, and your accountant!

12 | warestaurant.org

Here’s a start on how to understand the distinction between service and hospitality:

SERVICE IS ...

HOSPITALITY IS ...

Procedural

Personal

Service is the technical delivery of the product, a series of actions you can identify, plan out, organize, train and educate. It’s about serving from the left, clearing from the right and not spilling wine on the table. It’s about timing, temperatures, and how to properly process credit cards.

All these actions are important parts of the overall service sequence and you must execute them accurately and well.

Hospitality is how the delivery of that service makes the guest FEEL. It is a human equation, a personal gift of caring. It’s me taking care of you because it’s YOU, not because you’re one of 75 people coming through my station tonight.

You don’t serve 75 people anyway. You serve one person at a time in 75 different scenarios.

It is the quality of those individual interactions — the level of hospitality you provide — that determines how successful you will ultimately be, both professionally and financially.

Monologue

Dialogue

Executing

Embracing

Systematic

Organic

Doing

Being

Service is one-sided. You can flawlessly deliver all the elements of the service sequence without any need for the guest to get involved in the process at all.

The measure of service is how efficiently the service staff performs the steps and functions of the service sequence.

Service can (and should) be organized into a replicable series of steps so the guests (and staff) know what to expect at each point in the dining experience.

Service is about what you DO.

Hospitality, on the other hand, must involve the diners. It is an exchange of energy at some level between the staff and the guests, a dance of sorts.

The measure of hospitality is how guests FEEL about what you do for them; that, “warm fuzzy feeling,” that lets them know it actually matters to you they are there.

By its personal nature, hospitality doesn’t lend itself to structure. Comparatively speaking it is messy – an organic process that must be conceived, and only exists in the moment. This is why chains can’t deal with it very well and what makes it such a powerful force in the market for independent operators.

Hospitality is about how you ARE.

IN A NUTSHELL ...

SERVICE is efficiently doing what is EXPECTED.

HOSPITALITY is spontaneously doing what is UNEXPECTED and uniquely personal to that guest in that moment.

Both the service and hospitality experiences can – and should – be thought out, organized, modeled and monitored by management. How to go about that is a topic for another time. For now just be aware that the overall guest experience that draws your guests back is made up of two separate aspects that often just get lumped under the broad title of service. One is what you do (service), the other is how you do it (hospitality).

Does it work? Consider this: David Hoyne, owner of Kitty Hoynes Irish Pub in Syracuse, NY, the first restaurant to earn certification as A Place of Hospitality, just reported his 2013 sales were up 25 percent from 2012, which had been his best year ever.

The competitive edge belongs to those who understand and appreciate the distinction between the two. Once you grasp, and internalize, the principles that govern human behavior, you will instinctively know the appropriate actions to take regardless of the situation.

The ripple effect Aside from its impact on profitability, hospitality has far-reaching effects. Human beings tend to treat others the way they have been treated themselves, and it has to start somewhere. Who better to trigger a resurgence of hospitality in the world than the hospitality industry itself?

When guests feel well, and personally-served, they leave the restaurant feeling better about themselves and life in general. As a result, they are naturally more considerate of the people they deal with. In this way, hospitality has a way of paying itself forward, courtesy begets courtesy.

guests rather than simply trying to pry money from their fingers, your patrons will have more trust in you. They will return more often, recommend you to their friends and become fiercely loyal fans.

They will stick with you through tough times and patronize you, at full price, because they want to. The result is higher sales, lower marketing costs and a happier service staff who are making better tips. It is truly a win-win-win situation.

Better yet, once the dining public has experienced the warmth of true hospitality, they will no longer be as willing to tolerate the indifference and callous attitudes found in many corporate eateries and most inept independents.

In ever larger numbers, they will favor, and be drawn back to, true places of hospitality.

The ripple effect from restaurants delivering the experience of heart-felt caring to every patron can start a selfreinforcing cycle of caring and consideration that will transform the communities they serve and make life more pleasant for everyone. We could certainly use more civility on the planet!

Yes, courtesy is indeed contagious and very, very compelling. It is noble work. ■ Excerpted from How to Become the Restaurant of Choice; A Fresh Look at Service, Hospitality and the Bottom Line, ©2013 by Bill Marvin, The Restaurant DoctorSM, available at restaurantofchoice.com or from Amazon.com. Bill will also have copies of the book in the WRA booth at the Northwest Foodservice Show, April 13-14 at the Washington State Convention Center.

When you focus on nurturing relationships with your

March 2014 | 13

ProStart mentoring puts the future in your hands

By Lyle Hildahl, WRA Education Foundation director

I’m sure many of you remember the individuals who influenced you along your career path. Your mentors and role models who coached and counseled you in becoming who you are today. My mentors included coach Don Smith, who taught me the value of time; Master Ahpo, who taught me the value of respect and discipline; my dad who taught me the value of starting strong and finishing strong; Mr. Bud Gould, who taught me the value of a budget in running a business.

The list goes on. I want to share with you an opportunity to positively influence the life of a young adult, who is just starting out in our industry. Becoming a mentor in the ProStart program will give you that chance.

ProStart’s success depends on you. As a mentor and/or ProStart worksite, you help create solutions to key human resources challenges.

This role also gives you the unique opportunity to recruit tomorrows managers today, enhance the restaurants and foodservice industry image, invest in our nation’s future and earn recognition as an industry partner.

Ways you can get involved: Become a ProStart worksite and mentor students.

Mentor a student team for culinary and restaurant management competition.

Give a classroom presentation.

Invite students to your restaurant for a tour.

ProStart students from Roger’s High School compete in the 2013 Boyd Coffee ProStart Invitational.

Coordinate field The NRA/WRA Education trips to your vendors’ Foundation ProStart program links classroom experience facilities. with on-the-job training for high school juniors and Make a financial contribution as a sponsor. seniors. Skills learned at the workplace are reinforced Be a judge in the annual Boyd Coffee ProStart through practical classroom instruction. The students Invitational. who successfully pass two comprehensive exams covering culinary foundations, customer service, marketing, cost All restaurant and food service industry stakeholders who control, human relations and job readiness, plus 400 have a vested interest in America’s youth and the future hours of industry internship, are rewarded with a national success of the industry will benefit from partnering with certificate of achievement by the National Restaurant a ProStart program. The WRAEF currently partners with Association. many area high schools. Please let us know how you like to

get involved. Contact Jennifer Dixon at 877.695.9733 x127. ■

14 | warestaurant.org

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Washington Restaurant Association Education Foundation

Creating a smart, successful industry workforce—one program at a time

By Heather Donahoe, managing editor Insufficient training is easier to conceal in some industries than in others. But poor preparedness within the restaurant industry is nearly impossible to hide. The ability of a restaurateur to assemble and maintain a welltrained staff is vital to the restaurant’s survival. While an operation may be able to eke by for a few years without a solid commitment to an educated staff, the bottom line will eventually bear the consequences.

As the WRA president and CEO explained in his column this month (page 9), investing in industry training and education has never been more critical than it is now.

In this tumultuous climate of regulatory changes and steep increases to the cost of doing business, ensuring a workforce that is ready for success is one variable that can be controlled in an environment where strict terms of operation are being dictated to business owners.

The WRA Education Foundation (WRAEF) serves is a partner in those efforts, as the leading resource for training, education and career development for Washington state’s hospitality community. Selecting staff and training programs can be daunting for any restaurant operator. That’s why the WRAEF facilitates a robust lineup of training and educational programs.

Most WRA members are likely familiar with the aims of the WRAEF, but they bear reiterating. The Foundation exists to: Propel talented individuals into successful hospitality careers.

Partner with members, agencies and the community to promote food safety through ongoing training and certification.

Promote the exchange of information among the WRA’s diverse member base.

Provide timely industry-specific resource materials to WRA members.

So, what does all this really mean? What benefit does the WRAEF offer to the average Washington state restaurant operation?

Have a look!

16 | warestaurant.org

Workplace Safety Guide customize training solutions New this year, the WRAEF is partnering with the WRA Membership team to offer a tailor-made safety and training program. The Hospitality Industry Workplace Safety Orientation & Training Guide was created in conjunction with guidance from the Washington State Department of Labor & Industries and restaurant operators, and covers all aspects of restaurant workplace safety.

The online guide and training videos are designed to bring new hires up to speed and to ensure that long-term employees stay sharp on the latest safety regulations. This guide saves time by circumventing the need for operators to spend hours researching expensive materials. The guide is free, which is a money saver in itself; but the accident prevention plan within it can help businesses to lower their workers’ compensation premiums. The guide also helps keep businesses compliant with the latest workplace safety rules, while ensuring that their staffs know what a safe workplace looks and feels like.

Restaurant operators interesting in putting the The Hospitality Industry Workplace Safety Orientation & Training Guide to work in their operation should contact Amy Koetje, WRAEF programs manager, at AmyK@ warestaurant.org.

ProStart provides students and restaurants an edge Perhaps the single most useful thing restaurant operators can do to ensure a future pool of qualified and wellprepared job applicants, is to support the ProStart program. ProStart is facilitated by the WRAEF and taught in dozens of high schools throughout Washington state.

ProStart is a two-year classroom-to-career training program designed to educate teens on culinary techniques and restaurant management skills. ProStart was developed by the National Restaurant Association, is taught in schools across the U.S. and provides students with real-world training advantages that will ultimately give them an edge in the restaurant industry.

So, how can restaurants invest in ProStart? There are several simple ways, actually.

Operators can serve as mentors to any ProStart classroom in their community. These mentors are encouraged to

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offer tours of their operation, invite students to work or intern and to provide basic hands-on training of commonplace restaurant processes and tasks.

WRA

Other options for ProStart involvement include financial contributions or participation in the annual Boyd’s Coffee ProStart Invitational—a culinary and restaurant management competition, where students vie for thousands of scholarships dollars and the opportunity to compete nationally.

1994

know how to safely and responsibly serve alcohol.

Washington is among 47 states that accept this practical and current training program, developed by the National Restaurant Association, with the same approach as ServSafe, the industry’s most recognized food safety and training certification. ServSafe Alcohol is approved by the Washington State Liquor Control Board.

Think you might like to invest in a strong workforce for the future of your restaurant? Want to hire a ProStart student?

Email ProStart@warestaurant.org for call 877.695.9733, ext.

127 for more information.

Those who complete the Washington version of the ServSafe Alcohol course and exam will not only receive their ServSafe Alcohol certification, but their Washington state required mixologist (Class 12 or Class 13) permit. By providing practical knowledge, and best-in-class resources, ServSafe Alcohol helps servers give knowledge a practical edge.

ServSafe Manager gives operators flexibility

Spot Check helps you protect your customers

Without stringent safety measures and training protocol in place, a restaurant is gambling with its future. The WRAEF regularly schedules ServSafe training classes for restaurateurs throughout the state. These classes give operations the ability to maintain an in-house trainer who is qualified to keep the entire team up to speed on food safety standards.

At any given Washington state eatery, chances are good that some of the nation’s more than 45 million food allergy sufferers are dining regularly. In this scenario, restaurants that cater to customers with food allergies and sensitivity will have an edge over those who don’t. While many operators assume that allergy-friendly prep requires a complete kitchen overhaul, Spot Check Allergy Safe Certification puts that fear to rest. A little more than two years ago, the WRAEF recognized the need for a training program that would prepare kitchen staff’s to address the needs and concerns of increasingly food-sensitive consumers.

The ServSafe Food Protection Manager Certification is nationally recognized, accredited and taught in a variety of languages. ServSafe, created by the National Restaurant Association, combines current best practices in advanced food safety, as well as current best practices for instruction.

Students stay engaged in current state health code regulations and learn how to demonstrate knowledge of foodborne disease prevention, application of Hazard Analysis and Critical Control Points (HACCP) principles and the requirements of the Washington State Food Code to the regulatory authority. ServSafe helps managers find the knowledge and tools to understand food safety and how to share their food safety knowledge with their employees.

ServSafe Alcohol raises a glass to responsible service ServSafe Alcohol is designed to ensure restaurant workers

The Spot Check curriculum trains establishments how to adapt their kitchens as is, with minor expense and disturbance to the operation.

The Allergy Safe Certification training helps foodservice professionals eliminate the risk their restaurant may pose to food allergy sufferers. Also important, the curriculum is structured to help workers understand the allergy and sensitivity issues many of their customers struggle to manage. ■ Want to know more about any of the WRAEF’s programs? Visit www.warestaurant.org/training-education, or call 877.695.9733.

March 2014 | 17

THE LARGEST FOOD AND BEVERAGE

EXHIBITION IN THE PACIFIC NORTHWEST

Northwest Goes sure TitletoHere Northwest Foodservice Foodservice Show Subtile Appear Here...worries banishWould those late-night WRA staff writer

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What keeps you up at night? Is it food trends and new all of the solutions you find on display.

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If itsimpora is your first doles vel ius et qui niae plaborior tectur? reperum ium velendia incte. that you need, the show has those too! Mobile bars, time, we look forward to introducing you to the industry at ratur? Qui tectotat moluptatur hoods, fryers, rotisseries, food warmers, deli equipment large in the best and most entertaining way possible. simped queThe excestemquis Contact: Solupta velestrum verspictat andia adicid eostionse cullorro are on eume display,ettoo. show will have aqua scrubbers, ice ratur a sitiam nos dolloritinti fuga.

Et qui blaut volut hit. occae et quatur sequos eum qui makers and ice flakers, and this is just a small sample of Don’t miss out on this year’s Foodservice opportunities.

Register today! ■

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18 | warestaurant.org

THE LARGEST FOOD AND BEVERAGE

APRIL 13 - 14, 2014 • SEATTLE, WA

EXHIBITION IN THE PACIFIC NORTHWEST

WASHINGTON STATE CONVENTION CENTER

PRESENTING SPONSOR:

INTERACTIVE KITCHEN

WATCH, LEARN AND SAMPLE!

SAVE TIME & MONEY....

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through Friday, April 4, 2014 (or pay $25 at the show).

VISIT NWFoodserviceShow.com SHOW INFORMATION, CONTACT: Orran Greiner, Tradeshow Manager

Interact with chefs as they prepare the latest food trends, sponsored by Sysco.

NEW PRODUCT SHOWCASE

Preview new and soon-to-be released products into the marketplace.

EDUCATIONAL SEMINARS Learn something new in one of many industry seminars.

Topics include trends, best practices, controlling costs and team management.

400+ VENDORS

See hundreds of foodservice industry products and services.

THE NORTHWEST FOODSERVICE SHOW IS PRODUCED BY:

at 503.582.9482 or OrranG@NWFoodserviceShow.com

EXHIBITING & SPONSORSHIPS, CONTACT: Ken Wells, Allied Relations Manager at 425.457.1458 or KenW@WaRestaurant.org March 2014 | 19

CRAFT DISTILLERY

Tour Guide

WRA bridges gap between state’s restaurants and distilleries

By David Faro, WRA communications manager

Last autumn, right about the time that the days started to grow shorter and the farmers in the eastern part of the state began to pull in their harvests, the Washington Restaurant Association began to take another good look at craft distillers in the state. The association started last October by hosting a tasting in Seattle, providing distillers a chance to connect with area restaurateurs. The WRA wanted to understand how to better integrate the two industries, and tasting a whole lineup of exciting new products seemed like a great place to start. We kept our ears open. We asked a lot of questions.

We wanted to know what the terrain was like in the state now that the industry had been given a little time to grow.

The WRA has been a tireless champion for opening up hospitality markets. We know that emerging opportunities need laws and regulations that are favorable to an entrepreneurial marketplace. One great example is the industry’s achievements within Initiative 1183. It was a game-changing success that provided great opportunities for small craft distilleries in the state. In 2007 there were only two in Washington. Dry Fly Distilling in Spokane was one of them. A groundbreaking business in the state, Dry Fly was a staunch advocate of a modern craft distillery law passed by the Washington State Legislature. Distillers got what they asked for in 2008, and along with it, the ability to grow an industry.

20 | warestaurant.org

The new rules increased market competition. There are now around 80 distilleries in the state and that number is growing. At the tasting event in Seattle, there was a robust group of craftspeople sharing methodologies, talking grain and copper and offering each other advice. The WRA observed a community that saw no threat from new industry players and welcomed growth. We talked with producers who were actively looking for ways to place their products in bars and restaurants; and who wanted to connect with hospitality professionals worldwide.

After the tasting, we tried to talk with as many distilleries as possible. We invited every craft distiller in the state to call into the Association’s weekly radio program, DineNW. We wanted to hear about their operations and listen to their stories. We learned unique histories regarding generations of spirit makers. Stories that cover the length and breadth of the state: from Skip Rock Distillery near the Snohomish River, to Walla Walla Distilling Company in the south, to the pioneering Dry Fly Distilling in Spokane, to hidden gems like Wishka River Distillery in Gray’s Harbor. Some of these operations started out on the grain farms of rural Washington, and others used knowledge derived from 20th century moonshine days in Texas and the South. Some distilleries started out in kitchens, garages and basements.

Some are on rivers, and some are nestled into valleys on the shores of beautiful mountain lakes. There is no one type of Washington craft distillery; they are all unique.

We interviewed a large sample of Washington businesses and found rich tapestries that describe a tight-knit industry. An industry that sees a common future, and more importantly, a community that offers a range of products that represent some of the greatest spirits made anywhere in the world today.

The conversations illuminated a number of vibrant operations that are all uniquely Washington. Businesses

based on traditions that celebrate artistry, local ingredients, and superbly crafted whiskey, gin, vodka, bourbon, grappa, brandy, absinthe and moonshine.

In Washington, we know industries can represent a state.

For the craft spirit industry to represent Washington in the manner to which we have become accustomed, distillers have to be able to create top shelf products. In order to succeed in Washington, distillers must have the ability to marry the state’s rich agriculture with the technology and traditions of making fine spirits. To obtain a craft distiller’s license in Washington state, producers have to source at least half of their raw materials from Washington farmers. In our state, the bar for this kind of enterprise was already set pretty high by beer and wine makers. We have a reputation as a world-class producer of exquisite libations. The appearance of craft distilleries was a natural progression. The spirit makers of the state have not let us down.

Washingtonians are connoisseurs. They like good food, beer and wine. Even the coffee at the gas station has to meet a certain standard. Washington’s spirits makers take that love of all-things-delicious quite seriously. In our interviews, the subject of ingredients came up again and again. Washington distillers start with great grains and amazing herbals. Look for the distiller who uses Yukon Golds as the base for his product. It takes potato vodka to a whole new level. That kind of attention to detail is what Washington spirits are all about.

The industry is still young. The spirit makers in Washington are experimenting. Capitalizing on the natural bounty of the state, distillers are combining organic botanicals gathered in the Cascades and Olympic mountain ranges with hand-selected grain from eastern Washington, the result is a wide array of unique products. Washington craft distilleries are succeeding again and again at creating products that are perfect for indulgence in the finest dining rooms around the world.

Westland Distillery tackles the single malt One example can be found at Westland Distillery in the SoDo neighborhood of Seattle. Taking on the concept of single malt whiskey means taking on centuries of tradition and craftsmanship at the same time. It’s a daunting task, but graced with local, world-class ingredients, Westland

March 2014 | 21

CRAFT DISTILLERY

Tour Guide

Distillery is inspired to pursue a uniquely American single malt. The goal is to rival the best in the world, while at the same time underscoring each whiskey with the distinctive Westland house style. One taste lets you know they are succeeding.

Fremont Mischief nods to its working class roots For other distillers, like Mike Sherlock at Fremont Mischief, the game keeps changing, and that’s what makes it interesting. The distillery is named after a fishing boat called Mischief that once was docked in a shipyard in Seattle.

The steampunk distillery has elements that look like they came straight from the late 1800’s. The operation is shaped from the pipes and fittings of shipyard know how and left over equipment. At the Fremont Mischief facility there is lots of metal, tubing, gears and beautifully functioning industrial art. It’s an amazing sight to just stand and watch things function, and then, you taste their great spirits.

Originally, Sherlock went to Japan to sell fish, armed with a case of bottles to give away as gifts. He came back determined to make whiskey for a craft market. He and his partners saw only three other distilleries functioning in the state and saw opportunity. They bought a small operation and started to make spirits.

“We made really horrible crap whiskey for awhile, but we kept at it, and we kept getting better and better at it,” Sherlock said.

That seems to be true for the whole industry.

Now, years later, when you buy Fremont Mischief at the store or in your favorite restaurant, it will embody local fresh grains from nearby fields of organic heirloom summer wheat and emmer. Mischief’s Jon Jacob Rye was called, “genius in a bottle” in a recent review and a “beautiful, youthful rye spirit, with crackling rye spiciness” 22 | warestaurant.org

in another.

Currently, Fremont Mischief is charting new territory again: Mischief is entering the world of well spirit distribution. It is one thing to be high-class luxury item on the upper shelf.

It is another to reside in the well as a bartender’s daily go-to for her regular cocktailers. Fremont Mischief aims to live in both places. With their gin, they are well positioned.

Fremont Mischief has not forgotten the days when a drink with friends after a hard day at the shipyard was just the thing.

Even the names of Mischief spirits show sincere dedication to the working men and women of Washington state. They seem to remember that their adventure all started with a fishing boat.

Heritage Distilling serves up history in a glass For some reason, there is something about sipping a fine spirit that can ignite a deep sense of history. Gig Harbor’s Heritage Distilling Company takes that feeling so seriously that the concept of tradition takes center stage for their brand.

Heritage Distilling Company’s ethos is identified by the close examination of making spirits by hand – from identifying and working directly with the farmers growing their grains, to ensuring the purity of their water source, to milling the grain, making their own mash and wort and running their own custom made stills. Heritage spirits take the history of process into deep consideration. This is the model they use to assure themselves that the hand-crafted, small batch spirits they produce meet the highest standards for flavor.

When an operation makes their product as much with their heart as they do with their hands, it is bound to produce results. The Heritage Distilling Company says that, “... each spirit has a story.” If multiple international awards are any indication, Heritage Distilling Company tells a mighty fine one. In the last year alone, their spirits have won ten national and international awards in San Francisco, Chicago and New York, including a Double Gold-Best Domestic Vodka and Double Gold-Best International Gin.

When we talk about Washington distillers putting the state on the map, it is organizations like Heritage Distilling Company that are helping to make it happen.

Batch 206 distributes its artisan spirits at competitive prices The growth in the industry has simultaneously been an experiment in America’s new economy. The craft distillery law came into effect on the eve of a devastating recession.

As a result, distilleries like Batch 206 in Seattle are able to experiment with business models that take advantage of new commercial climates. Set up to not only make fine spirits, but also to self-distribute, Batch 206 has eliminated a lot of costs that are usually tied up in so-called middle-men.

This means they can offer top shelf spirits at a price that keeps them competitive in larger markets. Self-distribution has not limited Batch 206’s ability to move product either.

They have products on the shelves internationally and they ship bottles as far away as Singapore.

Operations like Batch 206 exemplify the spirit of knowledge-sharing that exists in the community. They offer a weeklong seminar every quarter that aspiring distillers from all over the country attend. Batch 206 is an indication of what is happening in Washington. Entrepreneurs, backed up by a strong initiative process, created fertile ground for another defining industry to thrive in our state.

It means operations like Blue Flame Spirits in Prosser can offer a one-of-a-kind award winning wheat whiskey that is 100 percent local, farm-to-barrel and 100 percent delicious. Distilleries such as Blue Flame offer product lines accompanied by the words “premium” and “ultra premium” and that, in a nutshell, is the essence of the industry.

The WRA did a lot of exploring this year and what we found was another delicious way to uniquely celebrate Washington. We found that if you are the kind of person who likes to find themselves deep in a leather chair sipping bourbon or if you enjoy sitting at an ancient wooden bar made from a single tree while drinking rye or if you are the kind of person who enjoys silence accompanied by whiskey neat and a cigar or if you enjoy a gin martini that makes a happy hour a gourmet event, well then, without delay, you should start exploring the craft distilleries of Washington state. The Washington Restaurant Association has found abundant opportunities to sip and savor fine handcrafted premium spirits in Washington state, by Washington state. ■

Cowlitz River Distillery Dark Moon Artisan Distillery Deception Distilling Delich Distillery Double V Distillery Dry County Distillery Dry Fly Distilling Eagle Cliffs Distillery Ellensburg Distillery Evanson Handcrafted Distilling Ezra Cox Distillery Finnriver Free Spirits Distilling Fremont Mischief Gingko Distillery Ginkgo Distillery Glacier Basin Distillery Golden Distillery Heritage Distilling Company Hutch Handmade Spirits It’s 5 O’Clock Somewhere!

J.P. Trodden Distilling Karma Distillery Kayak Spirits Distillery Lachselian Wine & Spirits LaJoye Cellars Letterpress Distilling Mac Donald Distilleries Mount Baker Distillery Mt Index Brewery and Distillery Nightside Distillery Old Ballard Liquor Co. Pacific Flyway Distillery Parliament Distillery Phillippi Friut Company Port Steilacoom Distillery Project V Distillery and Sausage Company Riversands Distillery Rockridge Orchards San Juan Island Distillery Seabeck Spirits Seattle Distilling Company Second Chance Spirits Sidetrack Distillery Sodo Spirits Distillery Soft Tail Spirits Soft Tail Spirits Sound Spirits Still Shine Swede Hill Distillery The Hardware Distillery Co. The Red Door Distillery Tucker Distillery Vancouver Distillery Works Vin Co. Walla Walla Distilling Company Westland Distillery Whidbey Island Distillery Wishkah River Distillery Woodinville Whiskey Company LLC March 2014 | 23

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INDUSTRY CALENDAR March/April 2014 Training Mar. 24

ServSafe® Manager, Kent

Mar. 25

ServSafe® Manager, Fife

Apr. 1

ServSafe® Manager, Seattle

Apr. 14

ServSafe® Manager, Everett

Apr. 24

ServSafe® Manager, Olympia

Meetings Mar. 12, 19

Government Affairs Committee Meeting

Apr. 1

Executive Committee Meeting

Apr. 2

Seattle Restaurant Alliance Meeting

Apr. 2

Seattle Restaurant Alliance Chapter Meeting (Restaurants only)

Apr. 8

Spokane Chapter Board Meeting

Apr. 14

WRA Spring Board of Director’s Meeting

Apr. 14

WA Restaurant Association Education Foundation Spring Board Meeting

Apr. 15

MSC Meeting - Webinar

Events Apr. 13, 14

Northwest Food Service Show

NEW ALLIED MEMBERS Dovetail General Contractors Daniel Archer 3621Stone Way N Seattle, WA 98103-8049 206.372.7247 daniel@dovetailgc.com http://www.dovetailinc.net/ Dovetail General Contractors specializes in craft focused restaurant construction and design. With over 70 restaurants and bars built in the last 7 years we are a solid presence in the Seattle market.

Enterprise Merchant Solutions Stephen Ferrante 601 Industry Dr Tukwila, WA 98188-3406 206.452.0500 sferrante@emsposinc.com www.emsposinc.com Aloha/NCR Point of Sale Humble & Davenport Insurance Robert Davenport 3500 Maple Valley Hwy Renton, WA 98058-2871 425.226.8221 bob@humbledavenport.com www.humbledavenport.com We are a business insurance driven independent insurance agency. We have special programs specifically related to the restaurant industry.

Larry E Palmer Insurance Agency Larry Palmer 10832 185th Ave Se Issaquah, WA 98027-8644 425.313.9605 leeann@theinsurancestore.com http://theinsurancestore.com/ A full service insurance brokerage. We have been in business for over 25 years specializing in restaurants. We know what the insurance needs of today’s restauranteurs are.

Mountain Valley Spring Company Collins Speed 283 Mountain Valley Water Place Hot Springs, AR 71909-9559 206.910.8656 cspeed@mountainvalleyspring.com www.mountainvalleyspring.com

26 | warestaurant.org

Naturally sodium free with a 7.8pH and abundance of minerals, our water is domestically sourced from the same protected spring source that has been the origin of Mountain Valley Water since 1871. We offer our award winning spring and sparkling water in domestically sourced glass bottles.

PourMark LLC Maggie Vargas 521 Market St Ste D Eugene, OR 97402-5456 541.515.6265 Maggie@pourmark.com http://pourmark.com/ PourMark LLC is the manufacturer fo a affordable and easy way to use glass etching machine that we call the PourMark Jet Etcher. The Jet Etcher etches portion control marks on all your existing glassware.

The PourMark system was developed for the hospitality industry to help manage and control the problems of over-pouring wine and beer by the glass.

NEW RESTAURANTS Bertoglio’s Pizza, Eatonville Blind Pig Bistro LLC, Seattle Cloud 9 Bar & Grill, Kent Courtyard Plaza Cafe, Everett Culpepper’s Bar & Grill, Graham Dairy Queen #12521, Pacific Galliano’s Cucina, Seatac Garage Bar & Grille, Vancouver Hung Far Low, Longview Icicle Brewing Company LLC, Leavenworth Lovemore Holding Co LLC, Seattle Piatti Ristorante & Bar, Seattle SeaPi Wood Fired Pizza & BBQ, Federal Way Tapatio, Bellevue Tim’s Tavern, Seattle Upstage Theatre & Restaurant, Port Townsend Waffles Caffe, Selah Zeek’s Pizza Inc., Seattle

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According to Airfactz Screening & Reporting Services, the WRA endorsed employee background check partner, one-third of job applicants lie on their applications and another five percent falsify their social security number.

In today’s economically challenging times, employers are more likely to see a rise in embezzlement and other potentially harmful behaviors. In fact, a reported $4 billion is lost annually to embezzlement and a violent employee incident costs employers, on average, an incredible $250,000. Protect yourself with a mere $19 investment in an employee background check. Visit warestaurant.org for more information.

INTERESTED IN ADVERTISING? Washington Restaurant Magazine reaches nearly 6,000 decision makers and key personnel in the foodservice industry throughout Washington state. Contact Ken Wells at 425.457.1458 or email kenw@warestaurant.org.

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Marketplace_ad2013.indd 1

11/6/2013 11:57:29 AM

Some of the web’s best marketing tools are easy and free

By Tony Buhr, WRA contributing editor I once thought of myself as a bit of a Luddite in regards to technology.

restaurants, bars and clubs, and 38 percent use search engines.

I didn’t own a smart phone until two years after they became household mainstays. I only recently discovered the existence of Tumblr and have just started getting onto Reddit.

When it comes to Facebook, there is one piece of advice most tech experts agree on: do not purchase ads.

But my first professional employers assumed, due to my age, I was an expert on social media. Accordingly, I have found myself responsible for the online presence of political candidates, annual festivals and newspapers in my various occupations.

These experiences helped shape my knowledge base and now I can safely say I understand, as well as anyone can, the beast of online marketing. While there is still plenty more to learn, I now have a solid grasp on its reach and importance.

Almost all business owners have probably been informed that they must have an online presence in today’s world. But often times it can feel as if no is around to answer simple questions such as: : “Are Facebook ads worth it?” or “How do I increase the chances of my business popping up on Internet searches?”

Well, here are a few easy tips to increase online visibility.

First of all, if you haven’t already, get a Facebook page. Obvious advice, right? Not necessarily. A decent number of restaurant operators still haven’t ventured onto the word’s most popular social media site.

Facebook pages offer a free platform for advertising your business. They allow businesses to interact with their customers, as well as promote events and products, all without spending a dime.

That being said, the usefulness of Facebook pages remains controversial.

According to Forbes Magazine, only 1 to 5 percent of a page’s Facebook audience actually see their posts. Be that as it may, that’s 1 to 5 percent more exposure than a business would have with no Facebook presence at all. Not to mention, Facebook pages also can come up in online search engines, creating an incredibly valuable tool for attracting new customers.

According to the Pew Research Internet Project, 51 percent of adults rely on the Internet to gather information on

Elan Dekel, a contributing writer for Forbes Magazine, said, “Facebook promotions are simply not a viable option for small businesses.” The cost of buying the ads doesn’t yield sufficient results to make it worthwhile, he explained.

Another great investment for restaurants is WordPress.

Although traditionally created for blogging, WordPress can be used as a personal website for free. If a restaurant doesn’t already have a website, this can be a great place to start.

But, for those a bit less Internet savvy, WordPress can be daunting, due to its highly customizable features.

Finally, businesses should ensure their website is search engine optimized (SEO).

Search engines use SEO to decide which websites best match a user’s search. They track keywords that website creators use to describe their sites and then matches them with the search terms used. Also, sites with fewer grammatical errors, as well as easier navigation, take precedence.

Additionally, every page a person creates on a website can have its own SEO keywords and descriptions. The more pages a website has with SEO specifications, the better its chances of showing up in searches.

Facebook also uses SEO, but bases it off the short and long description business operators fill out on their profile page.

This demonstrates the importance of not skipping over those sections when setting up a Facebook page.

With just these few simple tools, businesses can reach a wider audience and increase their interactions with customers without spending much, if anything.

Anyone endeavoring to get online should remember one thing: time matters. Don’t waste long hours struggling to figure anything out. If all else fails, Google it. ■ March 2014 | 29

Ask the Expert | Restaurant Profit Coach

Build a winning team to compete

By Rick Braa, CHAE

Q:

We’ve had a great couple of years, and I’m ready to take my team to the next level. What is the best way to do that?

A:

Building a great team can be a challenge. To begin, realize the team will never exceed the passion and enthusiasm of its leader. Judge yourself harshly.

There are many examples of restaurants that struggle and the root cause is a lack of drive, passion and knowledge in its leader. Without continual growth at the top, high performers will become quickly bored and move on to a better team.

In February, Pete Carroll won the Super Bowl with the Seattle Seahawks. Two keys are spelled out in his book, “Win Forever”—one: record and refine your philosophy and beliefs, which include your vision, purpose and values; and two: write out a detailed plan to win. Mr. Carroll has a goal to win forever—not just a season. During his nine seasons at the University of Southern California, the team won the rugged PAC-10 conference seven consecutive times and won two national championships while finishing with a record of 97-19. It was prior to taking the USC job when Pete Carroll clearly articulated his philosophy, beliefs and plan.

His players understand the simplicity and clarity of his plan to win, buy-in and execute. The latest result was the highest achievement in professional sports with a win in Super Bowl XLVIII. Once you’ve dealt with yourself, move on to the team.

To paraphrase Pete Carroll in Win Forever, at the foundation of building a great team is looking to do things better than everyone else has ever done them before and looking for a competitive edge while providing an environment where team members can find, stay and share their best, so that everyone can join in. To evaluate your team, use the “Keeper Test.” For each team member, individually answer the question, “If this person told me he/she was leaving would I fight to keep him/her?” If the answer is “no,” that person needs to be replaced immediately. It’s important to answer the question honestly without fear of replacing the individual; your key people will work more hours while you look for a replacement.

Imagine if every person in your restaurant was someone you respected and could learn from. In the corporate culture of Netflix, Inc., these people are known as “stunning

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colleagues”—those whose central philosophy is to help others to be great. When replacing individuals, look for those who love to serve. Hospitality is about restoration of both the guest and employee. Those who don’t like to serve are destined to disturb the environment where high performance and stunning employees thrive.

Once you’ve written your plan and ensured the team is loaded with talented, stunning employees, move on to deepening individual and team performance. Define performance then define high performance. The difference between performance and high performance, is the disposable effort an individual is willing or able to provide.

Restaurant people are naturally competitive. Teach them to compete to be their best every day from the moment they step into the restaurant. To improve performance, it is important to shift away from controlling people and into sharing context. Employees need to understand the importance of their work and receive positive “in the moment,” feedback frequently. Their goal is to make guests and co-workers feel great with technical excellence. Sharing context for different pieces of work will ensure proper execution of the guest and employee experience. Spend 80 percent of your time with your best performers—not your worst. By using the majority of your effort on high performers, you’ll discover what makes them tick. Allowing you an opportunity to coach performance to the highest level rather than taking a low performer and coaching them to mediocrity.

To build a winning team, ensure you’re growing faster than your team. Articulate your philosophy and plan to win; staff stunning employees and coach your employees to compete to be their best every day. You’ll create a competitive advantage that can’t be beat. ■ For a more information on improving profitability and driving performance, contact AMP Services at rbraa@ampservices.com.

Rick Braa is the co-founder of AMP Services, an accounting and consulting firm specializing in helping companies grow profitability.

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