Pros: freedom to create and do what is needed to be done, free food.
Cons: short breaks, health care
We typically start at 9 am during the week and it starts with a cup of coffee with a roundtable talk with the staff about daily and weekly specials. I generally give my staff a free rein in what to create in specials as long as they adhere to the 5 K.I.S.S. flavor rule. We tend to make fresh pasta in the beginning of the week to last us all week. Burgers are packed daily. Soups are made every 2 days. Desserts are made every 3 days. Sauces are broken down into groups on the number of times we makes them. Freezer sauce, which is typically steak, chicken, Diablo and bootlegging ruckies are made once a month. Dressings and special sauces are made once a week. There is not much prep to do as each dish is prepared from scratch by the order. We do not pre-slice in advance. We also do not pre-set in advance. Which means my team has to stay sharp and motivated each and every night. I delegate most of my kitchen responsibilities to my staff, which gives them a sense of ownership. I have hired only one guy that had any kitchen experience due to the location of the restaurant. I expedite most of the time unless there is a call off. I check every plate that leaves the kitchen. I make sure the kitchen is broken down and cleaned at the end of service and set up for the next shift.
My daily routine consists of financial and budget reports every morning at 8 am, once the bank opens, through QuickBooks. I place any necessary orders through my distributors on days they need to be placed, which is usually Monday-Friday. I meet up with Kitchen staff at 9 am every morning to go over daily duties, – more... budgets and specials. I meet up with FOH staff at 11 am and 3 pm to go over any services issues or feedbacks. We work our lunch and dinner shifts. I do the checkouts with the FOH after each shifts and make sure they pre-set for the next service.
I learned to use different methods to motivate individuals and groups of people. Not everyone responds the same way to different methods. The most challenge part is to help staff keep their personal problems out and stay focus on the job at hand. In addition, I had to teach them to think of solutions to the problem, rather than the problem at hand needs to be fixed. I also had to learn to instill that they can do anything they want and to remove the word "CAN'T" from their dictionary, which was quite a challenge.
My management style is mostly micromanagement. I believe in letting others make mistakes and learn from it as long as they do not make the same mistake again. I believe in talking to employees about why those mistakes are not needed and are avoidable. I also believe in educating employees on how to do their jobs more efficiently. There are always room for improvement no matter how good one is in their craft.
The hardest part of the job is to micromanage people that simply do not have the skill set to remain at their position they were hired for. Sometimes, you hired someone for a position and realized they are not the right fit, does not mean the person is a bad person. It just means they do not have the right skill set to perform at the most efficient peak required by the job. – less