Welcome.

Oh yeah, it has been a week.

So have you ever, are you struggling with finding the right staff?

And if you're finding staff, do you find them to be under-skilled?

. Jim, how in the heck can you actually train when you're

chronically understaffed?

Yeah, Adam, that's a tough one, right?

The whole industry's facing it right now.

Yeah.

I don't know.

Training was an issue before this whole labor shortage came up, I think.

In some, in

127_ Ricardo Monzon- Hiring Smart and Training Smarter:

both

places.

Yeah.

And.

I know that a lot of other people out there in the industry those

questions probably ring a bell.

Yeah.

And make you feel a little weird in your belly because the situation got

lost or really impacted with covid.

6 million people left the industry and a lot of folks are have come back

and we've discovered that even now there are people who may have jumped

to another industry temporarily, are now like testing the waters and.

Yeah.

And it's very interesting because some companies, some hospitality companies

seem to be really going for those folks outlining their core values

and speaking to them in a way that, that matters instead of must maintain

a professional appearance at all,

You know what I'm saying?

Yeah.

And I read a wild stat the other day that this was quick service specific in the.

but not far off.

When you think about full service restaurants and the Canadian market

and other places, 50% of new employees are lasting less than 90 days.

So heard there's the retention side of that.

Sure.

There's cost associated with that, but part of what I was reading about was

that so many owners and operators are just basically saying, why would I even.

, they're gonna be gone in three months.

So it's this, sort of vicious cycle that's going on.

Anyway, there's so many places we can go on this

conversation.

Yeah.

And this podcast is specifically dedicated to bringing new solutions

to the hospitality industry's most persistent challenges.

You're the hero of this story.

We're just the guides featuring staff centric operating solutions

for restaurants in the hashtag new hospitality culture.

and because we were posing this question between us, , we excited

to bring on our guest Ricardo Manza.

Ricardo is a hospitality consultant for Somos Vida, and he's also a hot

sauce maker, , which I can definitely.

Definitely get excited about both those things.

He's opened over 10 restaurants nationally.

He's really grounded in culture and training as a way of being.

And we're thrilled to bring him on.

Welcome, Ricardo.

Ricardo, how

are you?

How's it going, Jim?

How's it going, Adam?

Good to

see you.

Fantastic.

And I said, man, we were excited to have you on because this is something

you're dealing with almost every day.

Definitely, every single

day.

So why don't you give us a thumbnail sketch of your journey up until

this point and what your focus in your consulting practice is

Journey up to this point.

Pretty much just been going around in hospitality my whole life

started off with being a kid and going to my dad's friend's places.

And that's where the actual hospitality started for me was from

a place of True love and caring.

So that's what I've brought with me wherever I went.

I hope and learning along the way.

Learning the right things and wrong things to do as well.

Taking a lot of notes of things that I might have not accomplished.

I wanted to at first revisit scratch it off the list and then start over again.

But it's not starting over from new, it's starting over from experience.

remembering that and every step that I.

And I remember from our prep call, you made a differentiation

between this idea of feeding people versus hospitality, right?

Yeah.

What I was referring to there was where the, service aspect of.

The industry is the, it's the technical part.

It's, something that you can teach somebody.

It's things that there's steps to there's certain ways of getting to

get a guest to order or getting a guest to have a good time and whatnot.

But the hospitality is the warmth that you bring with it and the

love that you show with it.

I think one of the references that I made was learning somebody's.

Dish that you love to eat, you know that that special ingredient

that's that little touch of love, but that person could be next to you

showing you how to make that dish.

And what you have to learn first is the recipe.

And that recipe is the structure and the steps of how to get there in order

to get to this point where you can actually add your touch of love to it.

And that's the difference between the service and the hospital.

You can get all the steps down once you get all the steps down.

And it's not about getting it going over it till you.

get it right, but it's about going over it till you can't get it wrong.

And then you're able to add that little touch of love, which is that flare that's

gonna bring people to you specifically, and not just the restaurant as a whole.

Which is what makes each restaurant its own place and that much more

special because you, whoever it is that's listening or watching or

whatever, you're the one, one thing that everyone else doesn't have.

So you have to always remember.

Jim, I know he's probably singing your song because in your 20

years in the industry that was one of your focuses is making sure that

people really loved working with you.

Yeah.

And digging into this aspect of what does hospitality actually mean?

Yeah.

And before we get any further, I just wanna make sure that.

that we do a check-in.

So Ricardo, you good with a check-in?

Yeah, let's do it man.

Right on.

lemme bring up the screen.

And so this is courtesy of our friends@chowcode.org.

An organization that's based on mental health and wellness

for the hospitality industry.

And I think this is a really great way to gauge how everybody's feeling without

getting into too much detail and story.

So it's basically, calling out a rare, medium, rare medium, and and you don't

necessarily have to go through all those emotions that are attached to that.

But so kick us off, bro.

Where do you think you're at?

What temp are you today?

How are you really?

How am I really, I am rare.

I like to start every day off as positive as possible.

And there's, I'm doing this right now and then there's other things that I'm

gonna be doing with some friends and helping out, and that's what I do, man.

I'm fortunate.

Ricardo is rare.

Fantastic.

Jim,

I'm I feel like I'm my sort of body's in two different places, right?

Or as a person, I'm in two different places right now, I'm medium rare on.

and because I'm proud to be talking about some of this stuff that we're working on.

I think there's, I look forward to this conversation every week

and excited to have Ricardo.

Him and I have been back and forth chatting for, I don't

know, six months or so now.

So this is good to actually get him on here.

There's a another side of me that's medium, five daughter who

chose to not sleep last night.

So there's a a little tired, a little that kind of thing.

It's all in it's all for good.

Yeah.

Yeah, and just to be clear, I'm somewhere, I guess I'm meeting him.

Cool.

And, just to be clear, you are actually this is the awkward moment

of, childhood when you're trying to get her to sleep through the night by

herself, . So that's a challenge, man.

I remember those days very, well.

And so overall, how would you.

Medium,

I guess a medium.

Oh,

right on.

And I encourage everybody listening to consider how they're doing and also

to put in the chat how you're doing.

We'd love to know where you're at both emotionally and physically.

And I wanna say that for myself.

This is gonna be a good one.

This has changed so much over the last.

week or 10 days.

And I wanna say that I'm medium rare to rare because that's

where I want to be , right?

Because I think that for most of us, we forget that it's a choice.

And so I'm gonna choose to be medium rare to rare.

Thank you very much, , boy.

Right on.

Right on and back to the conversation.

Ricardo.

Pardon me?

I got a little frog in my throat.

Yeah.

In your consulting practice.

Who is your typical customer?

Who is my typical customer?

No, it really varies truthfully.

It goes from anywhere that might have any idea of opening a place.

And they might need some consultation on kind of commercial real estate

and licensing and stuff like that.

Up to places that have already been in operation for a while.

And know that there's a need to create culture more so than what

they thought they might have had.

And that's like a changing the wheel on a car that's already on the highway.

And as just a reflection of how powerful that check-in process is.

Ryan's, chi chiming in and saying, this is great.

I'm with Rick and I'm rare today.

Fantastic.

Love it.

Thanks for your input.

Ricardo.

What do you see as the biggest challenge with your clients right now?

Is there a recurring theme?

Yeah.

And I'm, pretty clear with all of them, so I'm sure none of it'll

be uh, too much of a surprise.

But a lot of the times it's, there's a lot of ego involved.

And it's the ego that you have to get by.

When it comes to especially consulting as, as much as that word might be tough to get

over when you first walk into a building knowing that you're all on the same

page and you're all there for a reason.

They called you for a reason, and that reason is to.

And to make the place better.

So you're all going in the same direction.

But sometimes, that same direction is something that is difficult to nail

down because no matter what, if you're trying to change something and they

want to change something, change is d.

For everyone.

It's a change of process, a change of what you do every morning to get

ready and to get over that hump, you have to be extremely direct

and very clear in your words and your intentions and what the what.

Everyone holds each other accountable for and sometimes I one of the things

that I say to owners when I'm speaking to them is that some sometimes the

things that are going wrong is them.

And if they can't handle that then they're not gonna like it when I say it.

But I will say it.

. And I'll say clearly because it's for the better of the restaurant

and that restaurant is also home to everybody that works there to

everybody who makes money there for whatever reason they're there for.

They fight for that place every single day.

And that's why I go in there to fight for that place and not for somebody's ego.

There's a very big difference.

So getting over that is usually one of the biggest humps.

I've been fortunate that a lot of the times.

, they understand because of the clarity that you speak with and the questions

that you ask, the things that you say, everything is it's set up.

It's the structure.

It's, really making those goals consistent and very clear.

Question for you about Sure.

Tying in what you're talking about now with the.

This difference between hospitality and your recipe

analogy and that kind of thing.

Which side, which part of that recipe versus hospitality thing,

which, which is the more glaring challenge in the industry right now?

Is it the, is it hospitality and people understanding how to care for

people and provide exceptional service that's memorable in those things?

Or is it the technical side of it?

Which, part do you find is the biggest challenge?

. Ricardo Monzon: That's a, that's a

you're gonna start with is really the the hospitality side and showing it to them.

And if it hasn't been shown to them from the beginning, it's difficult

to show it and not seem that you're being fake or just trying

to set yourself up for success.

When you're really trying to set them up for success and then, Much at the

same time, you're gonna work on a technical aspect of having your spiels

ready, having you know how it is that you speak to people what kind of way

you are, you connect with a person.

And for myself challenges, you have to figure out.

What person you're speaking to there's four major personalities and human psyche,

and you have to figure out which one they are in general and how they learn, how

they what they might push back against and how to relate with them and actually

let them know that you are out of there to be on their side and to help them.

Yeah.

. So it's both

. Jim Taylor: Yeah.

Fair enough.

And that's the thing, it the, chicken or the egg which, one came first?

I think we're, our industry is in that position right now, but

I guess we gotta start somewhere.

Yeah.

Just to have this fascinating question for both are you Jim and Ricardo?

So I'm thinking about I'm thinking about a particular operator

who wrote a, great book, but he called his staff members Arians.

And so I'm curious to know this sense of hospitality versus dining, right?

I totally get that.

But I'm curious is, this sense of hospitality, is that something that can

be trained or does somebody have to bring that as part of their emotional makeup?

Are you actually, are you hiring for skills or are you actually hiring for.

Emotional intelligence,

Ricardo.

So for me it's about hiring the personality and developing the ability.

If you're ready to do that, then you're ready.

Developing the ability is something that it's, it depends on how you look at it.

Some people wanna hire for skill, and there's gonna be somebody that's been

working in the industry for 20, 25 years.

They're lifers, but they're set in a certain way, and.

There's other people that have never worked in the industry but

have it, they have that spark.

And that spark is what you want there because that is that touch of love that

you're aiming for for them to get through.

And that's what sets the site clearly for them because they're, already

there for a reason and you have to make sure that they know that as well.

And these are just the steps that we're gonna take to make

you better at this industry.

So you can show yourself

with what we've.

And just one follow up question.

Can you define what that spark.

. No.

no

Adam.

That's probably a whole nother

podcast.

Alright I'm, gonna write number

defin the hospitality.

I am, I'm writing that down, jim, I'm interested in your perspective.

Okay.

We've gone back and forth multiple times, Adam, about

our experiences in hospitality.

What it was like when we were coming up through the thing and, I've

mentioned a mentor of mine multiple times cause some things that him

and I still have lots of discussion.

Someday I'll disclose his name to the, discussion.

But he used to, and this stuck with me and I, stole this from him on the

first day that people started working in the restaurants that I ran, we

used to say to them, If you're not here because you love taking care of

people, go work somewhere else, right?

That's like literally I'm giving you the opportunity to go find another job

now, before you ever step foot on the floor, if you don't want to be here

because you love taking care of people.

because if you don't, you're in the wrong place.

If you just won't, you won't be aligned.

And I think the other thing that just stands out that Ricardo was

saying about hire for personality.

I I think the easy way and our industry has always been guilty of this, right?

I know I would.

I did it lots colleagues did it.

The industry still does it.

Experience on a resume and you think this person will be easy to train, right?

And or even worse, I won't have to train them.

Here's a set of tongs, here's a knife because you've got experience.

And I I think that's that, definitely jumped outta what you were saying,

Ricardo, is you, have to hire people who've got it in terms of

the people side of the business, cuz that's what it's all about.

Yeah.

That's where I think hiring for skill may somehow trip you up.

And I think another important aspect to consider is the emotional makeup

of the crew that already exist.

, right?

Someone may be highly skilled, but they come in and they're gonna be a

problem child right from the start.

You get it.

The way that they're relating to other people and stuff.

And we've heard stories of some managers in the present economic climate who

won't address employees that are creating problems or have bad, behavior because

they're scared that if they let this person go, then they won't be able to.

And that is probably the quickest way to destroy a team, in my opinion.

Cardo, we did an

annual survey.

Sorry, I just got a jump.

No, please.

We did an annual survey when I was still in corporate operations of every, pretty

much every employee in the company, like thousands of people every year.

and the number one piece of feedback about what, they wanted

to see the company improve on.

We had our own thoughts as leadership, but, the thing that came up every

single year from the people who worked in the company about what

we, they wanted us to improve on was deal with problem employees faster.

And we always thought oh, I don't want to let that person go.

They have friends that work here and it might piss other people off,

or who else is gonna quit if we let that person go or if we all of

those types of conversations, right?

Same feedback came up every year.

That person's making my life more difficult.

Deal with them, right?

Yeah, it was interesting.

Yeah.

For for myself it's, for myself, it's with a problem employee.

It's.

You have to know that right away, and you have to tackle that right away.

It's not about the problem, for my opinion, it's not about the

problem employee that you need to worry about or who they might

take with them because if they.

they might have the same mindset.

The what I'm worried about is the culture that you are creating and that

creating that culture of making sure that everybody feels safe and fed in a

way that's not physical, but emotional and making them feel their value because

they did what they were supposed to.

So my concern would be hurting the people that are doing the thing

that's right for your place if you don't get rid of the problem.

Yeah.

That's one that's, and that's one of the biggest things because

that's creating culture now.

The people that deserve that reward slash staying there and being employed there

with you and taking this journey with you those are the ones that should be

elevated regardless of who knows who.

Good

call Ricardo we , promised listeners that we are gonna,

Give them three tips, right?

Now it's an incredibly complex problem because some people are probably

gonna react to this conversation.

Yeah, easy for you to say, but I'm not getting any traction in, my one ads.

Or people aren't just showing up they come for a couple days and then they leave.

A lot of managers and, hospitality professionals are

getting ghosted on, interviews.

And I'm curious from your standpoint, like how do you successfully.

attract the right talent in a market that seems to be influx.

So three major points that I can make.

First of all, you being ready, having a clear, unified purpose and your

intention, your goals, and your visions, which are two different things.

Really showing them the.

why you want them there and why they should want to be there and

being clear from the beginning.

So that way they are clear on what they're walking into, not just

showing them a mission statement that and I'm gonna say it is.

I, won't read a mission statement.

Cause their remission statement is, we're great, we love you.

We're gonna make a million dollars every second, and it's gonna be

awesome when have all these parties and everybody's gonna make more money next.

And then you walk into the place and before you've said hello or

anybody said hello to you, you can feel the tension and just gross.

Just, this is not what I felt I was gonna get, right?

that's that feeling, that's that warmth that's already being ignored.

Have you not stated yourself clearly in that vision?

Second would be showing integrity in those same ideas.

Asking.

what their expectations are of the place.

A lot of places forget.

No matter how cool you might be, no matter how amazing of a corporate

place you might be, the chef, the stars, all this stuff, all the glitz

and glam, that's all gonna be there.

That doesn't matter to anybody that's walking into that place.

What matters to them is what's up to you to figure out, so you have

something to relate to and have something to talk with them about.

And that's hospital.

From the beginning, from the get go, and you're leading by example, right?

And then.

Finally, it's showing them the structure that a lot of people think

that they don't want, but more people than not really gravitate towards.

And that structure is gonna align them for the success in the future of that

company and hopefully for themselves if it's not with that company.

Only way they're gonna leave me is that it's for different

job completely altogether.

Because they, I don't want them to leave me for another serving

job, another part-time, another kitchen job, whatever it is.

If they have left the restaurant for a dollar or two more, they didn't leave

the restaurant, they left me because I didn't give them purpose or value

or any kind of focus that I could have done as the leader, as a true leader.

Yeah.

That would be my three points for now.

And just remind them who, you're hiring when you're, when your hiring

process I always, it takes a long time and a lot of different interviews for

people to come up with certain things.

One thing that I say right at the end of every single interview is

I ask 'em like, okay, we're ready.

We're gonna do this paperwork.

Now I just wanna remind you you've got your Sunday's best on today,

and you're looking good and, you feel good and you're all cleaned up

and everything and you're ready to.

, basically go to a party right after this because you got the job.

Great.

That's the person that I hired and that's the ex person that I expect

to show up every single day with that uniform on nice and crisp and clean

and ready to go and ready to rock.

Because at the end of the day, we are throwing a party together, and I

want this party to be the best party.

. Adam Lamb: That's awesome.

I love that.

We're throwing a party together, man.

Let's go party together every

day.

That's what we're doing, man.

. Adam Lamb: Jim, I see like

Excuse me.

Yeah Ricardo's got some just really good stuff there right?

About the vision.

You gotta live the vision, not just talk about it.

And we've had lots of conversation in the last year for sure with,

different restaurant companies about what kind of promises they're

making to their people, right?

And it's not just, I promise that we're gonna provide a happy and healthy work.

you have to go further than that.

You have to, here are exactly the ways that we are going to protect

your employee experience, or here are the ways that we are going to provide

your training and here are the ways that we are gonna specifically allow

you to be successful and, provide support and that kind of thing.

Because the structure comment that Ricardo made is, that's an interesting one, right?

You look at the most successful companies in any industry in the

world, and they're the ones that have the mo, probably the most s.

, right?

Yeah.

Think a about structure, places like McDonald's and Chick-fil-A and like

some of these quick server restaurants have, it's every single thing is,

there's a structure for it, right?

And there's a reason they're successful.

Yeah, I agree with everything you said, Ricardo.

That's really

good stuff.

As a father and a hospitality operator, coach, consultant, , I've

discovered that folks want.

Structure.

They want to know where they're going.

They want to know what the processes are because it, for a lot of

people, it just eases their anxiety.

But if you're in there going willy-nilly and not having clearly

laid out boundaries for everybody, that's a recipe for disaster.

Then you're constantly trying to fix something that actually doesn't

exist which is the, structure.

Ricardo, you know what, what stuck out to me was it sounded like it's

really important to have a very clear hiring profile for each position.

Right?

And they're not, only the skillset, but probably the

emotional intelligence, right?

So that as you're going through in the hiring process, you

can actually identify that.

And the other thing that stuck with me owning the narrative or creating a

compelling narrative for prospective employees and, potential guests as well.

Our good friend Jensen, Cummings loves to say if you don't own

the narrative, someone else will.

And it's what we've discovered over having lots of conversations like

this, is that most associates or potential associates want to know

the narrative and they want to know.

, they're part of the narrative so that they can actually own that as well.

So I want to thank you for making those points and I wanna just pitch it to a,

question that we've got from Sam, how to deal with the ego and the industry.

Does someone's ego change how you approach their training?

, and I think that's an excellent question.

Great.

Now, little bit earlier, you were talking about owners or

GMs or managers, ego, right?

And you calling that out early in the process.

Yeah.

So how do you deal with the ego in the industry?

Let's start with that question.

When it comes to the training aspect of it You do not waiver

for somebody's ego, just the same way that you wouldn't waiver for the owner's ego.

The that structure that you're gonna give to them, that you're

gonna implement when it comes to the training, everyone should be held

accountable to the same exact standards.

So that way, once they've passed that they know that they've done

the same thing to be where they are.

They've earned it together.

They have done what they're supposed to do.

That's what sets up your trainers.

That's what sets up your training process, because now everybody has, and

this is a little phrase that I like to say, everybody has emotional equity.

Let them build it in your place.

Give them the right.

to turn someone away because they are somebody, like you said

before, that doesn't fit there.

You can't garden a whole place.

You can't take care of the whole garden by yourself.

None of us is as strong as all of us, and we need every single person in

that place to make those wheels turn.

It's like a, it's like a watch.

One little piece doesn't work and it doesn't matter what kind of a watch it is.

It's broken

For sure.

Let me flip it the other way.

Maybe what Sam is asking about is how do you deal with ego from a direct

report or ownership as an associate?

That's something that, that's like a managing up type of skill.

Where you, you have to be able to, if you can if you've dealt with it

enough you can manage upwards for sure.

When it comes to the ego of the place, it really depends on your relationship

with that person, how you've structured.

As well, the accountability, you can't forget that everybody is asked for

starts in the mirror in the morning.

And if you don't know that you're there for the right reason, that's

where you start questioning yourself.

And if you're there for the right reason, you can question everyone else.

You just have to do it the right way, thoughtfully with emotional

intelligence and knowing that they are still your higher up.

So you still share.

But you can definitely disagree because you care.

You both can care and disagree and have different ideas, and that's

just the way that you have to put it.

Well said, Jim.

And the ego thing it's a tough one to deal with, right?

No.

On any level.

And sometimes I think it comes across as ego.

Sometimes it comes across as pride or passion or Right, stress, pressure.

This is my financial investment of a business and it's not

going well, and I'm stressed.

And that's, one of the things Adam, you and I have talked about this

lots before, is that you know for sure at Benchmark 60, one of our

sort of core things is a, mission statement or value, Ricardo not to Yep.

I know earlier you were saying I don't listen to, but this is literally we live

by is, that consulting by opinion doesn't.

And we say that because if I go into a place and or Adam goes into a place, or

Ricardo goes into a place, or anyone else who's trying to genuinely help a business

improve, and that owner either has ego or stress or pressure or anx anxiety or

whatever it might be that's going on for them, inflation, staffing shortages, all

these different things coming at them.

And I just say, Hey, I know better than you do.

You gotta do this.

It's never gonna land.

Nope,

no won't.

And I, just wanna.

Make one last point, Jim.

That was very well said.

If you're putting out, if an operator is putting out ads for staff you, you,

gotta understand who you're talking to in order to get their attention

first and foremost, and then have them follow through by talking about

your core values, your narrative.

And that's gotta be first and foremost, that has to be above

the fold in the ad instead.

Chef must wear a clean jacket every day.

You need to be talking about what makes your operation better than anyone else,

and create a narrative that explains why this should be the place that you

work instead of that place, right?

And you can also do . You can also do that on TikTok in a little video.

You can do it wherever those potential employees.

in order to get their attention.

And this is an excellent time to be cleaning up structure and and your

narrative and your emotional equity because there are people who are looking

right now to get back in the industry and they're not gonna go just anywhere.

They're gonna go to a place that is absolutely aligned with their values, are

very closely aligned with their values.

And so comes back to this question yeah, you have a mission statement,

but that's where you want to go.

Let's talk about what we value right now in our operation.

What are these core values that are immutable that we're gonna treat

you with respect, that you'll you'll always have someone to speak to if

there's an issue da autonomy, whatever.

Whatever you value as an organization, as a community, that should be the

first thing you're talking about in your ads, your videos, whatever.

And I guarantee you if you pivot from that switch or pivot to that, Particular

way of doing it, you will have, if not instantaneous results, you'll

certainly have more than enough folks to to consider to fill your roster.

But again, if you don't know what your values are, this is

a great time to create 'em.

Like you can build the canoe while you're in the stream.

And if you don't you're going over the waterfall without a

Anyway, I survived the other side.

Same

for that.

I was interested.

. Adam Lamb: Now this show is

and we're going on 35 minutes.

And it's funny because yesterday someone just told me, he is

yeah, I'm listening to the show.

And it feels like the show could just keep going.

The conversation won't stop.

And so what we've, what we're doing right now is after the stream is

finished, We're gonna go into another studio and we're gonna record another

10, 15 minutes of bonus content.

And that's really juicy because we've covered the kind of three we've

covered a lot, but in this bonus content, we are gonna dial in boom,

Some action steps that you can take right now in order to up-level your

culture and become the preferred employer on your, in your market.

Ricardo, I wanna say thank you very much for joining us and we're gonna continue

this conversation in the other studio.

And I think that there's still a lot to say.

Wouldn't you say, oh, I

have plenty to say.

We're building out a new website.

We're upleveling our game because we realized that this show.

Works and we want to get the message out to even more people.

So I am going to kindly request everybody who's watching,

everybody's who's listening, please.

Go and like it, follow it on the po on the Turn the Table

podcast page on Apple Podcasts.

Leave us a review.

And on Spotify you can actually give us stars.

And we've got I think 70 or 75, 5 star ratings on Spotify.

So we really want this to to be of value.

So look for the turning turning the table podcast page recap.

Which will go out first thing tomorrow morning that we'll have the the links

to the bonus content and we'll summarize everything that we've talked in here.

So it's very, clear.

David is saying.

Thanks guys.

Thank you, Ricardo.

Thank you Luis.

Luis Gonzalez.

Great conversation.

Great job, Jim and Ricardo.

Thank you.

So

somebody's gotta try to manage the goat rodeo.

Ma'am, what can I say?

And, hold and, hold it all loosely.

So thank you very much for watching, for listening.

We'll be back next week, same time.

Thursday, 12 noon Eastern on the Turntable podcast page on Facebook, on the Chef Life

Coach Page, and on the Chef Adam Lamb.

YouTube.

Leave us some questions, comments, feedback.

We reply to every one of them.

This show is for you and we want you to get the value out.

This is not a bunch of ego heads up here, like gonna talk about how great we are.

We know that there's big problems in the industry and we're here to chip away at

that so that potential associates and potential guests know that this is a.

Environment for them to be, that they can actually make this a

great career over their lifetime.

That this is an honorable position to take.

It takes a certain emotional makeup to be in service to others.

And to your point, Jim if you ain't got that there's lots of people,

lots of other industries that need workers no shame, no blame.

But we don't have time to try to massage egos.

so that they feel heard and valued, and pat them on the buck button

and tell 'em how special they are.

And to Dave's point, firm, direct and transparent communication

clears up a lot of that ego.

I'm not saying that it, banishes it completely, but there's a way

to have a healthy ammo amount of ego versus an ego that's gonna try.

Dominate the attention in your space because that energy to Ricardo's

point, needs to be circular.

It's a community, it's a team.

And if one person's hogging all the lime limelight, then they're gonna be other

staff that are gonna feel that maybe they should get a job somewhere else.

And we don't want that.

And one last point, train the staff you have right now, train them.

Ask 'em where they want to be after your, after this particular position,

do they wanna be an executive chef?

Do they want to be a bar manager?

Do they want to be a gm?

And start training them now for those positions because then you create a

pipeline of talent and a succession plan that really, brings down the anxiety

because you got a plan and so we're gonna sign off, Jim Ricardo, see you next week.

Thanks, Adam.

See you.